Digia has more than 1,000 employees, five service areas and 20 business units. Before it started using Silverbucket, all the business units had several spreadsheets for various purposes. Reporting was done well but it was mostly used for looking back on what had already been achieved. The workload was unevenly distributed and the lack of resources caused a lot of grey hairs. Josette Nurminen from Digia says, “The view of the future was hazy, which meant it was difficult to see what skills we had in the company and how we could manage growth. Because of this, here at Digia we got to grips with resourcing and workload distribution holistically to bring the situation gradually under control.”
In spring 2019 the Digia business units began piloting Silverbucket. At the time, a vast quantity of data was being input into the system and assessed for its suitability for Digia. The actual adoption project was planned careful and broken down into several stages. The adoption was begun in the autumn and continued for the rest of the year. After Silverbucket was adopted, the company started resourcing work in stages. In the beginning unit-specific, medium-term and long-term plans were made on Silverbucket. In spring 2019 the target level was reached, which means planning is now done on the unit and team level.
A steering group was set up for the project to ensure matters progressed efficiently. The steering group consisted of the heads of technology, finance, HR and the PMO. During the project HR, IT, business unit management teams, supervisors, project managers and service managers cooperated closely. This ensured that all parties were committed to Silverbucket from the very beginning. People noticed at an early stage of the project that several Digia processes were being examined from a broader perspective than just that of resourcing. Josette Nurminen says, “Silverbucket made us look critically at Digia practices and overhaul our existing processes.”
Communication played a big role
Communication had a big effect on the success of the project. The Digia CEO launched Silverbucket at a joint staff information session. Workshops, which Silverbucket representatives also took part, were held in Helsinki, Jyväskylä and Tampere. During the adoption project active communications efforts were maid and aimed at various roles such as service area leaders, root users, project and service managers and “basic users”. The company’s intranet hosted articles, interviews, videos and open Wiki pages. During the adoption phase weekly open Silverbucket clinics, offering personal assistance, were held.
Six user training sessions were held, each run by a Silverbucket representative. These training sessions were also recorded for people who were unable to attend. During the training session basic principles for the use of Silverbucket were created, which contained ten ‘commandments’.
Resourcing was monitored weekly and the results were reported to the management group. Silverbucket is used to monitor such things as the success of plans by comparing the difference between the planned and actual hours spent. Recruiting and skills needs are also analysed with Silverbucket on the basis of received information. Josette says, “It’s difficult to justify the necessity of new hires if the unit’s allocations are not up to date. We can also look after our people’s skills development needs in a centralized way when we can see our skills needs easily on the system.” Finally, Josette adds, “Silverbucket has given us support during the entire adoption project and our users have also praised how easy Silverbucket is to use. All in all, we have been satisfied with Silverbucket.”