Task: Execute Formal Training

Outcome of the Staffing Gap Plan could be that certain Capgemini or external resources could perform the roles and responsibilities needed under the condition that they first attend some formal training.

In case this formal training is needed to serve multiple Clients these costs will probably be funded from the delivery business unit. If these formal trainings are only needed for this specific Client and Client services, the costs should have been planned in the transition calculation model (for example the Capgemini ADMT). The timelines related to this formal training need to be considered in the transition planning.

Examples of formal training are trainings in people management for resources that will start leading a team for the first time, trainings on specific hardware or software products which knowledge can be used for multiple clients, training on specific Capgemini business related processes. Also formal training on the applicable management method(s) and the delivery method(s) to be used in the teams fall under this task. Examples are UPM, USM, ITIL, ASL, BiSL, CAF, Scrum, Waterfall, and LEAN.

Formal training is often organized by the people managers of the respective delivery units. This is not an activity of the Knowledge Exchange work stream although it has a strong link with the planning of this stream. The Service Engagement Staff work stream should monitor that all resources that were supposed to receive formal training before they can join in service delivery team(s) indeed did receive this training at the planned moment. If this does not take place in time additional recruiting might be needed to close the gap. The Knowledge Exchange work stream needs to be kept informed about the status of the execution of formal training because this stream might need to adapt the knowledge acquisition plans.

That the resources have been trained is proved with the Training Certificates artifact.