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Rapidly Developing and Deploying an Organizational Training Program

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Presentation on theme: "Rapidly Developing and Deploying an Organizational Training Program"— Presentation transcript:

1 Rapidly Developing and Deploying an Organizational Training Program
Mike Evanoo, CQE Andy Willums, PMP Senior Principal Consultant Mgr, SW Process Improvement SEPG 2006

2 Entire contents © 2005 Borland
Overview About Certegy Check IT and Borland Criticality of Organizational Training Example of Training Program Implementation at Certegy Check IT Beginning State Timeline Approach Process Assets Leadership Involvement Organizational Change Approach Lessons Learned Summary 1/2/2019 Entire contents © 2005 Borland

3 About Certegy Check IT and Borland
Over 200 people in IT supporting check processing functions Primary location in St. Petersburg, FL Appraised to SW-CMM Level 3 in November, 2005 through a SCAMPI-A Borland: Process Optimization Practices previously TeraQuest Provides world-wide support for IT Provides world-class Software Delivery Optimization solutions through: World-class consulting, training and appraisal services World-class software solutions including Requirements, Configuration, and IT Governance Management 1/2/2019 Entire contents © 2005 Borland

4 Criticality of Organizational Training
Training Programs are consistently the most time consuming and difficult area in level 3 to implement (as confirmed in reports year after year in maturity profiles). An effective training program is crucial to all other areas. Training provides the single most significant decrease in variation in the results measures in software and systems engineering. 1/2/2019 Entire contents © 2005 Borland

5 Criticality of Organizational Training (continued)
Organizational Training Process Area (PA) of CMMI is directly addressed by the training program described here. Many training programs flounder or fail because of over-engineering or over-analysis. The approach provided here will enable you to get started quickly (Keep in mind: Don’t “gold plate” – “just do it”, then evolve if necessary). 1/2/2019 Entire contents © 2005 Borland

6 Entire contents © 2005 Borland
Beginning State Human Resources (HR) involvement in training limited to purchase of online content Training budget within department existed Student satisfaction was being surveyed and tracked for internal courses Training “happened” 1/2/2019 Entire contents © 2005 Borland

7 Entire contents © 2005 Borland
Timeline Gather, extract info from job requisitions 2 weeks Build, deploy, and gather results from Individual Training Plans 4 weeks Develop Process Waiver process, Training Coordinator duties, ETVX 3 weeks 1/2/2019 Entire contents © 2005 Borland

8 Entire contents © 2005 Borland
Timeline (continued) Develop Process Assets Forms, templates, metrics, reports, database, plans 4 weeks Develop and perform presentation on Training Process 2 weeks Host Senior Management Review 1 week TOTAL = 16 weeks (4 months) Initial deployment, then monitor use of all aspects for institutionalization and audit internally and externally 1/2/2019 Entire contents © 2005 Borland

9 Entire contents © 2005 Borland
Approach Managed as a Software Process Improvement (SPI) Initiative Diverse representation across department Limited timeframe to complete All identified deliverables under configuration management Senior management review and approval Skills and roles culled from 6 months of job requisitions Skills inventory and position needs taken across department 1/2/2019 Entire contents © 2005 Borland

10 Entire contents © 2005 Borland
Process Assets Training Process Overview Roles and Responsibilities Department Training Plan Department Training Database Individual Training Plan Waiver Process Mentoring Process Training Request Training Evaluation Forms 1/2/2019 Entire contents © 2005 Borland

11 Elements of Certegy Check IT Organizational Training Program
Departmental Training Plan (Strategic and Tactical) Training Budget Training Tool in MS Access Metrics in Excel Individual Career Plans Project Training Plans Strategic Training Needs Training Process Training Waivers Training Surveys Training Completions Training Requests Management Reviews, SQA Audits, Training Audits, Metrics collected, etc. 1/2/2019 Entire contents © 2005 Borland

12 Roles and Responsibilities
Employee Can request training Has an Individual Training Plan Will be expected to complete mandatory training established for each assigned role Training Coordinator Maintains and updates training records Central source for training questions/resources Prepares training metrics Manages training budget 1/2/2019 Entire contents © 2005 Borland

13 Roles and Responsibilities (continued)
SME Managers or technical leads with most relevant experience Evaluates skills or knowledge of employees for particular skill set Input and review of training material Manager/PL Manages training schedule for employees and project resources Creates Individual Training Plans with all employees Senior Management Evaluates the training program on a monthly basis 1/2/2019 Entire contents © 2005 Borland

14 Department Training Plan
The Departmental Training Plan is a centralized document containing employee training information addressing: Training requested Training scheduled Training provided Certifications of employees Training budget and training quality Strategic training points This plan is reviewed and revised monthly by senior management team 1/2/2019 Entire contents © 2005 Borland

15 Department Training Database
The Department Training Database is an Access database in which training records are kept including: All training received by each employee Course attendance and satisfaction Characteristics of classes that have been provided Internal, external and computer-based classes Instructor, attendance rates, number of attendees Reports to view information Department Training Database used to feed the Department Training Plan 1/2/2019 Entire contents © 2005 Borland

16 Individual Training Plan
MS Excel forms that are used to determine mandatory roles and skills for each individual Determines skill gaps Roles and skills are chosen from a drop down list box Drop down list box is fed by a list that resides on a separate worksheet of the Individual Training Plan Roles and skills were taken from 6 months of job requisitions When training is received the Individual Training Plans are updated by individual and supervisor and Training Database is updated by Training Coordinator 1/2/2019 Entire contents © 2005 Borland

17 Individual Training Plan
1/2/2019 Entire contents © 2005 Borland

18 Entire contents © 2005 Borland
Waiver Process A Training Waiver form is filled out if mandatory training is not needed Training has previously been given Employee has previous on-the-job experience Form must be signed by a Subject Matter Expert (SME) 1/2/2019 Entire contents © 2005 Borland

19 Entire contents © 2005 Borland
Mentoring Process Some skills taught through mentoring rather than formal training The mentor fills out a Mentoring Lesson Plan Used to guide the training Serves as a record of what functions were mentored Can be made into reusable template At the completion of the mentoring, the person mentored fills out a Training Completion form Includes a measurement of student satisfaction Entered into Training Database by Training Coordinator 1/2/2019 Entire contents © 2005 Borland

20 Entire contents © 2005 Borland
Training Request Form The Training Request form is used by anyone who needs to request training Employees use this form to request training for themselves Managers use this form to request training for new employees Project leads use this form to request training for project resources Training request is approved/denied by senior management 1/2/2019 Entire contents © 2005 Borland

21 Training Evaluation Forms
Class Evaluation Students complete following internal training Measure of the Student’s satisfaction with the training Serves as proof of attendance Training Completion Form Students complete following external training, mentoring or computer-based training 1/2/2019 Entire contents © 2005 Borland

22 Leadership Involvement
Senior management team conducts monthly review of training program Led by Training Coordinator Verifies training needs and waivers Identifies and addresses strategic needs Provides guidance to department Reviews Department Training Plan Quality of courses taken Budget Schedule of upcoming classes 1/2/2019 Entire contents © 2005 Borland

23 Organizational Change Approach
Training Coordinator role was staffed and trained Workload of Administrative staff was redistributed Mass skills inventory taken and evaluated Results fed SME list, waivers, training needs Senior Management reviewed the new Training process and roll out approach Communication provided across organization Presentations given to Project Leads and Managers Briefings given at Departmental staff meetings Process Implementation Notice ed to department 1/2/2019 Entire contents © 2005 Borland

24 Entire contents © 2005 Borland
Lessons Learned Plan lots of time and work for the Training Coordinator role Metrics, plan updates, tracking Having SMEs coordinate waivers helps consistency of identifying equivalent background Training Program drove us towards a singular, consistent answer in how to address a particular training need 1/2/2019 Entire contents © 2005 Borland

25 Lessons Learned (continued)
Plan for more communications to your organization than for usual process roll outs With continual process improvements, internal training materials need revisions after almost every training session Lots of follow up is necessary to monitor the creation of individual training plans for new employees and the replanning at annual evaluations 1/2/2019 Entire contents © 2005 Borland

26 Lessons Learned (continued)
Training Coordinator duties grow over time Research different training methods, offerings, vendors to address a training need Coordinate on-site training sessions and associated resources for external instructors Management commitment and follow up is absolutely necessary Especially when you affect an entire department and are doing so quickly 1/2/2019 Entire contents © 2005 Borland

27 Entire contents © 2005 Borland
Summary About Certegy Check IT and Borland Criticality of Organizational Training Example of Training Program Implementation at Certegy Check IT Beginning State Timeline Approach Process Assets Leadership Involvement Organizational Change Approach Lessons Learned Summary 1/2/2019 Entire contents © 2005 Borland

28 Entire contents © 2005 Borland
Questions and Contact Information Mike Evanoo, CQE Senior Principal Consultant Borland Worldwide Services Borland Software Corporation Andy Willums, PMP Mgr, SW Process Improvement Certegy Check Services Technology Department 1/2/2019 Entire contents © 2005 Borland


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