ALCATEL LUCENT
LX PROJECTS
LX PROJECTS
MY ROLE as a Learning Consultant and Program Manager (an employee of Alcatel Lucent) involved
- An ambassador of AL University
- Working with key stakeholders in all levels of client organizations both internal and external
- Needs Analysis - Design - Development - Implementation and Evaluation on Technical projects with clients like Telstra and Vodafone
- Budget and Vendor management for Tech and SoftSkills courses
- Analyzing and reporting on L1, L3 evaluations
EXTERNAL CLIENT
PROJECT 1 BUILDING SKILLS AND COMPETENCIES IN ALCATEL LUCENT BUSINESS UNITS
Provide options and opportunities for employees to develop their skills and competencies in alignment with the identified organizational priorities, and to improve team and individual performance in several areas.
Provide options and opportunities for employees to develop their skills and competencies in alignment with the identified organizational priorities, and to improve team and individual performance in several areas.
BITT Needs Analysis, EXec Summary, Curriculum-Course Map. Click to open pdf.
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Click for pdf.
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METHODOLOGY AND KEY ELEMENTS ON THIS PROJECT
ADDIE
ANALYSIS
Identifying Stakeholders
DESIGN AND DEVELOPMENT
Curriculum Design and Courses Mapping
IMPLEMENTATION
EVALUATIONS, L1 - L3
BUDGETS
RESULTS
ADDIE
ANALYSIS
Identifying Stakeholders
- Building relationships and interfacing with each BU's HR Business Partners and the Business Unit leaders/stakeholders.
- Scheduling my interviews with them.
- Interviewed leaders or leader-assigned key contacts from BU to understand their priorities, the number of people they want to develop that year
- Got an in-depth understanding of what competencies they had currently, in how many people and what was desired.. Their responses gave an idea of how we might design the curriculum.
- Made recommendations taking a discipline-based approach.
DESIGN AND DEVELOPMENT
Curriculum Design and Courses Mapping
- Designed Curriculum Maps for each of the areas (examples, a map each for Project Management, Project Estimation and Finance, Business Process Modeling, Change Management and so on) showing identified courses for Basic, Intermediate and Advanced levels
- Identifying courses for different levels of learners - beginners. intermediate and advanced
- Picking courses from in house resources and external vendors
- Some courses would be online, some through subscriptions that ALU had others needed external vendors to deliver them
IMPLEMENTATION
- Interfacing with training vendors
- Handoffs to Learning coordinator to schedule courses as per dates and time zones
- Delivery of courses
EVALUATIONS, L1 - L3
- Receiving Kirkpatrick's L1 responses, doing and analysis. Conducing L3 a period of time after any training. Reporting analyses and summaries to management.
BUDGETS
- Managing University training budget allocated to specific BUs assigned to me for all their learning needs
- As a Program Manager, I was responsible for spending the budget we had for each of the BU's learning functions and based on how many people needed to be developed, I had to manage the resources and the vendors, schedule training and have them implemented.
RESULTS
- Teams of various BUs getting professional development training in both Tech areas and Softskills to realize their own growth and enable them to contribute their maximum potential to the organization.
A total of six Technical areas and a few required Soft skill areas were identified for this Business Unit..
Below are the Curriculum and Course Mapping shown for one Tech Area, Business Analysis (Not all six areas are displayed below).
The curriculum shows knowledge areas that need to be mastered at each level
Course mapping shows the different resources to attain the knowledge and skills
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Soft skills that managers identified that their teams need
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Example Above: Course and Curriculum Mapping for Technical area. Business Analysis.
In addition, the leaders of this BU wanted their teams to also attain certain important soft skills. See below.
In addition, the leaders of this BU wanted their teams to also attain certain important soft skills. See below.
This way of working was much appreciated by my management and they liked the structure and the fact that all the key stakeholders who were our clients, were pleased and happy at how it was managed and rolled out.
PROJECT 2 BUSINESS TRANSFORMATION LEARNING CONSULTING AND TRAINING
On a highly visible role, I was responsible for all the training aspects and rollout of a very large Business Transformation project in Alcatel Lucent before they became Nokia. I was at that time located in Australia and I was the Training Lead for the ANZ (Australia New Zealand) region rollout and then for the APAC (Asia Pacific) region rollout.
METHODOLOGY AND KEY ELEMENTS ON THIS PROJECT
ADDIE
TRAINING NEEDS ANALYSIS
Organization wide Impact (systems, processes, functions, geographies etc....refer to image) for Australia and New Zealand employees
Gap Analysis in collaboration with the Change Management team. We held several Workshops to gather this information
Build and Manage Relationship with HR BPs, Business Unit Leaders
Constant communication and collaboration with key stakeholders
ADDIE
TRAINING NEEDS ANALYSIS
Organization wide Impact (systems, processes, functions, geographies etc....refer to image) for Australia and New Zealand employees
Gap Analysis in collaboration with the Change Management team. We held several Workshops to gather this information
Build and Manage Relationship with HR BPs, Business Unit Leaders
Constant communication and collaboration with key stakeholders
Impact Analysis for Business Transformation. Click for pdf.
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Training Needs Analysis for Business Transformation. Click for pdf.
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BIT Training Plan
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DESIGN AND DEVELOPMENT
For the functional areas, I came up with a Curriculum Design, some examples of which were seen in the Learning Strategy document. Some courses were available and many others had to be built from scratch as ANZ systems and processes were not the same as the NAR ones.
I was responsible to manage the Instructional Designers who worked with SMEs and developed face to face or online courses which needed to be deployed as part of the Business Transformation. I had to review them to ensure appropriate objectives, learning outcomes and assessments were built in with sound theories of adult learning in place. Coordinated with North America for reuse of some courses they had which might be applicable in ANZ and APAC,
Once the courses were built, they were loaded on to the LMS and next, the audience for these courses were sent notifications that they were available online or the dates when the F2F training would take place.
IMPLEMENTATION AND EVALUATION
I worked with the Learning Coordinator to have the courses deployed on the LMS and have them scheduled.
Performed L1 , L3 Evaluations, analyzed data and reported results to management,
RESULTS
As envisioned by the company wide business transformation goals, the employees were able to adopt and productively begin using new systems, processes and procedures as a direct result of training and change management initiatives.
Clip of Training Checklist.
