Chief Learning Officer - December 2008 - (Page 58)

BUSINESS IMPACT AWARD • GOLD • DIVISION 1 Alan A. Malinchak John Hovell Vice President and Chief Learning Ofﬁcer, ManTech International Director of Knowledge Management, ManTech International Perhaps one of the biggest complaints executives have about the courses for more than 125 hours of PDUs at the end of 2008. learning function is that its efforts are not easily quantiﬁed. In other That’s enough course work for six years of learning, which means words, what can a person point to say, “Here is how the application no PMP has to go to an external vendor to maintain certiﬁcation. ManTech plans to import its PMP certiﬁcation maintenance of learning positively impacted the organization’s bottom line”? process to other certiﬁcations such as the Technology and technical services Computer Information Security Systems company ManTech International Professional (CISSP). And Malinchak doesn’t have that problem. said if employees are both PMP- and As a provider of mission-critiCISSP-certiﬁed, the same courses count cal national security programs for to maintain either certiﬁcation. all branches of the U.S. military “Multiply those cost savings over and several of the alphabet agencies a ﬁve-year period: We’re projecting to — CIA, NSA, DEA — ManTech save the company almost $8 million,” manages projects for a living, and he said. the Project Management Institute’s Further, ManTech’s LMS, which reProject Management Professional cords the company’s nearly 200 certiﬁca(PMP) certiﬁcation is critically imtions, has become a source of input for portant. Employees with the PMP its resume library and expertise location credential help ManTech maintain systems. That means quick responses — its contract incumbency, as well as with information from multiple busiwin new contracts. But certiﬁcation ness units — to calls from request for maintenance can be costly. proposals the company responds to. “Once you’ve gone through the “If you need to know how many exam and are certiﬁed, you have PMPs we have with top-secret clearto maintain 60 professional PDUs ances with experience with this certain in a three-year period. The avercustomer, you come to ManTech Uniage cost of maintaining that with versity, and we can tell you in three our current employee base of 250 minutes,” said John Hovell, director of employees, over a three-year peknowledge management at ManTech riod, it’s $1.5 million. And as you Alan A. Malinchak and John Hovell (right) International. get new employees in who are also In addition to signiﬁcant cost savings realized, ManTech’s cerPMPs, that number can’t go anywhere but up,” said Alan A. Malinchak, vice president and chief learning ofﬁcer at ManTech In- tiﬁcation courses may bring in revenue for the company, as well. “It’s not going to happen in 12 to 18 months, but at some ternational. When ManTech University was established in 2006 Ma- point we will become a global rep for PMI, which means we can linchak said it began to develop a variety of high-quality online now offer those courses to the public for revenue,” Hovell said. “Our plan, as we laid out the business plan in 2006, was in courses. There are nearly 200 currently, all of which were created ﬁve years to become self-sufﬁcient and not need any corporate by subject matter experts. “How can we use these same courses to reduce our certiﬁca- overhead funds. So we’re working our way there, and we see that tion expenses for PMPs? We contacted PMI and found out what in our very viable future.” “It’s a twofold blessing,” Malinchak said. “Internally, training it would take to acquire status as a registered education provider,” and education is not seen as an expense but rather as an investment he said. ManTech submitted live or online courses to PMI for use as that has ﬁnancial impact on the bottom line, the proﬁt margin. PDUs and then hired an external PMP to evaluate existing courses Externally, it’s always great to be recognized by your peers. To be and determine which ﬁt knowledge areas important to maintain recognized in this way shows we’re seen as part of the ﬁnancial information needed to go forward as we grow the business and think that credential. Malinchak said after working with the external consultant to how we’re going to spend overhead dollars in a very positive way.” determine what worked, didn’t work and how to bring the courses that didn’t work up to speed, the company will have roughly 100 – Kellye Whitney 58

Table of Contents Feed for the Digital Edition of Chief Learning Officer - December 2008

Chief Learning Officer - December 2008 Editor’s Letter Contents Connections Business Impact Best Practices Effectiveness Guest Editorial The Future of Learning CLO Profile Learning Opportunities Embedded in Social Networking ManTech Leverages Knowledge Management Approaches for Social Networking Agility Training for the Learning Organization Creating an Agile Organization With Learning 2.0 2008 Learning In Practice Awards Corporate Social Responsibility: How Can Learning Contribute? Union Fenosa Corporate University: How CSR Education Impacted the Bottom Line Training in the 21st Century: Everything Old Is New Again Zions Bancorp.: Connecting the Dots Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

Chief Learning Officer - December 2008

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