Learning Knowledge Management

7/31/2019 Learning Knowledge Management

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Learning andKnowledge

management systemITB2 Project

We have chosen the knowledge management(KM) system of Accenture Services

Pvt. Ltd. Since Accenture is a Global giant, it is exceptionally difficult to explain the

entire KM system in this project. Hence we have reduced our scope to

concentrate on the Learning and knowledge management(LKM) module of the

broad KM system. This has helped us to delve into the intricate details of the LKM

system.

Group 6

Abhinandan Choudhury PGP-11-002

Hanish Dhume PGP-11-023

Nishita Tibrewala PGP-11-040

Prathamesh Joshi PGP-11-050

Rajat Varshney PGP-11-058


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Learning and Knowledge management system

About Accenture

Accenture is a global management consulting, technology services and outsourcing company, with more

than 244,000 people serving clients in more than 120 countries. Combining unparalleled experience,comprehensive capabilities across all industries and business functions, and extensive research on the

worlds most successful companies, Accenture collaborates with clients to help them become high-

performance businesses and governments.

Workforces

The four workforces serve clients in the areas of consulting, technology, and outsourcing. Accenture

employees always work in blended teams for a variety of reasons.

Consulting: Focus on management consulting, process design work and the application of

technologies to business. Responsible for sales, delivery, and leadership of most of Accenture's

project-based work. Contains Accenture Technology Labs. Levels are Analyst to Senior Executive. Services: Most focus on outsourcing engagements in the areas of business operations, IT,

applications development and maintenance, help desk services, and HR. Can also work on

Consulting-led projects. Contains the Accenture National Security Services subsidiary which

primarily services to US government entities. Levels are H through A (reverse alphabetical order,

lowest to highest) and Senior Executive.

Solutions: The Accenture Technology Solutions subsidiary focuses on the specific technology

skills needed to deliver projects or outsourcing arrangements. Comprises the majority of

Accenture's employees in delivery centers in developing countries like Brazil, India, and the

Philippines. Levels are Programmer to Senior Executive, with slight regional variations.

Enterprise: Focus on managing and supporting all activities across Accenture's business,including legal, security, facilities, marketing, and client financial management. Levels are Junior

Assistant to Senior Executive.

Operating Groups

As most consulting firms, Accenture operates in a matrix structure. The first axis is dedicated to the

operating groups, or industries of its clients. The five Operating Groups comprise 19 industry groups

which focus on industry evolution, business issues, and applicable technologies.

Communications, Media & Technology: Communications, Electronics and High Tech, Media and

Entertainment Financial Services: Banking, Capital Markets, Insurance

Products: Automotive, Air, Freight & Travel Services, Consumer Goods & Services, Industrial

Equipment, Infrastructure & Transportation Services, Life Sciences, Retail

Resources: Chemicals, Energy, Natural Resources, Utilities

Health & Public Service: Health, Public Service

Top competitors of Accenture


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Deloitte Consulting

HP Enterprise Services

IBM

Industry Overview

The US consulting services industry includes about 130,000 firms with combined annual revenue of

about $140 billion. Major companies include Accenture, Bain, Booz Allen, HP, Deloitte Consulting (an

affiliate of Deloitte Touch Tohmatsu), and IBM Global Services. The industry is fragmented: the top 50

companies account for less than 30 percent of total industry revenue.

The worldwide consulting services industry generates more than $250 billion annually. Major

international management consulting companies include PA Consulting Group (UK), Roland Berger

(Germany), and Tata Strategic Management (India).

The industry includes companies that provide management, scientific, and technical consulting services,

including specialized services such as environmental, human resources, logistics, and marketing

consulting. IT consulting, a related specialty is covered in the Information Technology Services industry

profile.

Introduction of Learning and Knowledge management system

Learning and Knowledge Management (LKM) aims to deliver phenomenal learning experience to the

employees of Accenture and, intend to become people developer by

Building high performance teams by imparting right coaching

Recognizing the need to develop employees to groom them to take up responsibility

Grooming the upcoming generations to the status of thought leaders

Recognizing the need to focus on learning and widening the talent pool

Commitment to continuous learning through Technical Mentor

It strive to ensure that Accenture workforce remains the best in the business and is able to offer cutting

edge, transformational services and solutions to the global clients in the market, thus ensuring High

performance.

Broad Overview

Organization chart is as follows for the Learning and Knowledge management system:


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Broad Process Overview

Lets have a look at each component of the learning and knowledge management system separately

1) LearningLearning at Accenture is not only changing peoples lives, giving them more reason than ever to stay

with them and grow both personally and professionally.

LKM LEAD

TrainingOperations

IDC

Greenfield Lead

Trainers

Trainingcoordinators

IDC

Lateral Lead

TrainingCoordinators

Vendormanagement

and IRC

IDC Vendormanagement

Team

IDC IRC Team

Deliveryexcellence LKM

MyLearningCoordinator

Knowledgemanagement

CompetenceEvaluation

TrainersISCAN

Coordinator


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They offer training for entry-level professionals and advanced training programs for senior employees

based on their project/capability requirement. The training locations are distributed across Accenture.

They have incorporated it as a central component in their core curriculum program. They design and

deliver for both classroom instruction and electronic learning.

There are 3 core trainings which ensure employees efficient performance. Every individual will have

deep expertise in one (Major) with some expertise in other two (Minor)

1.1 Greenfield Training

Green Field Training is an entry level comprehensive training given to the fresh graduates covering

business acumen, technical and professional skills development. This training is scheduled over 10-12

weeks and enhances knowledge in Technology, Process and Professional Development.

The purpose of Green Field Training is to ensure that all individuals have the skills required to perform

their assignments. The target audience being the ASE (Associate Software Engineer) and the inputs for

these trainings come from projects in pipeline and the Scheduling Team.

Greenfield Training provides a great learning experience to the new employees and also enables them

to network experience in terms of networking with peer group and facilitators. It gives them an

opportunity to explore skills and learn solutions and start building professional relationships. Foundation

and Stream Training are the two major areas of Greenfield Training.

Foundation training provides:

Basic Technology like Unix, Programming techniques, Rational Data Base Management System,Testing, Java and UML etc

Process training like Software development cycle, Accenture methodologies, and Accenture

Quality Standards.

Professional Development for the smooth transition from Campus to Corporate, imparting good

Written and Verbal communication and Team working skills


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Stream Training

It is provided depending on Technology like Data Warehousing, .NET, SAP, Testing, Client/Server, Java,

Mainframe etc. This helps in foundational programming concepts and skills required for software

development while being exposed to Accentures quality practices, standards and method with case

studies.

There is also competency evaluation in the areas of foundation training, technical specialty, soft skills

and Comprehensive test.

Process flow of Greenfield Training

StartScheduling

team

Prepare training schedule

Venue ( Internal/External)Trainer (Internal/Capability/External)Technical set up

Pre-Training Initiation

End

Post GF Training

Batch completionCertificate distribution

During the GF training

Conduct TestDeclare Results (conduct re-test)Update MyLearning with Course CompletionFeedback forms are filledData Entry on ATST tool

Batch enrollment in

MyLearning

Process description for Greenfield Training

The following sub-sections explain how the Greenfield training is initiated by Learning Team (LT).

a) Pre- Training InitiationIn the initial phase of the training activity, LT gets information from Scheduling team, about the number

of ASEs to be trained. Location wise breakup of total number of ASEs joining should be informed before

4 weeks. Details about participants like technical streams, Enterprise IDs, Employee IDs etc, should be

provided at least 4 days before the start of foundation training.


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b) Training curriculumGreenfield Training (GF) curriculum is uploaded on the Accenture portal. It comprises of the following

two categories:

Foundation Training

The duration of the Foundation Training is for 3-4weeks, which provides basis on Accenture processes,

technologies and soft skills.

Stream Training

Stream training is specific to technologies like Java, .NET, Siebel, SAP. The duration of the training is 5-8

weeks, depending on the stream.

c) Prepare and plan the scheduleThe Batch Owner (BO) starts the preparations for the schedule; responsibilities of BO are as follows:

1. Based on the curriculum available on the Accenture portal, the detailed training schedule for

foundation or stream training should be prepared and approved by the GF lead.

2. Identify the trainer:

i)Mails are sent to identify internal and capability trainer.

ii)Trainers are identified. If no internal trainers are available then contact VMT to identify

external trainer.

3. The details are sent to the respective trainers/DU leads/capability/Vendor Management Team

(VMT).

4. Create session code and enroll batch on MyLearning.

d) Technical set up1. For any additional technical setup the trainer (internal /capability/external) needs to inform batch

owner / training coordinator about the technical (hardware and software) requirement, 5 working days

before the training.

Here the learning and knowledge management department has to interface with the technical support

department.

During the Training

During the training BO and the Training Coordinator have the following responsibilities:

a) Conduct the test through ISCAN and declare results. If required re-test is conducted.

b) Update MyLearningwith Course Completion and data entry is done inATST tool.

c) Feedback is taken from the participants at the end of each session through MyLearning.

d) Conduct exit test and declare the results.


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Post Training

a) Mark Batch completion and Certificates are distributed.

Evaluation process and policies

The trainer should conduct the technical tests through ISCAN online tool.

Tests are conducted in Foundation & Stream Training.

There will be an exit test at the end of the Stream Training.

The result will be sent to the participants and copied to Batch Owner, Greenfield lead, HR, etc.

If anyone fails twice in the tests, Greenfield leads have to communicate to HR. (mentioned in

Greenfield HR presentation in Accenture portal)

Pass percentage for the tests is 60%.

1.2 Lateral Trainings & Cross-Lateral Trainings

Start ProjectRe uest

1.Book the trainingroom

2.Respective Coursecode and session

codes are created in

Pre-Training

SWFCurriculum

Input for Training

CalendarTypes of training calendar:

1. Application Delivery

2. Technical Delivery

Prepare Training

Calendar

1.Book the training room2.Create the session codes and generate self

enrollment link on MyLearning

3.Upload the training calendar in IDC portal4.Announce the Calendar to the DU Leads

Identifying the trainerInform VMT if internal/

capability trainers not available

Types of trainers:

1. Internal2. Capability

3. External

Course Announcement

1. Self Enrollment for all Courses.

Confirmation of

training

Technical Set Up

1. Logistical issues2. Online Feedback links are sent to participantsDuring the training

Post Training1. Mark session as complete in MyLearning and

ATST

Capability

leads

CoDP

End

Ad-hoc Trainin


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Lateral Trainings and Cross-Lateral trainings are aimed at meeting the training needs of employees

at all levels, based on the requirements from the project-Teams, Capability / skill enhancement and

Mandatory training.

Variety of training programs are offered at all levels based on SWF role based curricula, Business

requirements, Capability development Plan, Process Training, Professional Training which helps

employees build and acquire specialized skills faster.

Competency based learning maps are provided to employees to identify specific skills they want to

acquire. It helps our people to achieve their goals while building the knowledge and expertise.Lateral training process flow

a) Pre- Training InitiationThe pre training process triggers the preparation of lateral training calendar by the LKM.

a.1) Training Calendar and Course Announcement

a. Two types of lateral training calendars are prepared.i. Application Delivery Calendar (prepared quarterly)

1. LKM takes the inputs from myLearning and prepares a list of employees who

need to undergo certain mandatory training based on their level.

2. Based on that input LKM prepares the training calendar.

3. LKM creates the session codes in myLearning and sends the link to the target

employees with MyLearning self enrollment link.

ii. Technology Training Calendar (prepared quarterly basis)

1. This process is initiated 6-8 weeks prior to the next quarter.

2. LKM reaches out to all the capability leads / DU Leads requesting for their

inputs for the calendar.

3. The requested training program should have a valid course code in MyLearning.4. If there is no valid course code present then the relevant course code is created

by LKM team based on the request provided by the capability lead.

b. The training rooms are booked by LKM team.

c. Session code and self enrollment link is created for each training.

d. Calendars are uploaded on to the Accenture Portal.

e. Once the training calendars are uploaded to the Accenture Portal, LKM team sends mailer to all

Accenture employees as announcement.

a.2) Identifying the Trainer

a. LKM reaches out to the concerned capability/Project for the trainer.b. If capability trainer is not available, then LKM identifies the internal trainer for the training.

c. If internal trainer is also not available, LKM Sends a mail to delivery and ITP folks using a

standard mail format to find the interested trainers. LKM also organize Knowledge transfer

session for the trainers whoever require it.

d. If capability/internal / delivery trainers are not available then LKM request VMT to outsource

the training.

i. The request should be sent with the approval of Manager / Sr. Manager

ii. Request should be sent 2 weeks before the training.


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iii. This request is submitted using the Trainer Request Form.xls.

a.3) Update Trainer Master

a. Trainer master is maintained to keep records of each trainer. This document is updated in

following circumstances:

i. Once in a quarter for all trainers.

ii. When a trainer upgrades to a new technology or complete any certification.

iii. When a new trainer joins LKM.

a.4) Confirmation/Cancellation of the Training

b. Nominations are taken from MyLearning directly and the manual confirmation mail is sent to all

the participants 5 working days before the training.

c. LKM can cancel the training if the number of nominations is less than 65% of the capacity of the

training room.

d. If the trainers are unavailable

i. LKM will update the concerned capability / project about the status at least 6 working

days before start of the training

ii. LKM will seek approval to cancel the training.

e. If the training is going to be cancelled / rescheduled, then LKM will send mail to all the nominees

informing the same, 5 working days before the start date of the training.

a.5) Technical Setup

a. For any Technical setup LKM refers to the technical setup requirements provided by trainer(internal /capability/external).

b. LKM will raise the SunRise ticket for the required installation in the training room 5 working

days before the training.

c. LKM will work with the concerned capability / project to verify the technical setup at least one

working day before the training.

Here also training department needs to interact with technical support team.

b) During the TrainingDuring the training lateral team have the following responsibilities:

a. Take care of the logistics and ensures that the training happens smoothly.b. For the training conducted by external trainer, the trainers pass / identity card request will be

raised well in advance and someone is present to escort the trainer to the training room.

c. Will ensure that the attendance is taken during the training.


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c) Post TrainingPost training lateral team has the following responsibilities:

a. Will collect the attendance sheet and update the batch completion in MyLearning and ATST

within 1 working day after the training is completed.

b. In case of outsourced training, lateral team will send the training completion report to the VMT,

within 2 working days after the end of the training.

c. If the feedback of the trainer is less than 4.0, lateral team will take the following actions:

i. Will talk to the trainer and find out the reason of the poor feedback.

ii. Inform all concerned people (capability / project lead) about the feedback.

iii. If the trainer is from external vendor, feedback will be sent to the VMT for action.

d) MIS and ReportingFollowing metrics are published before 10th of every month and send to all capability and DU leads:

AG/DU wise Employee report

AG/DU wise Trainer Contribution report

Capability wise training cancellation report

AG/DU wise Absentees Report

LKM has locally developed training portal commonly known as ATST (Automated Training System Tool)

which provides various MIS metrics.

System interface and integration of the learning module:

Figure 1: System integration

Learning

My

Learningtool

ATST

Vendormanage

mentTool

(VMT)

Training

logistics

DUmembers

ISCAN

Home

Portal

Techsupport

HR


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2) Delivery ExcellenceDelivery excellence aims to evaluate the effectiveness of training efforts and to ensure that employee

meets minimum competency standards.

Quality training is ensured through constant analysis of the information and data available, in terms ofanalysis of the feedback ratings, analysis of the number of hours an employee has to undergo training,

analysis of completion of trainings as on a set date. Management Information System is managed using

the following tools:

MyLearning

Automated Training Schedule Tool(ATST) an internal Tool

These tools are used to define and deliver the right kind of training for an employee for the required

amount of time. It also provides access to different types of reports and data based on the requirement

with respect to training.

Further we also have well defined Training Process such as Lateral Training Process Document,

Greenfield Training Process Document. These process documents ensure that the training requestors

and the learning team members have the requisite information which helps to plan, organize and

facilitate the successful conduct of training programs at Accenture. All the reports and data pertaining to

this are available on the home portal as well as the Share point Portal.

3) Information resource center (IRC)Information Resource Centre which is part of LKM started functioning since October-2003 with an intent

to promote knowledge generation and application through effective dissemination to keep every

employee aware on the latest developments in the field of Information Technology and it's related areas

in and around the world.


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IRC Objectives

The Information Resource Centre operates with the following objectives:

To support the learning process of all the users through the provision of

knowledge/information.

To meet knowledge/information needs of the technical community to support their

developmental/programming activities.

To respond effectively where ever possible, to the knowledge/information and to provide

innovative methods of learning including audio, video and online resources.

To act as a repository for all the knowledge created within the organization for future

development/innovation.

The Information Resource Centre therefore plays a vital role in rendering a wide range of services to its

user community both through online and offline channels.

LKM Vendor Management

The LKM Vendor Management (VM) Function is an effort to have a focused approach towards

managing the vendor training. The Vendor Management Function helps the projects and capabilities to

avail the services of the vendor trainers to meet their training requirements.

The VM team will help you to:

Identify Training Vendors to provide the required service

Guide & help you in the various steps to be followed while availing the services from the vendor

trainers

Negotiate effectively to ensure potential savings

Ensure adherence to all finance & procurement processes VM team will reach out to the global alliance team wherever applicable & get the benefits of the

alliance.

The VM portal provides information on the various public classes scheduled by vendors. The portal will

also provide information on the various vendors driven trainings conducted in Accenture.

4) Competency development and knowledge managementThis module deals with developing the courseware for training and managing its content. It also

facilitates competency development based on the training outcome. Each individual will be given a

competency rating based on his/her result. The competency rating then decides the bonus componentof the compensation plan.

Mainly this module deals with managing the knowledge assets. The knowledge assets include white

papers, training courseware, project assets etc. The system module should result into effective retrieval

of any asset and also effectively maintain the same to avoid obsolescence and duplication.

Traditional learning delivery methods are moving to a new balance of integrating formal and informal

learning via Learning Chains, creating high business impact through sustainable competency building.


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Informal Training

We have seen the already installed model of Learning and Knowledge Management. Future learning

interventions focus on fostering and supporting informal learning as one time learning events have

failed to deliver sustainable business value.

Refocusing formal and informal learning leads to a high business impact and is underpinned by the

effective use of collaboration tools.


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Benefits of the system

Learning and collaboration solution is seen as a key differentiator in driving business benefits.

Shortfalls of the system & Recommendations

1. We see that the learning module (Greenfield training and Lateral training) is integrated with various

systems as shown in Figure 1: System Integration. Hence the entire system is not totally automated and

involves manual intervention. The manual interventions can result into errors and delay which would

reduce the efficiency of the system.

Recommendation: As the training is conducted using the MyLearning tool, Accenture should try to

accommodate the other tools such as ATST, ISCAN and data from Home portal in the MyLearning tool.

As the home portal is an independent entity, it cannot be discarded. Hence, the employee data of such

entities should sync the data of the MyLearning tool.

Increase alternative delivery

methods driving

comprehension and retention

Increase productive time on

the job

Best in class technology and

methodology

Increased Effectiveness

Time on the Job

Increased Consistency

Skills-based Curricula

Workforce Agility

Increased Capability

Increased Retention

Cost Efficienc

Development Costs

Delivery Costs

AdministrationCosts

Travel Costs

Spend

Accountability

Potential cost savings/investment

allowance

Decrease fixed training costs Access to on-shore & off-shore

training resources

Reduction in duplicative effort

Implement rigorous forecasting,

planning and prioritization

Enabler of overall

performance improvement

programs

Align learning programs and

spend to objectives

Reduce training cycle time

and increase responsiveness

Increase ease of tracking to

meet regulatory standards

Results Focus

Compliance Assuredness

Increased Workforce

Productivity

Reduced Cycle Time Improved Attrition Rates

Implement role-based

curricula tied to regulatory and

process excellence

Reduction in training time

provides workforce agility


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Secondly, ATST and ISCAN are used for report generation and conducting the training. Such functions

can be imbibed as customizable modules into the MyLearning system. Though the modularization

concept will be hampered due to this change, it will help to reduce the cost required to maintain the

consistency among the systems. It will also reduce the delay incorporated in syncing the systems.

The question then arises is why to keep ATST and ISCAN as customized modules within MyLearning. It is

possible that, a change requires to be done to the MyLearning system. Now if ATST and ISCAN were not

customizable, Accenture would have to incur higher costs of creating a new ATST and ISCAN module for

the changed MyLearning system. Hence, a customizable module would prevent such costs.

2. We have mentioned the process flow for training and how the LKM system interacts with other

systems. However, one important aspect of Knowledge management system is the maintenance of the

Knowledge itself which includes training material, knowledge assets etc. In our case, Accenture has to

check that the training material present on the MyLearning tool is not redundant and obsolete. However

this important aspect is not highlighted in the process flow

Recommendation: It is evident that the training material will be checked for redundancy when a

particular author submits it for approval. Thats stage 1 for checking redundancy in training material. As

an additional step, we can check for redundancy and obsoleteness based on feedback given by the

trainees. This can be illustrated in the modified process flow diagram as given below.

Update

Post training:

Online feedback

Check feedback for

redundancy and

obsoleteness.

MyLearning

database

Fetch

data

Redundant? Modify

data

Yes

Obsolete? Renew dataYes

Update

No

No

Proceed


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The above change in the process flow will ensure that the data is updated dynamically and will also

maintain its value.

3. Based on the work experience at Accenture, we have noted that the classroom trainings are just

mentioned in the MyLearning tool. Once the classroom training is completed, it is updated to completed

status by the training authorities. Thus it cannot be identified if the course has been actually completedby the trainee. Additionally, the course status updates can have human errors.

Recommendation: A hard copy of course material is distributed for every classroom training program. If

that is not given, then course material slides are shared with the trainees. So either the course material

or the slides should be used as the course material on MyLearning tool. Thus the participant should be

allowed to complete a course only by passing an exam on the MyLearning tool. Thus the status on the

MyLearning tool will be changed to completed, only if the trainee passes the exam.

4. Currently the vendor network is contacted only when Accenture needs to conduct trainings. So the

vendor network knows the training requirement only when Accenture contacts it. Such a relation maynot be enriching in the long term as the vendor is not taken into consideration for generating the

training requirement and at the same time, Accenture may lose out on a new technology/methodology

which the vendor has knowledge about.

Recommendation: Accenture should allow the vendors restricted access to the training schedule and

project requirements, so that the vendors only get an idea about the technology that needs to be used

in the project. Accenture should restrict from sharing any confidential information that is related to the

client. Once this is done, LKM authorities should meet up with the vendor network to discuss on the

probable views that they hold about the training requirements. This will help Accenture to gain insights

into current industry training trends and also maintain a long term relationship with the vendornetwork.


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References

1. http://www.slideshare.net/kreaume/knowledge-management-presentation-1425087

2. http://www.slideshare.net/penplusbytes/presentation-on-legal-knowledge-management-by-kwami-

ahiabenu-ii-2007?src=related_normal&rel=14250873. http://www.slideshare.net/sekretnay/knowledge-management-at-accenture

4. http://www.slideshare.net/KMChicago/km-chicago-measuring-the-impact-of-km

5. Based on past experience of working at Accenture (August 2008 to May 2011)

6. www.accenture.com

Documents

Learning Knowledge Management