Keeping Up With The Joneses

1. Keeping Up With The Joneses New Technology, New Organizations Or: Do I really need a new garage?

2. JetBlue Airways • 1st commercial flight February 11, 2000 (JFK - BUF) • Only ‘clean’ startup airline post-deregulation to make it into its 2nd decade • 13 000+ Crewmembers • 66 operational BlueCities + 1 announced • 164 aircraft (118 A320 @ 150 seats + 46 E190 @ 100 seats) JetBlue University • Central training organization for JetBlue • 190 Faculty - 2 service areas (Technical and Customer Service)/6 colleges (3 each) + Learning Technologies (shared service) • 3 Campuses - Orlando, FL; Queens, NY; Salt Lake City, UT • Aligned 1:1 against operational departments

3. JBU/Learning Technologies Learning Solutions • Created in response to the 2000-2006 development environment • Multiple roles, specialized skillsets • Complex, tools with steep learning curves • Emphasis on Level 2-3 development • Long development cycle, long shelf-life • Traditional ‘waterfall’ ISD model 2007-2009 Development • Volatile business environment – fuel spikes, FAA activity • Need for very short-term, short-shelf-life solutions • Fast beats fancy • New tools – more capability, less learning curve • ‘Rapid development’ model

4. Primary Drivers

5. Historical Development Trends

6. 2011 Estimate

7. 2005-2011 Customer Geography 2005 FSC – AO/GO, CoIF, CoT, Corp. OSC – CoF, CoT SSC – CoCS (no CoS) 2010/11 FSC – CoT, Corp., CoS OSC – CoF, CoIF, AO/GO, CoT, CoS SSC – CoCS

8. # Projects : # Crewmembers 2011 - 5 CMs

9. Overflow Model Peaks and Valleys in a Seasonal Business External • Which Business Partner • What kind of projects • How much • Which budget • Internal support PM • Internal SME Challenge • Source project • Overtime/overwork • Business Partner Internal • Crewmembers • Right skills • What kind of projects

10. New Solutions Team Design • Flexibility in use of “new generation” tools • Cross-training - seasonal peaks and troughs • Career advancement path • Consultative skills • Reduced headcount & customer geography alignment • Ability to ‘shed’ overload in a consistent manner New Development Model • Distributed (‘franchised’) development • Content creation pushed out to the periphery (where work is actually done) • Central group is infrastructure, support, standards, tool research and packaging • Supports “sustainable cost model” (JetBlue Corporate Strategic Goal)

11. 2011 Solutions Staffing

12. Salary & Headcount Analysis

13. Learning Solutions Role Comparison Senior Instructional Solutions Developer Instructional Solutions Developer Capability: Project Coordination Overview: Work with clients and Learning Technologies team to coordinate timelines of incoming rapid development, manage time and priority with guidance from Senior Developer/Manager on projects as needed Outcome: Frictionless organization, clear communication and coordination of rapid development process and work within the Learning Solutions Team Capability: Consulting Overview: Training solution development Outcome: Support relevant partnerships that help define training opportunities and select of the best delivery method for learners. Capability: Learning Design and Delivery Overview: With the support of the Senior Developer/Manager work with SME to align instructional design methods with moments of learning needs, business needs and delivery capabilities. Provides Quality assurance testing as assigned. Outcome: Engaging learning solutions that reflect the business and learners’ needs formally and informally Capability: Project Management • Overview: Work with clients to define timelines of incoming projects, work with Manager to assign and review work of internal resources on specific projects and assist with project portfolio management • Outcome: Frictionless organization, clear communication and coordination of process and work within the Learning Solutions Team Capability: Consulting • Overview: Training solution development • Outcome: Business relevant partnerships that help define training opportunities and select of the best delivery method for learners. Capability: Learning Design and Delivery • Overview: Leverage partnerships and relationships with SMEs to align instructional design methods with moments of learning needs, business needs and delivery capabilities. • Outcome: Engaging learning solutions that reflect the business and learners’ needs formally and informally

14. Learning Solutions Role Comparison Senior Instructional Solutions Developer Instructional Solutions Developer Capability: Learning Technology Integration Overview: Under guidance of Senior Developer/Manager research and test learning technologies for possible adoption and implementation Outcome: Effective and efficient authoring toolkit used with in Learning Solutions and JBU as appropriate Capability: Knowledge Sharing and Collaborator Overview: Facilitation and participation in communities of knowledge for peer-to-peer knowledge sharing Outcome: Support of JBU Developers, support of non-JBU groups who need to share process or departmental information Capability: Learning Technology Integration • Overview: Research learning technologies for possible adoption and implementation • Outcome: Effective and efficient authoring toolkit used with in Learning Solutions and JBU as appropriate Capability: Knowledge Sharing and Collaborator • Overview: Facilitation and participation in communities of knowledge for peer-to-peer knowledge sharing • Outcome: Support of JBU Developers, support of non-JBU groups who need to share process or departmental information

15. QUESTIONS?