Experience of creation and launch of educational program on account scale.

1. EVEREST
TEAM LEADS DEVELOPMENT PROGRAM

2. DEVELOPMENT OF LEADERSHIP POTENTIAL
is important
possible
and feasible

3. Results?
(experience, feedback, lessons learned)
How?
(content, format, approaches)
Why?
(needs, aspiration, goals)

4. Why?

5. TEAM HEADCOUNT DYNAMICS
2016
• 9 Project Coordinators (4 remote)
• 7 locations
• Multidisciplinary and distributed teams

6. TEAM HEADCOUNT DYNAMICS

7. • Lack of attention
• Distance
• Sporadic control
• Dissatisfaction and distrust
• Inability to make decisions
• Stopped knowledge sharing
• Inhibited individual development

8. • Lack of attention
• Distance
• Sporadic control
• Dissatisfaction and distrust
• Inability to make decisions
• Stopped knowledge sharing
• Inhibited individual development

9. OPTIONS
• Ignore the issue
• Search for proper candidates outside
*effort-consuming, time-consuming , expensive $ , risky
• Grow leaders:
• Willingness to lead
• Awareness and acceptance of responsibility
• Self-confidence in own abilities

10. How?

11. PROGRAM CREATION
Aspirations
• Talents pool
• Competent TLs
• Reliable delivery
• Unique educational program
• Positive image of the account

12. PROGRAM CREATION
Facilities
• Local initiatives and expertise
• Existing TLs pool and potential leaders
• CDP service and corporate trainings

13. PROGRAM CREATION
Primary measures
• Local assessment of practicing TLs
• Gaps identification
• Selection of training topics
• Syllabus development
• Syllabus review by CDP

14. PROGRAM
Control points
• Half-term essay
• Graduation interview
• TLs post-assessment
Format
• Workshops
• Trainings

15. PROGRAM
Soft skills
• Customer care for IT
• Customer communication basics
• Business correspondence
• Effective communication
• Build your team
• Facilitation of team meetings
• Constructive feedback
• Negotiation basics

16. PROGRAM
Theory
• Management fundamentals
• Agile estimating and planning
• Delivering with Scrum
Practice
• Detailed overview of Team Lead activities

17. WORKSHOPS
CONTEXT
• Team
• Stakeholders
• Deliverables
• Scope
• Milestones
• Assets
• Infrastructure

18. TEAM LEAD ACTIVITIES
start daily weekly Sprint-ly monthly quarterly completion
Revise TL manual
Identify risks
Escalation
(if needed)
Weekly status
Risks analysis
1x1 with PM Case study Post-mortem
Team Familiarization
Engagement
Stand-up
Facilitate
development
Daily Status
Weekly planning Retrospective
Sprint goal
1x1 with
teammates
Team screening
Team education
Team building
Get feedback
Appraise team
effort
Customer Team
introduction
Requests
processing
Ad-hoc calls
Daily status
Sync-up Demo
Retrospective
Sprint planning
Sprint goal
Product
Backlog
Grooming
Product Backlog
Grooming
Deliverables Definition Code review Code Review Release package
Scope Definition Check-up JIRA
Check-up non-
JIRA tickets
Sync-up
Weekly planning
Sprint planning
and Grooming
Product
Backlog
Grooming
Product Backlog
Grooming
Milestones Schedule Check-up JIRA
Daily status
Sync-up
Weekly planning
Sprint planning Proposals
sharing
Assets / Docs Specify Actualization Actualization Actualization Actualization Archive
Infrastructure Provisioning
Setup
Ensure
availability
Applying
changes
Provisioning Retirement

19. TEAM LEAD ACTIVITIES

20. TEAM LEAD ACTIVITIES

21. TEAM LEAD ACTIVITIES

22. CDP SERVICE
“It’s a perfect case of corporate
service embedded into account
wide educational initiative” (c)

23. IDENTITY

24. Results?

25. NUMBERS
• 18 participants at the beginning
• 11 graduated
~10% of engineering staff
~20% of Minsk team capacity
• 13 workshops and 8 trainings
40+ topics и 60+ educational hours

26. OUTCOMES
• Better results of TL’s local assessment
• Pool of Stream Lead candidates
• Time-tested educational program
Feedback
• Goal-oriented nature of the program
• Detailed explanation of TL’s responsibilities
• Systemized materials and structured submission
• Competent trainers and drivers

27. SUMMARY
Lesson learned
• Time investing balance
• Visitors log
• Avoid groups separation
• Practice
• Missed topics
• Not a “management”
training
• External experience
Plans
• Request missed topics
• Run the program in two
new locations (~25
participants)
• Team of “ambassadors”
• Present the program to
client

28. LinkedIn: kirill.protasenia
Medium: medium.com/@deliverience