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Transforming to Learning Organization:

Converting ‘Bench’ Threat into Great Opportunity

Vineet Jain, Deputy General Manager28-Sep-13

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Agenda

Need and the Background

Key Issues & Challenges

Solution Approach & Best Practices

Benefit Realization

Key Learning and Adaptation to other entities

Conclusion

3Transforming to Learning Organization

Need and the Background

Key Issues & Challenges

Solution Approach & Best Practices

Benefit Realization

Key Learning and Adaptation to other entities

Conclusion

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Need and the BackgroundCapability Driven Organization

Transforming to Learning Organization

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Need and the BackgroundCapability Structure

Transforming to Learning Organization

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The Need and the Background

“Mother Ship”

KRA: Reusable components, White papers, Conducting training & Getting trained, Knowledge sharing etc.

BENEFIT: Development Needs, Career Aspirations, Appraisals and “Right” project assignations

Transforming to Learning Organization

Salient Features of Capability Driven Organization

Ensures continuous capability maturity through active participation

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Need and the Background

Key Issues & Challenges

Solution Approach & Best Practices

Benefit Realization

Key Learning and Adaptation to other entities

Conclusion

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Key Issues & Challenges

Inadequate focus

Low Motivation

Knowledge Repository Building

Transforming to Learning Organization

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Key Issues & Challenges

Reduced/Ineffective Training

Reduced Connect

Ineffective utilization of Bench

Transforming to Learning Organization

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Need and the Background

Key Issues & Challenges

Solution Approach & Best Practices

Benefit Realization

Key Learning and Adaptation to other entities

Conclusion

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Solution Approach & Best Practices

Step by step two thronged approach - Converting “bench” threat into a great opportunity.

PUSH Based Approach

PULL Based approach

Transforming to Learning Organization

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PUSH Based Approach

Transforming to Learning Organization

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PULL Based Approach

People feel “pulled” in contributing towards capability

DM (Development Manager) for DM’s KRA

Metrics of Capability Contribution Index (CCI)

Transforming to Learning Organization

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Development Manager (DM) Dashboard

Transforming to Learning Organization

Capability Contribution Index (CCI)

Capability KRAs for Development Managers

and their Team

Scores for contribution. CCI computed based on

corresponding weightage

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Organization Change Management

Transforming to Learning Organization

Effective change management Critical aspect of transforming to a learning organization

Change management at all stages - Ideation to launch stage

Multiple modes of Change Management & Communication

DM dashboard - The single source of truth of contribution.

DMs as ambassador of this initiative

Creating healthy competition – Through DM dashboard

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Need and the Background

Key Issues & Challenges

Solution Approach & Best Practices

Benefit Realization

Key Learning and Adaptation to other entities

Conclusion

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Benefits Realization

This good practice on transforming to learning organization

and converting bench threat into opportunity, has provided

benefits realization in multiple ways, right from maturing of

capability, contribution from people, productivity, impact

on project deliverables and ensuring delivery excellence.

Few of the benefits are tangible and few are non-tangible.

Transforming to Learning Organization

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Benefits Realization - Reusable Components

Transforming to Learning Organization

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5

10

15

20

Qrtr1 Qrtr2 Qrtr3 Qrtr4

Re

usa

ble

Co

mp

on

en

ts

Quarter

Reusable Components

Intr

od

uctio

n o

f G

oo

d P

ractice

Number of reusable components zoomed up in just two quarters.

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Benefits Realization - Training

Transforming to Learning OrganizationIn

tro

du

ctio

n o

f G

oo

d

Pra

ctice

0

1

2

3

4

Qrtr1 Qrtr2 Qrtr3 Qrtr4

Nu

mb

er

of

inte

rnal

Tra

inin

g

Quarter

Capability Based Internal Training

Intr

od

uctio

n o

f G

oo

d

Pra

ctice

0

20

40

60

80

100

Qrtr1 Qrtr2 Qrtr3 Qrtr4

Ave

rage

Tra

ine

es/

Mo

nth

Quarter

Average Trainees/Month

Internal trainings helping in

reskilling and reduced

external training

Increased deploy ability

due to cross skilling and

reskilling

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Benefits Realization – Knowledge Sharing

Transforming to Learning Organization

Quarter Number of Knowledge Sharing

Sessions

Number of

Attendees

Quarter1 0

Quarter2 0

Introduction of Good Practice

Quarter3 2 69

Quarter4 3 93

Knowledge sharing sessions providing better solutions to the customer to

meet their business needs.

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Benefits Realization – Others

Transforming to Learning Organization

Better Connect between DM and Developees

A better and closed knit community with an active community forum.

No major investment for this model.

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Best Practice - Acknowledgement

Transforming to Learning Organization

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Need and the Background

Key Issues & Challenges

Solution Approach & Best Practices

Benefit Realization

Key Learning and Adaptation to other entities

Conclusion

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Current Process

Manual tracking of contribution to capability

Automated Process

Automate DM Dashboard through IT systems

Learning and Improvements

Transforming to Learning Organization

Automation

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Applicability to other entities

Level of Applicability

• Applicable at all levels of an IT Organization.

Industry Applicability

• Applicable to any industry, beyond IT industry

Transforming to Learning Organization

This model and approach of transforming a capability based organization and converting bench threat into opportunity can be

leveraged by other IT organizations to ensure effective bench utilization and making it more productive.

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Need and the Background

Key Issues & Challenges

Solution Approach & Best Practices

Benefit Realization

Key Learning and Adaptation to other entities

Conclusion

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Conclusion

Transforming to Learning Organization

These learning and the best practices can be adapted to other Projects, organizations and industries.

Best practice has helped in converting bench threat into opportunity of creating a learning organization.

Talent building, reusable sharing, white paper publishing, training, coaching and mentoring

Increased productivity, Better deployability, Value creation to customer Increased passion, Better employee satisfaction and Higher motivation.

28Transforming to Learning Organization

Special thanks to Dr. Subhash Chandra Rastogi, M.Tech, PMP, PMI-ACP, Ph.Dfor his valuable and constructive suggestions to prepare this white paper.

Vineet Jain is a seasoned program and project management professional with extensive experience in IT and ERP Implementation. Currently Delivery Head of Oracle eBusiness Practice for US

Graduation in Engineering

Masters in Software Systems from BITS, Pilani

Executive Program in Business Management from IIM Calcutta

Has program-managed implementation of large transformational ERP projects across North America, Europe and APAC for global companies.

Presented multiple white papers in various internal forums and external conference, the recent one being the PMI Global Conference at Vancouver, Canada

About the Author

PMI Global Conference at Vancouver, Canada

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Thank You !!!

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Glossary

Transforming to Learning Organization

IT Information Technology

LoB Line of Business

KRA Key Result Area

CL Capability Leader

DM Development Manager

eDelta Centralized Delivery Portal

BU Business Unit

SDU Strategic Delivery Unit

DU Delivery Unit

CCI Capability Contribution Index

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Focus Areas for Capability Contribution

Category Capability Contribution

Reusables and Solutions Reusable Components in eDelta (Centralized Portal)

Reusables and Solutions Utilisation of Reusable Component/ Accelerator

White Papers White Papers in eDelta

White Papers

White papers in external forums (Oracle Open World,

Oracle Open Users Group, PMI etc.)

Team Connect and Mentoring Developee Connect and Mentoring

Knowledge Sharing / Community Participation Knowledge Sharing Sessions

Knowledge Sharing / Community Participation

Solving any query raised by the members of Technical

community

Training Contribution towards Training – Attended

Training Contribution towards Training – Provided

Interview and Referrals Participation in Interview Process

Interview and Referrals Number of referrals (joining as employee)

Others Any other commendable activities towards Capability

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Monthly DM Dashboard Tracker

• Monthly Tracker template for monitoring the Development Manager

and their team of developees, contributing towards transformation

Transforming to Learning Organization