Clare Thornley IVI Ian Seward SFIA Foundation · Skills and Capabilities Clare Thornley IVI Sinéad...
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Transcript of Clare Thornley IVI Ian Seward SFIA Foundation · Skills and Capabilities Clare Thornley IVI Sinéad...
Skills and CapabilitiesClare Thornley IVISinéad Murnane IVIRobert Streeter BCS, The Chartered Institute for ITIan Seward SFIA Foundation
IVI Winter Summit, 15 December 2016
Innovation Value Institute © 2016 2
Objectives- To introduce skills and capabilities connection- To explore ways of best operationalising this- To show you one possible way of using this via job roles- To gain your feedback on this and other alternative ways of
using skills and capabilities- To get volunteers to assist us with developing this work
further through:- Pilots- Feedback on drafts- Review meetings or calls
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Structure of workshop- Format is 50% input from us (1050-1135) and 50% input from you
(1135-1220)- Introduction to the skills/capabilities connection- Introduction to SFIA- Job roles as a tool- User journey as an example scenario- Group exercise discussing scenario and possible alternatives- Report back to wider group- Questions and Discussion- Lunch
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Skills and Capability connection
Adapted from: Ross, Beath & Goodhue (1996) Develop Long-Term Competitiveness through IT Assets. Sloan Management Review, 38 (1): 31-42
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Skills and Capabilities connection: why?Improving organizational capability
requiresimproving individual skills and competences
(and vice versa)- Managing the relationship between them is important and
not trivial- Supporting evidence from
- Feedback from IVI and SFIA clients- Feedback from other stakeholders (e.g European Commission)- Literature
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Skills and capability connection
Source: Peppard & Ward (2004) Beyond strategic information systems: towards an IS capability. Journal of Strategic Information Systems, 13 (2): 167-194
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Skills and Capability connection
Evidence from the literatureKim, D.H. (1993) The Link between Individual and Organizational Learning. MIT Sloan Management Review, (Fall), pp.37–50.
- Cited over 3000 times
Zander, U. & Kogut, B. (1995) Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An empirical test. Organization Science, 6 (1): 76-92.
- Cited over 3000 times
• Organisational learning increases an organisations capacity to take effective action
• People must have shared goals and not just have fragmented learning
• A firm’s capabilities lie primarily in the organising principles by which individual and functional expertise is structured, coordinated, and communicated
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Skills and Capability connection
Evidence from the literatureNieves, J. & Haller, S. (2014) Building dynamic capabilities through knowledge resources. Tourism Management. pp. 224-232.
Vargas, N., Lloria, M.B. & Roig-Dobón, S. J. (2016) Main drivers of human capital, learning and performance. The Journal of Technology Transfer. pp. 961-978.
• prior knowledge and skills at the individualand collective level for the basis for developing dynamic capabilities in firms
• deliberate intervention by the management via a series of enablers or drivers is necessary for individual learning (human capital) to improve organisational performance.
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Skills and Capabilities- How many people here have ever used a skills framework
in their organisation?- (e.g. e-CF, SFIA, iCD)
- How many people here have ever used a capability improvement framework?
- How many people have used both together as a coordinated improvement plan?
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Skills Frameworks- IVI will be developing mapping and tools for a number of
different skills frameworks, such as:
- SFIA Skills For the Information Age BCS, Global
- e-CF European e-Competence Framework CEN, Europe
- iCD i-Competency Skills Dictionary IPA, Japan & Asia
- The next part of the workshop will introduce SFIA and its link to capability
SFIA – The Skills Framework for the Information AgeIan Seward
SFIA Foundation General Managerops@sfia‐online.org
[email protected]+44 (0) 7710 504789
SFIA Foundation – Not‐for‐profit:• Develops, maintains the SFIA Framework
‘Owned’ by the global user community!• Ensures the framework remains relevant and appropriate to business and industry
• Ensures the global SFIA ecosystem is established, supported and developed
Connect on LinkedIn
The Global SFIA Ecosystem
• The SFIA Foundation• The SFIA Framework• The SFIA Council• Global User‐base
– Internationalisation– Translations
• The SFIA User Communities• Open Consultation Update Process
• The Licence Structure• Accreditation and Assessment Process• Training Syllabus• Support Infrastructure• Provenance, Longevity, Sustainability• Future
– Product Roadmap– Support Products– Collaborations
ops@sfia‐online.org +44 (0) 7710 504789 12
… SFIA Framework, first established in 2000; refined over the last 17+ years
SFIA – The Framework
ops@sfia‐online.org +44 (0) 7710 504789 13
Generic ResponsibilitiesSFIA Levels
… a clear model for describing skills and levels of attainment underpinned by generic responsibilities
A simple generic, IT specific Skills Framework to help organisations and individuals plan, manage and develop their skills.
SFIA – The Framework
ops@sfia‐online.org +44 (0) 7710 504789 14
... SFIA is used by industry and business because it is developed by industry and business
SFIA – The Framework
ops@sfia‐online.org +44 (0) 7710 504789 15
Available in 6 Languages
SFIA has become the globally accepted common language for the skills and
competencies required in the digital world.
SFIA – How it is Used
• Talent Acquisition• Skills Deployment• Skills Assessment and Analysis• Skills & Competencies Development• (Rewarding the Workforce)
ops@sfia‐online.org +44 (0) 7710 504789 16
Skills Management – Organisation & Workforce Planning
… we are continually finding new ways of using SFIA as explored by our global users
Source KPMG GLOBAL CIO Advisory Panel 2014
Technology
ProcessesPeople
Business Strategy Digital & IT
Strategy
Key areas of technology impact:Product thinking Process design Service & operations delivery Data & information strategies
Key consideration of People strategiesIT skills & capabilities are critical for businessSystem‐wide thinking is requiredDealing with rapid change & innovationMind‐set change for people & leaders
Escalating pace of technology
Increasingcompetition
Changingconsumerbehaviour
Aligning strategies
External environment
The challenge we all face
Addressing the challenges
We help Organisations, their teams, and people thrive in a digital society.
We build communities, lead research, and
distil best‐practice for Digital & IT skills.
Consultancy Services
Skills & Career software tools
SFIA is a common language that helps our
communities communicate and build
standards to.
SFIA is extended via SFIAplus to provide a skills measurement & learning resource
toolkit.
SFIA Accredited Partner.
SFIAplus added value
Digital & IT Learning & Growth
Programmes
Digital & IT Skills research
Client and Industry expert community
bcs.org
.
..
.
BCS L&D’s Digital & IT Skills Action Model (SAM)
© BCS L&D
A Skills development cycle for organisations
bcs.org
.
..
.
© BCS L&D
IT‐CMF +BCS’s LCMSFIA
IT‐CMF + SFIA
SFIASFIA
IT-CMF and SFIA combined for added Value?
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SFIA
User JourneyM
easure Impact
Organisation
Goal
IT-CMF
Capability
Assessm
ent
Identify C
apability Target
Map to Job R
oles Target
Identify Skills
Target
Individual Skills
Assessm
ent
Action to A
ddress S
kills Gap
Action to A
ddress C
apability Gap
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User Journey
Measure Impact
Capability Assessment
Skills Gap Assessment
KPIs/ OrganisationalPerformance Assessment
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Capability Assessment IT-CMF- Programme and Project Management (PPM) CC
- Two/three assessment scenarios to measure current and target capability
- Executive Assessment (EA) providing summary overview results
Capability
Assessm
ent
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1.61.8
1.92.0
1.71.8
1.8 1.61.3 1.7
1.7
1.5
2.01.7 2.01.7 2.3
2.1 2.01.7
2.01.7
1.61.8
1.2
1.9
1.91.9 1.6 1.72.22.1
2.12.1
1.3
Sample Executive Assessment
1
2
3
4
5
Managing IT for Business
ValueManaging the IT CapabilityManaging the
IT BudgetManaging IT like a Business
PMAA BP BPM CFP DSM EIM IM ITG ODP SAIRM BGM BOP FF PPP ISM PAM PPMRAM RDECAM SUM TIMKAM UEDEAM TCOBARSP UTM
Portfolio Mgm
t.
Accounting & Allocation
Business Planning
Business Process Mgm
t.
Capacity Forecasting &
Planning
Demand &
Supply Mgm
t.
Enterprise Information
Mgm
t.
Innovation Mgm
t.
IT Leadership & Governance
Organization Design &
Planning
Service Analytics &
Intelligence
Risk Mgm
t.
Budget Mgm
t.
Budget Oversight &
Perform
Analysis
Funding & Financing
Portfolio Planning &
Prioritization
Information
Security Mgm
t.
People Asset Mgm
t.
Program &
Project Mgm
t.
Relationship Asset Mgm
t.
Research, Development &
Engineering
Capability Assessm
ent & M
gmt.
Supplier Mgm
t.
Technical Infrastructure M
gmt.
Knowledge Asset M
gmt.
User Experience Design
Enterprise Architecture Mgm
t.
Total Cost of Ownership
Benefits Assessment &
Realization
Strategic Planning
User Training M
gmt.
Maturity Gap:Current to Future
SRC SDSRPSICT
Solutions Delivery
Service Provisioning
Sustainable ICT
Sourcing
3.7◄Importance
Current Maturity
1.8◄
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Capability Assessment IT-CMF- Use Case 1: Executive Assessment
- Executive Assessment highlights Programme and Project Management (PPM) as a priority capability
- Assessment results reveal PPM maturity to be 2.2
- Target PPM maturity Level 4
Capability
Assessm
ent
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Identify Capability Target IT-CMF- Use Case 1: EA, PPM Target Maturity 4
- PPM methods: - Well defined framework used across IT organization
and aligned with business supported by automated tools
- PPM evaluation: - Pro-active performance management processes used
across IT organization and aligned with business and with proactive decisions focused on mitigation
Identify C
apability Target
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Map to Job Roles Target SFIA and IT-CMF- Use Case 1: IT-CMF PPM Level 4
- Required Job Roles:- IT Project Manager- Project and Programme Office Support- Risk Manager- Chief Information Officer
Map to Job
Roles Target
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Identify Skills Target SFIA- Use Case 1: IT Project Manager, SFIA Level 4/5
- Work activities (examples):- Takes responsibility for the definition, documentation,
and safe execution of small to medium-scale projects- Engages with stakeholders and actively participates in
all phases of the project- Identifies, assesses, and manages risks and issues
which could affect the success of the project
Identify Skills Target
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Identify Skills Target SFIA- Use Case 1: IT Project Manager, SFIA Level 4/5
- Relevant skills (examples):- Principles, methods, techniques and tools for the effective
management of projects from initiation through to implementation, e.g. PRINCE2, MSP, PMI
- Identification, assessment and management of project risks, which could result in time or cost over-runs, or failure to deliver products which are fit for purpose
- Checking progress against targets, reporting and escalating exceptions/issues
Identify Skills Target
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Individual Skills Assessment SFIA- Use Case 1: Skills Survey of team’s current
competence
- Competence level per individual: L1/L2/L3/L4/L5- Data on current competence and skill levels - Compare to target skill levels in target job roles to
deliver target capability, i.e. the skills gap
Individual Skills A
ssessment
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Action to Address Skills Gap SFIA- Use Case 1: Close Skills Gap- Training
- Certification: bodies, levels- CPD- New hires- Secondment- Interdepartmental collaboration
- Level 4 PPM requires risk management- Risk Manager to work with PM function
Action to
Address Skills
Gap
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Action to Address capability gap IT-CMF- Improving processes- Improving organizational structure- Improving technologies and tools
- What are the enablers for skill development to drive capability development and vice versa?- This is a key research focus for IVI in 2017
- How can we best manage people, processes, and technology to improve?
Action to
address capability gap
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Results
Organisation Impact
Organisation Goal
Measure how capability and skills have improved against your organisational goals
Use skills gap assessment, capability assessment, and other KPIs as appropriate
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Exercises- Objectives:- For us:
- Find out more about how you would like to develop our work on skills and capabilities
- For you:- To learn from each other’s experiences
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Exercises- Question sheets will be distributed to each table- Please fill in as an individual first (10 minutes)- Share your responses with others at your table (15 minutes)
- What shared issues come up?- What disagreements?- Feedback to room (15 minutes)
- If you are happy to do so, please leave your sheets on the table for collection
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Exercises- What is your experience of skills development within your
organisation?
- Would you find the approach we outlined, using job roles as a way of improving skills and capabilities, useful?
- In what ways?
- What challenges might you expect with this approach?
- What alternatives or additional approaches do you think you may find useful?
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Conclusion- Thank you for your involvement today
- If you are interested in providing more input or have any questions, please email:
- If you are happy to do so, please leave your sheets on the table for collection