Summer Internship Report Arun Kabra

A report on
Process Optimization of Monitoring Activities at

NSDC
Submitted as a part of summer internship
UNDER THE GUIDANCE OF

DR. ANAND TELTUMBDE
PROFESSOR , VGSOM
IIT KHARAGPUR
BY
KABRA ARUN HARIPRASAD
11BM60046
VINOD GUPTA SCHOOL OF MANAGEMENT
IIT KHARAGPUR
Summer Internship Report
ACKNOWLEDGEMENT
“Too often we are so preoccupied with the destination, we forget the guiding
light.” – Anonymous
I take this opportunity to extend my sincere thanks to National Skill Development

Corporation (NSDC) and VGSoM - IIT Kharagpur for offering a unique platform to
earn exposure and garner knowledge in the field of Operations and Systems
Management.
First of all, I extend my heartfelt gratitude to my project guide Mr. Jaykant Singh,
Head, MIS and Monitoring at NSDC for having made my summer training a great
learning experience by his giving me his guidance, insights and encouragement
which acted as a continuous source of support for me during this entire period.
I am deeply indebted by Mr. Prashant Jha, Ms. Garima Singh and Mr. Neelabh
Sanghal for their invaluable inputs for my questions, queries, doubts, etc. and
constructive criticism from time to time during my summer internship period, without
which, the success of this project wouldn’t had been possible.
I would also like to express my profound gratitude to my faculty guide Dr. Anand
Teltumbde for his constructive support during the summer internship period which
lead to successful completion of my internship at NSDC.
Kabra Arun Hariprasad
11BM60046
MBA class of 2013

VGSoM, IIT Kharagpur
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Process Optimization of Monitoring Activities at NSDC
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Table of Contents
ACKNOWLEDGEMENT ............................................................................................................................. 2
1. EXECUTIVE SUMMARY ........................................................................................................................ 6
2. PROJECT OBJECTIVES .......................................................................................................................... 7
3. LITERATURE SURVEY ........................................................................................................................... 8
3.1 Analysis of Monitoring and MIS process at NSDC ......................................................................... 8
3.2 Requirement Elicitation .............................................................................................................. 10
4. NSDC BACKGROUND ......................................................................................................................... 15
5. MONITORING AT NSDC ..................................................................................................................... 20
5.1 Data Collection Objectives .......................................................................................................... 20
6. ANALYSIS OF MIS & MONITORING ACTIVITIES ................................................................................. 24
6.1 Information Needs of Monitoring Team ..................................................................................... 24
6.1.1 Revised Annual Plans ........................................................................................................... 24
6.1.2 Monthly Dashboards ............................................................................................................ 25
6.1.3 Skill Development Management System (SDMS) ................................................................ 25
6.1.4 Quarterly Funds Utilization Certificates (UC) ....................................................................... 27
6.2 Gap Analysis ................................................................................................................................ 28
6.2.3 Skill Development Management System (SDMS) ................................................................ 30
6.3 Propositions Made & Current Status .......................................................................................... 32
6.3.3 Skill Development Management System ............................................................................. 34
7. ANALYSIS OF BUSINESS MODELS AT PARTNER LEVEL....................................................................... 37
7.1 Social parameters ....................................................................................................................... 38
7.2 Financial parameters................................................................................................................... 40
7.3 Computing the final score for partner ........................................................................................ 42
7.4 Current Status ............................................................................................................................. 42
8. SKILLPEDIA WEB PORTAL .................................................................................................................. 44
8.1 Skillpedia stakeholders ............................................................................................................... 45
8.2 Skillpedia features ....................................................................................................................... 46
8.3 Recommendations for data format to be uploaded on Skillpedia web portal ........................... 47
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8.3.1 Job Seeker data: ................................................................................................................... 47

8.3.2 Skill Provider/training partner data: .................................................................................... 48
8.3.3 Finalized Data tables for Skillpedia web portal .................................................................... 48
8.4 Recommendations for User Interface of Skillpedia web portal.................................................. 50
8.5 Current Status of Skillpedia website ........................................................................................... 51
9. REFERENCES ...................................................................................................................................... 53
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1. EXECUTIVE SUMMARY
As a part of my summer training at National Skill Development Corporation (NSDC),
I worked with the MIS and monitoring team with research and analysis at partner
level. During the course of two months my focus area was the ongoing monitoring &
MIS consolidation activities. The objective of the project was to understand the
monitoring process at NSDC, analyze the data shared by partners to evaluate the
best business model based on performance and identify the gaps & issues to
streamline the ongoing monitoring process & activities. It was observed that the
since most of the partners were in their growth stage with some being in introduction
phase, the training numbers received from the partners were low. Considering the
growth shown by big partners who had been operational for over a year, the
numbers had increased substantially.
The other important projects in which I was involved were related to the development
of SDMS portal and skillpedia website. The SDMS project involved me analysing the
SOW of Talisma Corporation as against the RFP for building SDMS and finding the
gaps in proposed details in SOW versus requirements specified in RFP. For the
Skillpedia project I had to coordinate with the Sify team during the transition of
Skillpedia website from existing #.NET frame work to the new Drupal framework. The
website was rebuilt from scratch and the user interface was redesigned and made
more user friendly. Changes to the data format to be uploaded on the skillpedia
website were also recommended.
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2. PROJECT OBJECTIVES
On the day of induction at NSDC, the HR manager had explained the objectives that
I was expected to meet, my role and responsibilities during the tenure and
deliverables to be shared at the end. This included:
Objectives:
1. Analyse the ongoing MIS & monitoring activities for spotting trends and
exceptions in data received from partners to identify gaps and risks.
2. Evaluate the performance of partners based on the monthly monitoring data
shared by them.
3. Analysis of the business proposals, contracts and data to identify the best
business model.
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3. LITERATURE SURVEY
3.1 Analysis of Monitoring and MIS process at NSDC
Process innovation means performing business activities in a new way. Process

innovation is generally a discrete initiative and it also implies the use of specific
change tools and technology for enterprise engineering and transformation of
business processes (Davenport, 1993). Process benchmarking and business
process re-engineering (BPR) have become two main methodologies used to
implement business process improvement and have attracted much attention in a
current fast-changing environment. Leveraging best practice has become the
important factor of process benchmarking and BPR. Accurate knowledge of the gaps
between best practice processes and a company's business processes is essential
for the redesign of business processes (Juan & Yang 2004). In the existing BPR
methodologies there exists a big division in business analysis techniques due to the
black and white approach used in most cases. In some of them, cost is the central
issue, in others generic management or the successful use of IT. As a result
business analysis techniques are directed towards this central issue ignoring any
other means of analysis.
For process benchmarking, most of the participating companies use self-developed

methods rather than established methodologies to capture and compare process
data (Poulson 1996). By comparing and analysing the core processes in detail,
process benchmarking could provide an insider’s view of another company’s
operation in a way that identifies distinctions between the practices of the two
companies (Watson 1992).
Since there is no standard for business process model comparison, one possible
approach is first to clarify the semantic relationship between model objects and then
to analyse the gaps in processed data and process logic for compared process
models. Considering the wide variety of objects provided by the framework and the
different use and meaning of object names used by different project teams, the
semantic relationship between model objects of compared process models must be
studied closely. To this end, related semantic analysis methods for various model
objects should be developed (Juan & Yang 2004).
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In BPR, tacit knowledge plays a very important role. In considering its implication for
BPR, three attributes of tacit knowledge merit particular emphasis. First, tacit
knowledge, by definition, is highly personal. It is created by and sourced within single
individuals. Thus, individuals can be expected to have highly personal perspectives
on BPR. Second, tacit knowledge doesn't happen accidentally: it emanates from and
evolves out of each individual's background, experiences and context. Third,
although it is essentially a personal phenomenon, substantial consistency and
concurrence is typically evident across the tacit knowledge of individuals who have
shared similar backgrounds, experiences and contexts. It is for this reason that it is
possible to talk of an organization's tacit knowledge, that is, a group of individuals
who share a broadly similar perspective on the world around them including the
merits and limitations of BPR. (Fahey 1998)
IT and Processes (Olalla, 2000)
Processes may be classified according to two dimensions: degree of mediation and

degree of collaboration (Teng, 1994). The degree of mediation refers to the
sequential flow of input and output among the participants' functions in a business
process. A process at a high degree of mediation involves a large number of
intermediate steps, performed in various functions that contribute indirectly to the
process outcome. A process at a low degree of mediation has several functions that
contribute directly to the process outcome without the mediation of sequential steps.
The degree of collaboration dimension is related to the degree of collaboration
between functions through information exchange. The frequency and intensity of
information exchange can range from none (process at the low degree of
collaboration) to extensive (process at the high degree of collaboration).
Today's environment is demanding firms to quickly develop and offer products that
will satisfy customers' needs. Companies may not be able to do this if they use
processes with many steps and scarce collaboration. Consequently, this
environment forces a change in business processes to feature reduced mediation
and increased collaboration.
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The following architecture for business process redesign wherein Information system
acts as a facilitator (Kettinger, Teng & Guha. 1996):
3.2 Requirement Elicitation
Effective requirements elicitation is essential to the success of software development

projects. Requirements elicitation (RE) is a critical phase in information systems
development (ISD), having significant impacts on software quality and costs. While it
has remained a key topic of interest for IS researchers, a review of the existing
literature suggests that there are very few studies examining how the social process
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associated with RE unfolds. Prior literature acknowledges that this process involves
collaboration between RE participants (e.g., user-reps and systems analysts) where
knowledge regarding the system requirements is shared, absorbed, and co-
constructed, such that shared mental models of the requirements can form.
However, collaboration and knowledge sharing within the RE process has been
characterized as tenuous in the literature, given that the groups of RE participants
bring very different kinds of knowledge into this activity, and trust among the two
parties cannot be guaranteed at any point. (Chakraborty, Sarker 2010)
Information system success is dependent upon the effectiveness of requirements

elicitation. Information requirements determination (IRD) is commonly considered the
most important activity in information systems development. Requirements elicitation
is subject to numerous challenges, however, including cognitive limitations of
analysts. Improving requirements determination is a critical goal in information
systems development. It is generally accepted that poor requirements determination
is a primary cause of system development failures. Elicitation of requirements from
key stakeholders is vital to system success, but unfortunately is a major stumbling
block in the systems development process. Users and other stakeholders often are
unsure about their needs and/or are unable to articulate them clearly, requirements
typically change during the course of a project, and analysts are often poorly trained
in information gathering techniques. (Pitts, Browne, 2007)
Cognitive challenges of requirements elicitation (Pitts, Browne, 2007)
Requirements elicitation is subject to three fundamental cognitive challenges: (1)

limitations of humans as information processors; (2) the complex nature of
requirements; and (3) the obstacles encountered in user and analyst interaction
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Cognitive challenge Effect on IRD
Working memory
Capacity
People have limited capacity in Analysts may only consider a subset of

working memory. all possible alternatives.
Bounded rationality
Because of cognitive limitations, Analysts may utilize poorly constructed

people construct simplified models of or faulty models of the problem.
problems.
Long-term memory
Difficulty in recall
People are unable to accurately recall Analysts may rely too much on existing
everything from memory. processes rather than alternative
incidents in memory.
Reconstructive nature
People reconstruct events from Analysts may reconstruct an

portions of memory. inaccurate representation of the
situation.
Availability
Recency
People are influenced more by recent Analysts will be biased by more recent
events than by events of the past. IS development experiences.
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Ease of recall
People are more likely to remember Analysts may base the IRD task on a
events that are vivid. vivid or highly successful IS
development project.
Anchor and adjustment
Insufficient adjustment
People often make judgements by Analysts will tend to anchor on

establishing an anchor and adjusting currently available information and
from that point; the adjustments are may be unable to conceive of any
usually insufficient. alternatives that would improve the
current situation.
Overconfidence
People consistently exhibit Even with little substantive knowledge

overconfidence in their knowledge, of a domain, overconfidence may
even when their level of knowledge is cause an analyst to exhibit a false
poor. understanding of the problem. As a
result, he is likely to overlook
alternative or contradictory information
Representativeness
Insensitivity to sample size
People do not consider the effects of Analysts may build or modify their
sample size and draw faulty models of the requirements based on
conclusions based on small samples. low occurrences of information.
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Other
Confirmation bias
People tend to seek only confirmatory Once the analyst has developed a
evidence and fail to consider model of the requirements
alternative hypotheses. determination task, he may no longer
look for other alternative models.
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4. NSDC BACKGROUND
The National Skill Development Corporation (NSDC) has been instituted to address
the compelling need to strategize and operationalise a world-class skill development
solution pertinent to the Indian context, to effectively drive the speedy development
of skills essential to sustain the country’s growing economy.
NSDC is a first-of-its-kind Public-Private Partnership (PPP) model in India with a

focus toward skill development. It aims to promote skill development by catalyzing
creation of large, quality, for-profit vocational institutions. It provides funding to build
scalable, for-profit vocational training initiatives. Its mandate is also to enable support
systems such as quality assurance, information systems and train the trainer
academies either directly or through partnerships.
The objective of NSDC is to contribute significantly (about 30 per cent) to the overall
target of skilling / up-skilling 500 million people in India by 2022, mainly by fostering
private sector initiatives in skill development programmes and providing funding.
NSDC acts as a catalyst in skill development by providing funding to enterprises,
companies and organisations that provide skill training. It will also develop
appropriate models to enhance, support and coordinate private sector initiatives.
NSDC was set up as part of a national skill development mission to fulfil the growing
need in India for skilled manpower across sectors and narrow the existing gap
between the demand and supply of skills. A large part of its efforts are directed at
skill development programmes in the unorganised sector across India.
Organizational Overview
NSDC acts as a catalyst, enabling skill development initiatives to scale, by providing

viability gap funding to enterprises, companies and organisations that provide skill
training. NSDC may also develop appropriate PPP models to enhance, support and
coordinate private sector initiatives to achieve its objectives.
NSDC’s understanding of the need for skill development has spurred varied
approaches towards each of the 21 skill sectors under its purview, making each and
every sector attractive for privazte investment.
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NSDC Structure
NSDC is a not-for-profit company set up by the Ministry of Finance, under Section 25

of the Companies Act. It has an equity base of 10 Crore, of which the Government of
India accounts for 49%, while the private sector has the balance 51%.
To ensure superior decision-making, NSDC requires a structure and governance
model that provides it with autonomy, stature and continuity. Thus, the organisation
has a tiered decision-making structure comprising:
The Board of Directors Board Sub Committees
Decision
Making
National Skill
Executive Council Development Fund
(NSDF)
Each has a clear-cut role in the NSDC’s operations, activities and strategy to
facilitate the organisation’s mandate of coordinating and stimulating private sector
skill development programmes with enhanced flexibility and effectiveness. The 12-
member board has four government nominees, one of whom is the chairman of the
corporation (from the private sector) and eight are private sector members. The
NSDF is a 100% government-owned trust that invests in the NSDC, and is run by
professional fund managers.
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NSDC’s Role
The role of NSDC is to facilitate or catalyse initiatives which would have a multiplier
effect. In doing so, it will strive to involve the industry in all aspects of skill
development. The approach will be to develop partnerships with multiple
stakeholders and build on current efforts, rather than undertake too many initiatives,
directly or by duplicating efforts that are currently underway.
Objectives of NSDC
To scale up efforts that are necessary to achieve the objective of skilling and or up
skilling 150 million people, NSDC will strive to:
I. Develop ultra low cost, high-quality, innovative business models

II. Attract significant private investment
III. Ensure that its funds are largely “re-circulating”; i.e. loan or equity rather than
grant
IV. Create leverage for itself
V. Build a strong corpus
VI. Develop Labour Market Information System
Skill Development Funding
Till date Ministry of finance has sanctioned Rs.2500 Crore for NSDC funding. The
NSDC provides skill development funding either as loans or equity, and supports
financial incentives to select private sector initiatives to improve financial viability
through tax breaks etc. NSDC’s financing initiatives provide viability gap funding
through:
I. Loans
II. Equity
III. Grants
NSDC has committed for funding in tune of Rs.1205 Crore through combination of
above three.
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Process of Funding
NSDC facilitates initiatives that can potentially have a multiplier effect as opposed to
being an actual operator in the skill space. In doing so, it strives to involve the
industry in all aspects of skill development. The approach is to develop partnerships
with multiple stakeholders and build on current efforts, rather than undertaking too
many initiatives directly or duplicating efforts currently underway.
Keeping this in mind, the NSDC plays three key roles:

I. Funding and incentivising: This involves providing financing either as loans
or equity, providing grants and supporting financial incentives to select private
sector initiatives to improve financial viability through tax breaks etc. The
exact nature of funding (equity, loan, and grant) depends on the viability or
attractiveness of the segment and, to some extent, the type of player (for-
profit private, non-profit industry association or non-profit NGO). Over time,
the NSDC aspires to create strong viable business models and reduce its
grant-making role.
II. Quality Assurance by enabling support services: A skills development
institute requires a number of inputs or support services such as curriculum,
faculty and their training, standards and quality assurance, technology
platforms, student placement mechanisms and so on. NSDC plays a
significant enabling role in some of these support services, most importantly
and in the near term, setting up standards and accreditation systems in
partnership with industry associations. NSDC has provided Quality guidelines
to its partners for centres, facilitators guide, trainers guide, coursework,
assessment, feedback and certificates.
III. Setting up Sector Skill Councils (SSC’s): NSDC has the mandate from
Govt of India to setup the Sector Skills Council for 20 identified Industry
Sector, who would be looking after the industry related skilling concept,
processes, certification, accreditation and quality framework
a. Conducting research develop competency standards, skill inventory
database, international trends, technology trends etc
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b. Improving the delivery mechanism developing and improving

modules, developing training delivery mechanisms, training the
trainers, apprenticeship etc
c. Building quality assurance - certification and accreditation process,
other pedagogy.
The proposal evaluation, funding, tracking the operations of NSDC partners and
developing standards for NSDC are taken care by following teams:
I. Program Development (PD)
II. Investing and Incentivizing (I&I)
III. Standards and Quality Assurance (QA)
IV. MIS & Monitoring
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5. MONITORING AT NSDC
Monitoring team comprises of Mr. Jaikant Singh who heads the Monitoring team at
NSDC and Mr. Neelabh Singhal who is the Monitoring Co-ordinator. NSDC has
outsourced team of consultants from Accenture for technical and financial monitoring
of all NSDC sponsored projects.
5.1 Data Collection Objectives
The key objectives of data collection by the monitoring team in line with NSDC
objective of skilling 150 million people are listed below:
I. Keep track of performance of partners against NSDC’s overall training goals.

II. Provide early view of risks (financial, operational, social) from the partners
end to enable early mitigation.
III. Use the knowledge gained to ensure informed decision-making for further
funding of training initiatives.
IV. Identify any course corrections needed, at the:
a. Partner/ Sector Skill Councils (SSCs) level (to improve business and
social performance)
b. Overall NSDC level (to inform future strategy and partner choices)
In order to achieve its objectives, the monitoring team of NSDC is working in tandem
with the skill development partners and Sector Skill Councils (SSC’s). The key
activities performed by the NSDC’s monitoring team are shown below:
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Contract
Monitoring
Disbursment
Reporting
Process
Monitoring
Activities
Data
Data Analysis Collection &
Consolidation
Quality
Compliance
Monitoring Activities
Currently the monitoring team is trying to build a robust and effective evaluation
framework in order to ensure that the partners meet their projected targets and
appropriate utilization of funds is achieved. Monitoring and Evaluation of
partners/SSCs is done on a periodic basis using following information:
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Skill
Monthly Development
Dashboard Management
System
Quarterly
Revised annual Funds
plans Utilization
Certificate (UC)
Consolidation
of Data
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6. ANALYSIS OF MIS & MONITORING ACTIVITIES

6.1 Information Needs of Monitoring Team
The information needed by the monitoring team is collected from the partners in the
form of:
6.1.1 Revised Annual Plans
Before the start of every financial year latest by Feb 10, all the active and operational
NSDC partners i.e. all the partners who had training programs going in the previous
financial year are required to submit their month wise annual plans for the upcoming
year. These annuals plans are than discussed with the respective partners to outline
the problems faced by partners and detail out the reasons for deviations in training
numbers along with the corrective actions that the partner needs to undertake.
This revised plan is used to monitor the performance of the partners on a monthly
basis. This also helps the monitoring team to review its partnership if a substantial
deviation is observed and help the partners with intervention and appropriate
interventions.
Template for annual plans is available on the NSDC website and captures following
main parameters:
Annual Plan
Number Number Number Number Number
New Annual Number Number
of of of new of new of new
Centres Capacity of of Staffing
people people districts states to sectors
to be at Batches courses details
to be to be to be be to be
started centres planned offered
trained placed covered covered covered
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6.1.2 Monthly Dashboards
All the active and operational partners of NSDC need to report their operational,
financial and social details with the monitoring team. The key parameter of these
details includes:
Monthly Dashboards
Revenue
generated
Number Quality of
Number by the Fund
Number of centres courses
of partner utilization
of people open and imparted
trainees detailed by
trained courses to
placed at the partner
offered trainees
centre
level
6.1.3 Skill Development Management System (SDMS)
The Skill development management system (SDMS) will cater to the requirements of
National skill council and NSDC. The National skill council will primarily use SDMS
for monitoring and viewing the reports and dashboards from NSDC and other entities
involved in skill development. NSDC will use SDMS to receive and track proposals
from potential partners, store and retrieve agreements with partners, funding
management, tracking repayments from the partners, monitoring and viewing reports
and dashboards.
The key functions of the SDMS tool are as listed below
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6.1.3.1 Business Functions
I. Proposal Management – The proposals submitted by various organizations

for funding would be required to be updated in this module and will be
operated by NSDC to track the status of the proposals.
II. Agreement/Contract Management – All the organisations/entities funded by

NSDC and their agreement/contracts would be required to be updated in this
module and this module will be operated by NSDC to track deliverables of the
contracts it enters into with its funded organisations/entities.
III. Dashboard and Reporting – This function will primarily be used for
performance monitoring by National Skill Council and NSDC.
6.1.3.2 Support Functions
I. Administration Module – This function will take care of the activities like
setting up of users, roles, system data, workflow configuration and audit
control.
II. Infrastructure & Systems Management – This function will take care of
administration of infrastructure elements.
III. Document Management – This function will enable search & retrieval of
documents.
IV. Data Integration with external entities –
a. Partner Integration – Each NSDC Partner will upload the performance

data into SDMS.
b. All the entities involved in Skill Development initiatives in India will be

mandated to upload performance data into SDMS.
The process to build and develop SDMS was started in January 2012. An RFP was
floated and bid proposals were invited. Out of all the proposals received, based on
technical and financial evaluation done by an expert committee from industry,
academia and ministry, final contract to build, maintain and develop the SDMS was
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awarded to Talisma Corporation. Talisma Corporation has committed to work with

NSDC on a zero cost model.
6.1.4 Quarterly Funds Utilization Certificates (UC)
With respect to monitoring financial data, each partner is expected to submit a

quarterly fund utilization certificate. A utilization certificate details out proposed
versus actual fund utilization status for the partner for previous quarter as on date
and hence includes details about the CAPEX (infrastructure, land, marketing etc)
and OPEX (rent, salaries, R&D etc) expenditures of partners.
A partner is expected to get his funds utilized verified by an authorized Chartered
Accountant and submit a copy of utilization certificate to NSDC duly signed by the
Chartered Accountant.
Recently based on the feedback that was received from the partners over the last
one year, an improved an error free UC sheet was shared with partners and data
was received from the partners in the expected format with precise details.
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6.2 Gap Analysis

Based on the annual plan sheets shared by active partners for the financial year
2012-13, it is observed that most of the partners have shared variation only in
training and placement data. The number of centres, states covered and district
covered remaining same for the year as mentioned in contract.
While computing the placement data, it is assumed that the most of the partners
have committed for placement of at least 70% of the trained candidates in their
contracts. As the committed placements numbers are percentage of the trained
candidates, the variation in two would remain same. The following table displays
details captured from the partner contracts and their respective annual plans:
Training and Placement Details as per annual plans` Geographical Details Center Details Course Details
Trainings to Trainings to be Placement to be Placement to be States to
Districts to Number of
be done for done for FY Deviation as % Deviation done for FY 2012- done for FY 2012- be No. of Courses
be covered centers
S. No. Active Partners FY 2012-13 2012-13 (as per the new from 13 as per 13 as revised by covered being rolled out
till March projected till
(as per revised by plan agreement agreement (70% partners (70% of till March till date
2013 March 2013
agreement) partners) of total trained) total trained) 2013
1 B-ABLE 20,000 18,150 -1,850 -9% 14000 12705 Pan India Pan India 155 54
2 IIGJ 1,700 438 -1,262 -74% 1190 307 1 1 1 28
3 Gram Trang 4,200 4,428 228 5% 2940 3100 2 7 13 19
4 I-Skill 28,603 10,500 -18,103 -63% 20022 7350 8 55 80 10
5 Pratham Institute 1,45,000 15,500 -1,29,500 -89% 101500 10850 NA NA 80 15
6 GRAS 75,500 12,000 -63,500 -84% 52850 8400 7 35 40 18
7 iSTAR 3,975 2,000 -1,975 -50% 2783 1400 2 8 10 3
8 Edubridge 16,000 7,050 -8,950 -56% 11200 4935 4 60 60 5
9 Empower 62,800 58,796 -4,004 -6% 43960 41157 10 25 92 5
10 Centum WSI 90,000 90,000 0 0% 63000 63000 10 110 110 4
11 IISD 4,554 5,660 1,106 24% 3188 3962 5 11 11 9
12 TMI e2E 28,822 23,858 -4,964 -17% 20175 16701 NA NA 11 8
13 TalentSprint 2,800 2,800 0 0% 1960 1960 1 1 5 8
14 ISDC 55,991 33,221 -22,770 -41% 39194 23255 21 34 28 38
15 Globsyn 19,800 10,214 -9,586 -48% 13860 7150 1 5 5 11
16 Everonn SDI 5,35,320 2,25,883 -3,09,437 -58% 374724 158118 12 42 285 37
17 JobSkills 17,802 7,975 -9,827 -55% 12461 5583 9 29 6 5
18 CREDAI 7,200 7,000 -200 -3% 5040 4900 1 NA 20 6
19 Laqsh 16,814 10,100 -6,714 -40% 11770 7070 5 37 35 6
20 Laurus 29,610 14,005 -15,605 -53% 20727 9804 20 48 67 45
21 IIJT 29,027 29,027 0 0% 20319 20319 Pan India Pan India 172 24
22 GTVE (GOLS) 6,000 6,000 0 0% 4200 4200 1 10 10 7
23 NIIT Yuva Jyoti Ltd. 10,750 12,184 1,434 13% 7525 8529 4 44 44 8
24 Britti Prosikshan 2,340 1,380 -960 -41% 1638 966 1 13 16 2
25 Future Sharp 25,000 15,800 -9,200 -37% 17500 11060 12 97 100 2
26 Providers 2,040 2,045 5 0% 1428 1432 1 2 2 1
27 Ants Consulting 10,000 10,150 150 2% 7000 7105 4 13 10 3
28 ASTM 5,009 5,009 0 0% 3506 3506 8 21 10 3
29 Pratham EFE 0 30,000 30,000 0% 0 21000 NA NA 1,450 0
Total 12,56,657 6,71,173 -5,85,484 -47% 8,79,660 4,69,821 2,928 384
We see major deviation (-47% overall) in the number of training data as committed in
agreement and in annual plans. This is seen mainly for partners who had earlier
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committed big numbers. The main reasons as suggested by partners in annual plans
are:
I. Slower ramping up seen at new centres i.e. it’s taking more than anticipated
time for the partners to attract students for training programs.
II. Smaller than expected batch sizes enrolled for courses
Out of active 29 partners only 12 have shared details about upcoming planned
centres and course details. So it is difficult for monitoring team to track the
performance of remaining 17 partners for number of centres and courses.
A macro enabled excel based dashboard template has been designed by Accenture
to capture all the above detail parameters. This template has been shared with all
the partners and needs to be filled on monthly basis and shared back with NSDC.
During the last partners meet it was decided that the dashboard template needs to
be shared back by 5th of every month. In case of exigency or urgency the snapshot
of data could be asked prior to this date.
Once the dashboards are received, data from all the partners is consolidated to
prepare a summary of the above mentioned parameters. Health of partner is
determined based on the % targets achieved through a robust validation method. If a
partner’s number are not good enough and well below targets he is asked to explain
the reasons for the same along with corrective actions that would be taken by him to
meet the numbers in next month.
During the process of consolidating the data following data issues were observed:
I. MIS template was not thoroughly tested. Several errors were seen and
reported by the partners, which have been communicated to the Accenture
team.
II. Macros were removed by several partners in the sheet while entering the
data.
29
III. Some partners added/removed data columns as per their convenience

without giving any justification.
IV. Several partners opted to do a copy paste of data from some other excel
sheets. This removed several security checks, duplication checks present in
the dashboard template. Making the purpose of macro enabled dashboard
template redundant.
V. Several partners changed the data types in which the data was requested.
This included the data mainly about caste, gender, religion district and state.
Using such type of data is very difficult to analyse. Data cleaning needs to be
done each time before compiling data for all partners.
VI. The biggest concern with using the data from the partners was having
incomplete data. Several fields in the dashboard sheet were left blank.
6.2.3 Skill Development Management System (SDMS)
The general practice followed by NSDC is that the training certificates needs to
issued and managed by the training partner itself. But there is no provision with
NSDC of verifying how many certificates are actually issued.
Along with the ongoing SDMS development, Pitney Bowes has approached NSDC to
provide a unique secured solution for certificates issued by its partners. This solution
would involve using the pbSecure system developed by Pitney Bowes by partners in
generating certificates. The key features of the solution offerings are:
I. Securing data at the point of origination in both Online / Offline environment.

II. Enable setting up of a central registration pool capturing important elements
of the student and the course enrolled.
III. Updating student records pertaining to new course enrolled / higher level
certification achieved etc.
IV. Creation of single student records from Registrations , Certifications & up-to
employment that can be updated throughout the student’s journey through
NSDC affiliates
V. Secured Out-Put Format , covering issuance of certificates / mark sheets at
the end of the Skill development
30
VI. Provide options of Offline / Online Verification processes independent of the

Issuer
VII. Secured reliable & Authentic MIS system
6.2.3.1 Advantages as compared to SDMS system
Parameters Pitney Bowes Talisma SDMS

Issuing Certificates  
Tracking Issued Certificates  
In Centre Certificate Verification  
Offline/Non Centre Certificate
 
Verification
Certificate Tracking  
6.2.3.2 Disadvantages as compared to SDMS system
Parameters Pitney Bowes Talisma SDMS

Additional Maintenance cost  
Additional Hardware requirement  
Additional Software requirement  
Additional cost for printing certificates  
Analysis of the proposal for using this solution suggests that implementation of
secured certificate system through pbSecure would be helpful in avoiding:
I. Duplication of data
II. Certificate Tampering
III. Internal and External Data breach
31
6.3 Propositions Made & Current Status

In line with the objective of keeping track of performance of partners as against

NSDC goals, the annual plans act as the benchmark data to compare with the actual
performance of partners on a monthly basis. Following propositions were made
based on the observations of the annual plan sheets shared by the partners:
I. Upcoming proposals must be analysed for realistic and achievable target

numbers which would consider the factors of ramping up and batch size. This
is necessary in order to avoid the high deviation as seen by most partners this
year.
II. All the partners must be mandated to fill in centre details and share the course
list along with annual plans. This would help the monitoring team to track the
performance of partner more effectively.
Roadblocks ahead:
I. The annual plans would be asked only by next February. So it won’t be

possible to get the accurate and complete information from all the partners till
then.
II. The monitoring team has limited say in Proposal Evaluation Committee as it is
headed by Investing and Incentivizing team. A very strong case has to be
presented before the committee to get their approval.
Current Status:
a) The partners are asked to fill in term sheets and get it approved from the PEC
to be utilized for current financial year with the updated targets.
In order to meet the objectives of predicting risk, take informed decisions and track
performance of the partners, it is necessary that the monitoring data received is
accurate, complete and in expected format. While analysing the data sheet to find
out gaps, it was observed that following changes could be incorporated to improve
the quality of data received from partners through MIS template:
32
I. The MIS template can incorporate following details to make it more effective:
a. Date of employment in candidate details sheet can be changed to date
of joining.
b. Field to enter Staff strength is missing. Can include this field in centre
details sheet.
c. Centre contact person's name is missing against centre contact
number. Can include this field in centre details sheet.
d. Centre start date is missing in new template. Can include this field in
centre details sheet.
II. Through testing of the MIS template needs to be done to overcome the errors
and issues observed during consolidation.
III. Since all the partners share the consolidated data for the current financial
year, they append the data for current month after the data from previous
month. Several partners do not take the effort to update the details of
candidates who were undergoing training in previous month and have
completed training in this month or have got jobs this month. This results in
duplication of data and gives incorrect training and enrolment numbers. To
avoid this it can be recommended to use separate sheets for undergoing
training candidates, trained candidates and placed candidates in the same
dashboard template.
IV. For catering the issues with incomplete data from partners, dashboard
templates shared by partners should be rejected and sent back if it has more
than 8% incomplete data records. This would mandate the partners to fill in
details completely. The percentage of blank data can be reviewed based on
degree of compliance expected from the partner.
V. Several follow up calls needs to be made to partners for sharing the data.
Also the data shared is of poor quality. This results in monitoring team
requesting for snapshot of numbers from the partners. There is no way to
verify the numbers reported in snapshot against the poor data. Need to
identify a mechanism to avoid this.
VI. A lot of dependency is made on a single person who collects data and
consolidates it for reporting purpose. Need to remove this dependency by
making SDMS available as soon as possible.
33
Roadblocks ahead:
I. Partners are not comfortable with using the new template which was prepared
to capture all the details in same sheet as they were familar with the old
template and reluctant to transit to the new and improved sheet.
II. The developer who had developed the sheet is not available for
accommodating the necessary changes in the new sheet found while testing
the sheet as he is busy with other projects.
III. The new sheet was shared only at end of March and partners had reluctantly
accepted to share data in new sheet, it would not be good on face for NSDC
to ask the partners again accommodate to error free sheet.
IV. The entire monitoring activity is outsourced to Accenture based on fixed bid,
the dependency on the single person for collecting the data can’t be
eliminated or reduced till the time SDMS comes in place.
Current Status:
I. NSDC, after a thorough discussion, would be hiring three data operators to

correct the errors in the data received till date.
II. A new developer is being searched to make the suggested changes in the
MIS template.
III. On call training is being given to all the partners to enter details in the new
MIS template.
IV. Till the time MIS template is made error free, a snapshot of numbers along
with the data is asked from all the partners for building the master dashboard
of all the partner data together.
6.3.3 Skill Development Management System
Current Status:
I. Detailed discussions with Talisma in progress to fine tune the SOW and MSA
in order to avoid any additional future costs due to change requests.
II. Cognizant team has accepted to assist NSDC with project management on
Pro-Bono basis in SDMS development.
34
III. Cognizant team is currently reviewing the draft SOW and MSA shared by
Talisma for finding gaps between requirements from RFP and details covered
in SOW.
IV. SOW and MSA were expected to be finalized and signed by June end but it
has been postponed till mid July.
35
36
7. ANALYSIS OF BUSINESS MODELS AT PARTNER LEVEL
To analyze the business model of the partners a triangulation method was

recommended to NSDC. This project was jointly done with Accenture This method
involves:
Desktop
Field based
based validation
validation
Document
based
validation
Partner Performance Rating
I. Desktop based validation: Validation of data provided by selected partners

with respect to actual training and placement numbers as against targets.
Done by contacting the training centre or employer with whom the candidate
is placed. This validation helps in verifying the correctness of data and
avoiding duplication of numbers if any.
II. Field based validation: Validation of data provided by selected partners with
respect to geographic, sector and social segment coverage. Field visits to
partner centres are used to understand ground realities and difficulties faced
by partners. This validation helps in understanding reasons behind good or
poor performance by the partners.
III. Document based validation: Validation of the documents like annual
reports, P&L statements, Balance sheets and auditors reports for the selected
partners. This type of validation helps in identifying risks and issues
37
associated with the operational model, training costs and revenues of

selected partners.
Based on this approach, a comprehensive scorecard is developed which would

evaluate the partners based on set of social and financial parameters. Through a
series of discussions, for the purpose of partner evaluation, it was finalized that the
social parameters would be given 60% weightage while the financial parameters
would carry remaining 40%. Parameters would be measured with the actual
numbers delivered as against the committed numbers in contracts and annual term
sheets.
7.1 Social parameters
The parameters included for quarterly scorecard based evaluation of social

excellence are:
% Trainees
completing
training vs.
target
Presence of Social
quality Parameters % Trainees
manuals for for Quarterly placed
training Evaluation
No. of
centers
operational
vs proposed
Whereas while preparing the annual score card following parameters are considered
for social excellence evaluation:
38
% trainees
completing
training vs.
target Broad
Presence of
sectoral
quality
alignment
manuals for
with
training
proposed
Social
Parameters Employer
Geographical
Satisfaction
spread for Annual Score
Evaluation
No. of
Trainee
centers
Satisfaction
operational
Score
vs proposed
% trainees
placed
To find the scores for evaluating the partner on social excellence, the actual
numbers are pulled from the MIS dashboard submitted by the partners on the
monthly basis combined together for the quarter under analysis, while the expected
numbers are taken from the expected or committed numbers are taken from the
contracts and annual plans.
The following figure depicts the scoring process for social excellence
39
Social Excellence score evaluation
Total of individual
Color coding Derived score
Actual Scores of individual derived score for Total score of
based on actual calculation based
parameter output and input social excellence
scores on weightage
parameters
Higher the score better for the partner. The score is computed on a scale of 0-100
points.
7.2 Financial parameters
The parameters included for quarterly scorecard based evaluation of financial

excellence are:
Earned
revenue
over target
ratio
Financial
Parameters
for Quarterly
Evaluation
Total fund
utilization
Whereas while preparing the annual score card following parameters are considered
for financial excellence evaluation:
40
Earned
revenue
over target
ratio
Deviation
EBITDA
in fund
over target
utilization
ratio
(for grants)
Financial
Parameters
for Annual
Evaluation
Total fund Interest
utilization service
(Loan + coverage
Equity) ratio
Debt to
equity ratio
To find the scores for evaluating the partner on financial excellence, the actual
numbers are pulled from the Utilization certificate and annual report submitted by the
partners, while the expected numbers are taken from the committed numbers in the
partner contracts.
The following figure depicts the scoring process for financial excellence
Financial Excellence score evaluation
Total score for financial

Derived score excellece based on sum
Actual Scores of individual
calculation based on of risk points assigned
parameter
risk point assignment to individual
parameters
41
Lower the score better for the organization. The scores are computed on a scale of
0-110 points.
7.3 Computing the final score for partner
While computing the overall excellence of a partner, the scores are normalized as
following:
I. For social excellence score, points are converted from range 0-100 to 0-60 by
directly multiplying the total by a factor of 0.6
II. For financial excellence score, points are converted from range of 0-110 to
40-0. This being implied from the fact that lower the financial score better it is
for the partner.
III. Finally the sum of above two normalized score is added together to get the
final performance excellence score for the partner.
7.4 Current Status
This evaluation framework was presented to the NSDC CEO and board members for
their approval to be used for evaluation of partners and their business models on a
regular basis. To demonstrate its usability and benefits, this method was used for
evaluation of partners for the recent partners meet to give the awards for the best
business model in different categories.
42
43
8. SKILLPEDIA WEB PORTAL

Skillpedia is an one of its kind initiative undertaken by NSDC. It is different from the
other job portal or skill websites, as it primarily aims to bridge the gap of demand and
supply of skilled personnel. It provides an opportunity for various categories of skill
providers, with respect to infrastructure, resources, training and assessment to
optimally pool in their resources through a common platform. It provides a simple
and easy to use common platform to skilled candidates and recruiting companies.
Skillpedia is an effort towards an open to all and free to use online platform for
promoting skill development initiatives undertaken by National Skill Development
Corporation (NSDC). It’s an inclusive tool for Skill Development in India. It aids
entrepreneurs with all possible information on Skill Development by identifying the
opportunities and also provides avenues for capability and capacity enhancement of
existing professionals in the field of Skill Development by facilitating a common
platform for knowledge sharing.
At the beginning of my summer internship, the development, maintenance and

hosting of skillpedia was handed over to Sify on a Pro-bono basis. So the
discussions with sify were mainly focused on requirements for Skillpedia website,
new look & feel and the development technique to be adopted for the website.
44
8.1 Skillpedia stakeholders
NSDC
Training
Instructors
Partners
Infrastructure
Employers
Providers
Skillpedia
Consultants Candidates
Certification Assessment
Agencies Agencies
I. NSDC : To contribute significantly (about 30 percent ) to the overall target of

skilling/up skilling 500 million people in India by 2022, mainly by fostering
private sector initiatives in skill development programmes and providing
viability gap funding. NSDC would use skillpedia portal to bridge the gap
between demand and supply of skilled personnel.
II. Training Partners: To train and certify technical skills of the candidates.
Training & Skill Development organizations, Vocational Training Institute like
ITI / Polytechnic / NISI, NGO’s, Private organization, etc.
III. Employers: Organization both public and private requiring skilled manpower
in various domains with specific skills would get will get a rich database of
skilled resources.
45
IV. Candidates: Acquire in-demand skills after completing vocational training

from the Training institute and get employment opportunities as per skills
acquired.
V. Assessment Agencies: To evaluate the effectiveness of courses delivered to
the candidates at the training institutes, assessment agencies would access
skill assessment portal based on assessment tools and assessment modules
as defined by NSDC.
VI. Certification Agencies: On completion of training program candidate can
generate and print certificate by requesting the same to certifying agencies
which would validate candidate credentials and generate certificate with a
unique ID.
VII. Consultants: Consultants as approved by NSDC for different roles like
monitoring ongoing projects, marketing, skill gap mapping, competency
mapping, etc. would be viewed and contacted on skillpedia portal.
VIII. Infrastructure providers: All parties interested in providing their space on
lease for training programs approved by NSDC would share their details on
the skillpedia portal.
IX. Instructors/Trainers: Instructors interested in training candidates for
particular skill along with NSDC approved training partner would register and
submit their CV on skillpedia portal.
8.2 Skillpedia features
I. NSDC :
a. Create awareness on the importance of skill development & certification

with the ability to share information and best practices.
b. Roping in recognized assessment agencies for betterment of the employer
and the job seeker.
c. Provide regional level language support.
II. Training Partner :
a. Integrated Learning Management Portal which is Tutoring Delivery

Platform and Course Delivery Management System. Facilitates the
creation of collaborative knowledge.
46
b. Aid to training partners to fine-tune their course curriculum and introduce

new courses as and when required by industry.
c. Search facility on the parameters such as employers, infrastructure,
consultants etc.
III. Employers:
a. List of candidates available countrywide with Drill-Down search on

category/skill, state, city.
b. Single point to access candidate registered and certified by NSDC to tap in
training partners for bulk hiring.
c. Integrated and advance search capabilities to search right people for right
opportunity.
IV. Candidate:
a. List of agencies with details on different skills provided.

b. Details of available training programs on various skills certified by NSDC
and conducted by training partners on a pan India basis.
c. Complete list of openings for various categories are posted onto the site
and the employee in the respective city selects his choice and applies.
d. Details of employers open for recruitment.
e. Career assessment tool to choose the right career/job that suits the
candidates.
8.3 Recommendations for data format to be uploaded on Skillpedia

web portal
8.3.1 Job Seeker data:
I. The field of competencies is similar to courses undertaken by candidate and

current/preferred industry determines the sector. But there is no place to
determine the certification/training information. One column to include
certification details like ISTQB, Sun certified or NIIT needs to be added in
sheet.
II. Column for uploading experience details not present in current data format.
Need to include field for years of experience.
47
III. One more column for preferred job location (preference can be given for a
specific state or Pan-India) can be included. This would provide a facility to
employers to hire trained candidates for an option with preferred job location.
8.3.2 Skill Provider/training partner data:
I. Include details about the location where the course would be provided. New
column needs to be added
II. Column to provide contact details for training providers not present. This
would be useful for the candidates to contact the training partner for further
information and details.
III. Column for fee details is a deterring factor. Several students would refrain
from enquiring about or taking up the course after seeing the fee details. Can
be removed.
8.3.3 Finalized Data tables for Skillpedia web portal
After a thorough discussion with Accenture and Sify, following data tables were
finalized for the Skillpedia web portal
Employer Table:
I. Employer name
II. Job title
III. Job reference code
IV. Job roles & responsibilities
V. Sector
VI. Academic qualification required
VII. Competencies / certifications required
VIII. Years of experience required
IX. State
X. District
XI. Employer address
XII. Employer phone number and email
XIII. Full-time / Part-time
48
Jobseeker Table:
I. Resume title
II. Summary
III. First name
IV. Middle name
V. Last name
VI. Contact details
VII. Current location
VIII. Gender
IX. Academic qualification
X. Competencies / certifications
XI. Proficiency level
XII. Years of experience
XIII. Current / preferred industry
XIV. Function
XV. Detailed resume (word doc)
XVI. Preferred job location
Skills training table:
I. Course/Training Provider
II. Course Name
III. Course Description
IV. Course type- Classroom Training/ILT, WBT, Virtual Tutoring, Mobile Learning
V. Sector
VI. Eligibility criteria for enrolment
VII. Location where the course is conducted
VIII. Contact details of training provider
IX. Duration
X. Accreditation / certifying body
XI. Fee structure
XII. Financial assistance availability.
XIII. Collaboration with State/Central government agency
49
8.4 Recommendations for User Interface of Skillpedia web portal
Based on the discussions with Sify, it was finalized that the new user interface for the
skillpedia website would be developed on Drupal platform. The following images
display the changes made in the user interface for the skillpedia site:
Old Website
50
New Website
8.5 Current Status of Skillpedia website
I. Development of Skillpedia website completed on Drupal platform.

II. Performance testing of website in progress.
III. Existing data is being cleaned to be uploaded on the website at the earliest.
IV. User guide document for various user types (Candidates, Training providers,
and Employers) are under development. User guide document would indicate
the necessary details on skills training to be provided by training partners and
information on the skill requirements to be provided by employers
51
V. Partners have been instructed to upload the trained candidate details on the
website to upload the data manually till the time SDMS comes in place and
feeds the data shared by the partners automatically.
VI. Partners have also been instructed to manually upload details from their
annual plans about training programs for candidates.
VII. Monster is currently being consulted to improve the usage of the job portal on
skillpedia website.
VIII. Learning Management System (LMS) for skillpedia website under
development.
IX. Exploration of the necessary requirements for Voice-web technology and its
integration in Skillpedia to enable registration from vocational audience under
study.
52
9. REFERENCES
[1] Juan, Y. C., & Ou-Yang, C. C. (2004). Systematic approach for the gap analysis
of business processes. International Journal Of Production Research, 42(7), 1325-
1364.
[2] POULSON, B., (1996), Process benchmarking in retail financial services.

Management Services,June, 1996, 12–14.
[3] WATSON, G. H., 1992, The Benchmarking Workbook: Adapting Best Practices
for Performance Improvement (Oregon: Productivity).
[4] Fahey, L. (1998). Business Process Redesign: The Implications of Tacit

Knowledge. Knowledge & Process Management, 5(2), 110-117.
[5] Abdi, N., Zarei, B., Vaisya, J., & Parvin, B. (2011). Innovation Models and
Business Process Redesign. International Business & Management, 3(2), 147-152.
[6] Davenport, T.H. (1993). Process Innovation: Reengineering Work Through

Information Technology. Boston: Harvard Business School Press.
[7] Kettinger, W. J., Teng, J. C., & Guha, S. (1996). Information architectural design
in business process reengineering. Journal Of Information Technology (Routledge,
Ltd.), 11(1), 27-37. doi:10.1080/026839696345405
[8] Teng, J. T. C.; Grover, V.; Fiedler, K. D. (1994), "Business Process

Reengineering: Charting a Strategic Path for the Information Age," California
Management Review, 36, 3, pp. 9-31.
[9] Olalla, M. (2000). Information Technology in Business Process Reengineering.

International Advances In Economic Research, 6(3), 581.
[10] Chakraborty, S., Sarker, S., & Sarker, S. (2010). An Exploration into the Process
of Requirements Elicitation: A Grounded Approach. Journal Of The Association For
Information Systems, 11(4), 212-249.
[11] Pitts, M. G., & Browne, G. J. (2007). Improving requirements elicitation: an

empirical investigation of procedural prompts. Information Systems Journal, 17(1),
89-110. doi:10.1111/j.1365-2575.2006.00240.x
53

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Summer Internship Report Arun Kabra

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A report on

Process Optimization of Monitoring Activities at

Submitted as a part of summer internship

UNDER THE GUIDANCE OF

I take this opportunity to extend my sincere thanks to National Skill Development

Kabra Arun Hariprasad

MBA class of 2013

8.3.1 Job Seeker data: ................................................................................................................... 47

Process innovation means performing business activities in a new way. Process

For process benchmarking, most of the participating companies use self-developed

IT and Processes (Olalla, 2000)

Processes may be classified according to two dimensions: degree of mediation and

3.2 Requirement Elicitation

Effective requirements elicitation is essential to the success of software development

Information system success is dependent upon the effectiveness of requirements

Cognitive challenges of requirements elicitation (Pitts, Browne, 2007)

Requirements elicitation is subject to three fundamental cognitive challenges: (1)

Cognitive challenge Effect on IRD

People have limited capacity in Analysts may only consider a subset of

Because of cognitive limitations, Analysts may utilize poorly constructed

People reconstruct events from Analysts may reconstruct an

Anchor and adjustment

People often make judgements by Analysts will tend to anchor on

People consistently exhibit Even with little substantive knowledge

Insensitivity to sample size

NSDC is a first-of-its-kind Public-Private Partnership (PPP) model in India with a

NSDC acts as a catalyst, enabling skill development initiatives to scale, by providing

NSDC is a not-for-profit company set up by the Ministry of Finance, under Section 25

The Board of Directors Board Sub Committees

I. Develop ultra low cost, high-quality, innovative business models

Skill Development Funding

Keeping this in mind, the NSDC plays three key roles:

b. Improving the delivery mechanism developing and improving

5.1 Data Collection Objectives

I. Keep track of performance of partners against NSDC’s overall training goals.

6. ANALYSIS OF MIS & MONITORING ACTIVITIES

6.1.1 Revised Annual Plans

6.1.2 Monthly Dashboards

6.1.3 Skill Development Management System (SDMS)

The key functions of the SDMS tool are as listed below

6.1.3.1 Business Functions

I. Proposal Management – The proposals submitted by various organizations

II. Agreement/Contract Management – All the organisations/entities funded by

6.1.3.2 Support Functions

IV. Data Integration with external entities –

a. Partner Integration – Each NSDC Partner will upload the performance

b. All the entities involved in Skill Development initiatives in India will be

awarded to Talisma Corporation. Talisma Corporation has committed to work with

6.1.4 Quarterly Funds Utilization Certificates (UC)

With respect to monitoring financial data, each partner is expected to submit a

6.2 Gap Analysis

6.2.2 Monthly Dashboards

III. Some partners added/removed data columns as per their convenience

6.2.3 Skill Development Management System (SDMS)

I. Securing data at the point of origination in both Online / Offline environment.

VI. Provide options of Offline / Online Verification processes independent of the

6.2.3.1 Advantages as compared to SDMS system

Parameters Pitney Bowes Talisma SDMS

6.2.3.2 Disadvantages as compared to SDMS system

Parameters Pitney Bowes Talisma SDMS

6.3 Propositions Made & Current Status

In line with the objective of keeping track of performance of partners as against

I. Upcoming proposals must be analysed for realistic and achievable target