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
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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
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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.
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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).
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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”
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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
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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17. Individual Training Plan
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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)
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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
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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
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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
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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
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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
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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
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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
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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
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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