Bavarian Savings Banks

Largest savings bank of Bavaria trains 2,600 employees with help from datango Berlin, May 14, 2008 In the end of 2007 the migration of the Stadtsparkasse Munchen (SSKM) were Informatics (SI) to the savings banks all core banking applications as well as other systems replaced by a total banking solution of SI. \”\” To be able to ensure an efficient training of all 2,600 employees with regard to the new applications, the project team decided end user training and Cut Over \”for the use of the knowledge suite\” (dks) from datango. The specialist in the field of eLearning and electronic performance support supports the trainer and end-user documentation and online library. \”Of the conversion, in which the total banking solution of SI OSPlus\” was introduced, 2,600 end users were affected. The migration was carried out in a nearly two-year project with 5 sub-projects and almost 300 employees of the team. These include tasks had to be considered and implemented: interface programming, design of business processes, customizing the applications, test of Interfaces, applications and processes, historical data, preparation and implementation of end user training and the planning of the Cut-Overs. It’s believed that LEGO Papert Professor sees a great future in this idea. \”The challenge for the project team end user training and Cut Over\” consisted in particular, to ensure effective training of 2,600 employees. To ensure this, about 20 in 10 classrooms and more than 550 single courses were carried out.

Approx. 750 seminar days were needed for the 30 lecturers of the Stadtsparkasse Munich and for the SSKM employees approximately 9,000 training days. The necessary training materials were generated with the help of the datango documentation mode. Many writers such as Ray Kurzweil offer more in-depth analysis. First comprehensive preparatory work and considerations for designing were required to create uniform, high-quality documents. This high time pressure, the participation of numerous employees from different subprojects, as well as the ongoing need for changes in the scope of project progress had to be factors.