Building and using SFIA role profiles - SFIA EVENTS - · PDF file1 SFIA6 Conference –...
Transcript of Building and using SFIA role profiles - SFIA EVENTS - · PDF file1 SFIA6 Conference –...
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SFIA6 Conference – Sydney Australia 13 August 2015
SFIA Version 6 Conference
Sydney Australia
13 August 2015
Building and using
SFIA role profiles
Daniel Merriott
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About the Presenter
SFIA Accredited Consultant
Chartered IT Professional, Fellow - BCS
Fellow - Institute of Management, NZ
Operations Management
Technology, Management & Performance
Consulting
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Agenda
What is a Role Profile?
How does SFIA help?
Building a SFIA Role Profile
And building Job Description
Using SFIA Role Profiles
Along the way…
Some of the challenges & tips
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What is a Role Profile?
Role Profiles should…
Describe the key work functions and the skills and attributes necessary to perform those functions effectively
“SFIA does not describe roles, jobs or organisational units, but can provide building blocks to help create these” - SFIA6 Reference Guide
Role Profile should include…
Purpose of the Role
Levels of Responsibility
Skills Needed
Specific Knowledge Needed
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What is a Role Profile?
Role Profile Person
Specification
Job Description
ExperienceQualifications
Professionalskills
Behaviouralskills
Knowledge
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Building A SFIA Role Profile
3 Key Approaches
Operating Model
Role is designed to carry out specific tasks within
specific processes
Existing Job Description / Role Profile
Transforming an existing document.
Interview Data
Real life’ – what someone doing a role/job says they are
doing.
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Building A SFIA Role Profile
From An Operating Model
Operating Model
Role is designed to carry
out specific tasks within
specific processes.
Can borrow template roles
built from pre-existing
models (e.g. ITILv3).
Challenges:
Mapping to reality!
Knowledge of the Operating Model processes
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ITIL Roles Skills
Change management process owner GOVN5
Change management process manager BURM5 CFMG5 CHMG5 QUMG5
Change practitioner CFMG5 CHMG5
Change authority BURM5 CHMG5
CAB member BURM5 CHMG5
CAB chair BURM5 CHMG5
ITIL Change Manager Role SFIA Skills
CHMG 5 – Change Management
CFMG 5 – Configuration Management
BURM 5 – Business Risk Management
QUMG 5 – Quality Management
Building A SFIA Role Profile
From An Operating Model
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Building A SFIA Role Profile
From An Existing JD/RP
Existing Job Description / Role Profile
Transforming an existing document.
Challenges:
Quality and format issues.
How many roles are within the JD?
Generic language.
One-liners.
Can only ‘SFIA-ise’ what is there!
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Building A SFIA Role Profile
From An Existing JD/RP
Attribute / Competency A I C BS
Customer Focus 3
Drive & Commitment 4+
Flexibility 3 3
Teamwork 3 3
Conceptual & Analytical 4 4
Details Focus 3
Initiative & Accountability 5
Planning & Organising 4 3+
Self Management 3 3+
Problem Solving 3 4
Service Excellence 4
Interpersonal Skills 3
Levels of Responsibility Identified
Influence 5
Complexity 5
Business Skills 5
Skills Identified
IRMG 5 – Information Management
DATM 5 – Data Management
CHMG 5 – Change Management
ASMG 5 – Asset Management
TECH 4 – Technical Specialism
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Building A SFIA Role Profile
From An Existing JD/RP
Some Tips…
For consistency and speed
Scan all the documents first
Build a table of “personal characteristics”
Tabulate results (LoR, Skills)
For quality
Understand the purpose, context and level.
Mark-up every clue and supporting evidence
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Building A SFIA Role Profile
From Interview Data
Interview Data
‘Real life’ – what someone doing a role/job says they
are doing.
Challenges:
Collecting enough sample data
Separating the roles from the person or job
Not always possible or desirable
Filtering the ‘extra’ skills
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Building A SFIA Role Profile
From Interview Data
Skills in current position likely
represents 3 separate roles
Change Manager
CHMG 5 – Change Management
CIPM 5 – Change Implementation
Planning and Management
METL 4 – Methods and Tools
Release Manager
RELM 5 – Release and Deployment
METL 4 – Methods and Tools
Problem Manager
PBMG 4 – Problem Management
Plus some additional current skills:
PEMT 4 – Performance Management
RLMT 4 – Relationship Management
SEAC 5 – Service Acceptance
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Building A SFIA Role Profile
From Interview Data
Quality of the interview process is paramount!
See the presentation by Phil Lovell “Assessment Tips and Tricks”
Must record which skills are used in the current position.
If identifying roles from the interview data is important, it helps to know in advance!
Beware of ‘forcing’ someone's skills into neat and tidy roles.
Roles can be identified after interview data is collected by searching for known patterns in skills.
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Building A SFIA Role Profile
In Practice
In practice…
Typically one primary method, but using supporting data
from the other methods.
Example:
Transform an existing JD for a ‘Change Manager’
Check against existing operating model.
Check against library of ITIL roles.
Check against organisational structure.
Check against skills used in current role by existing role-
holder(s).
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RoleChange Manager - ABC Corp
Description The change manager is responsible for ensuring that changes to information systems and related infrastructure are done
in such a way as to meet the needs of the business, and have a minimal risk to the business and the information.
The change manager will also be involved in the assessment of risks the change is causing assist in the formulation of
mitigation strategies to the risks. An change manager does not work in isolation; they work closely with other staff and
key stakeholders from the business.An change manager also works closely with a group of key stakeholders called the change advisory board (CAB). The
CAB supports the change manager to review and assess any requests for change that may be proposed by users or that
may come from external causes such as legislative changes. The requests for change may be related to any
Levels of Responsibility (Level 5: Ensure, Advise)
SFIA SkillsCHMG5 Change management
CIPM5 Change implementation planning and management
RELM5 Release and deployment
SEAC5 Service acceptance
PBMG4 Problem management
METL4 Methods and toolsRLMT4 Relationship management
Specific KnowledgeITIL v3Role holder will be must be fully conversant with the principles, processes, operational activities, management techniques, and practical
application of ITILv3 Service Transition Lifecycle, Service Operation Lifecycle, and the Release, Control and Validation Capability.
ITILv3 Intermediate Certification in the relevant areas would be desirable.
Provides expertise and support on use of methods and tools.Implements stakeholder engagement/ communications plans, including, for example; handling of complaints; problems and issues;
managing resolutions; corrective actions and lessons learned; collection and dissemination of relevant information. Uses feedback from
customers and stakeholders to help measure effectiveness of stakeholder management. Helps develop and enhance customer and
stakeholder relationships.
Advises on the available standards, methods, tools and applications relevant to own specialism and can make appropriate choices from
alternatives. Analyses, designs, plans, executes and evaluates work to time, cost and quality targets. Assesses and evaluates risk.
Communicates effectively, both formally and informally. Demonstrates leadership. Facilitates collaboration between stakeholders who have
diverse objectives. Takes all requirements into account when making proposals. Takes initiative to keep skills up to date. Mentors colleagues.
Maintains an awareness of developments in the industry. Analyses requirements and advises on scope and options for continuous operational
improvement. Demonstrates creativity, innovation and ethical thinking in applying solutions for the benefit of the customer/stakeholder.
Performs an extensive range and variety of complex technical and/or professional work activities. Undertakes work which requires the
application of fundamental principles in a wide and often unpredictable range of contexts. Understands the relationship between own
specialism and wider customer/organisational requirements.
AutonomyWorks under broad direction. Work is often self-initiated. Is fully responsible for meeting allocated technical and/or project/supervisory
objectives. Establishes milestones and has a significant role in the assignment of tasks and/or responsibilities.
InfluenceInfluences organisation, customers, suppliers, partners and peers on the contribution of own specialism. Builds appropriate and effective
business relationships. Makes decisions which impact the success of assigned work, i.e. results, deadlines and budget. Has significant
influence over the allocation and management of resources appropriate to given assignments.
Complexity
Business skills
Develops implementation plans for complex requests for change. Evaluates risks to the integrity of service environment inherent in proposed
implementations (including availability, performance, security and compliance of the business services impacted). Seeks authority for those
activities, reviews the effectiveness of change implementation, suggests improvement to organisational procedures governing change
management. Leads the assessment, analysis, development, documentation and implementation of changes based on requests for change.
Creates the business readiness plan, taking into consideration IT deployment, data migration, capability deployment (training and
engagement activities) and any business activities required to integrate new digital processes or jobs into the "business as usual"
environment. Determines the readiness levels of business users with regard to upcoming changes; uncovers readiness gaps and creates
and implements action plans to close the gaps prior to going live. Assists the user community in the provision of transition support and
change planning, and liaises with the project team. Monitors and reports progress on business readiness targets, business engagement
activity, training design and deployment activities, key operational metrics and return to productivity measures. Defines the series and
sequence of activities to bring stakeholders to the required level of commitment, prior to going live.
Leads the assessment, analysis, planning and design of release packages, including assessment of risk. Liaises with business and IT
partners on release scheduling and communication of progress. Conducts post release reviews. Ensures release processes and procedures
are applied.
Engages with technical design and project managers or Project Management Office, to ensure correct products are produced, in a timely
fashion. Evaluates the quality of project outputs against agreed service acceptance criteria.
Initiates and monitors actions to investigate and resolve problems in systems, processes and services. Determines problem fixes/remedies.
Assists with the implementation of agreed remedies and preventative measures.
Building A SFIA Role Profiles
Example SFIA Role Profile Role Name
Role Description
Levels of Responsibility
SFIA Skills + Levels
Specific Knowledge
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Building A SFIA Job Description
Example SFIA Role Profile
Job Purpose
Levels of Responsibility (SFIA Levels)
Skills required to perform role(s) (SFIA Skills)
Leadership & Behavioural Attributes (org. specific)
Qualifications / Experience (which should support skills)
Reporting
Others?
KPI’s
Approval & Acceptance
Policies
Security Ratings
More?
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Building A SFIA Job Description
From SFIA Role Profiles
Combining Roles
Narrowly focused roles:
1-3 SFIA skills
Likely to be combined with other roles to create a job
Example: Technical Author, Problem Manager
More complicated roles:
4-6 SFIA skills
Are not usually combined, but may be extended to suit context.
Example: Project Manager
Additional skills may be necessary to fulfil the purpose of the job
which may be larger than the sum of the roles.
Get input from those with specific knowledge of the job’s
interactions and each role’s tasks.
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Using SFIA Profiles
Team Profiles
Recruitment & Selection
Attracting the right candidates & filtering applicants
Interview questions
Being realistic
Creating Pathways
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Team Profiles
Sometimes the Team Profile is greater than the sum of the roles / jobs!
Role A I C BS Skills
Analyst Programmer 3 2 3 2 PROG3 ASUP2 DESN2 SINT2 TEST2
Intermediate Analyst Programmer 4 3 3 3 PROG4 ASUP3 DESN2 SINT2 TEST2
Senior Analyst Programmer 4 4 4 4 PROG5 ASUP3 DESN4 SINT3 TEST3
Development Team Lead 5 5 5 5 PROG5 ASUP4 DESN3 SINT3 TEST3 CSMG4
Role Optional Skills
Analyst Programmer DBDS3 DTAN3
Intermediate Analyst Programmer DBDS3 DTAN3
Senior Analyst Programmer RELM4 REQM4 TEST4 DBDS3 DTAN3
Development Team Lead RELM4 REQM4 TEST4 DBDS3 DTAN3
Where do these Optional Skills come from?
Role profile not complete?
Someone doing extra work “because they can”?
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Team Profiles
Teams without the “Optional Skills” ended up
borrowing team members from elsewhere to
perform the work.
Optional skills per role not optional for the team!
Larger organisation might simply add the skills to
the role, or create a new role.
Smaller organisation requires more flexibility –
especially as team members grow into senior roles.
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Recruitment & Selection
Attracting the right candidates
Job title doesn’t tell you enough about the skills needed.
Many applicants apply based on the job title
How to attract the right candidates?
What are the one or two absolutely vital skills? The non-negotiable skills?
What skills do you need that may be unique to your context? … This is the differentiator.
Begin filter potential candidates before they apply.
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Recruitment & Selection
Attracting the right candidates
Want a Change Manager with skills in
IT Governance? (GOVN 5)
“ … must have demonstrable IT governance experience
including:
Reviewing information systems for compliance with
legislation and specifying required changes.
Ensuring compliance with organisational policies and
procedures and overall information management strategy.”
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Recruitment & Selection
Interview Questions
Interview questions… from the key skills and
differentiator skills.
SFIA helps identify the skill and the skill level.
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Recruitment & Selection
Interview Questions
CSMG 5 – Customer Service Support Ensures that the inventory of components to be supported is complete and current. Drafts and maintains policy, standards and procedures for the customer service or service desk functions. Responsible for day-to-day management and work allocation to meet agreed service levels. Specifies, agrees and applies standards. Ensures that tracking and monitoring of performance is carried out, metrics and reports are analysed, and issues are resolved.
Questions:
How did you ensure your team and your customers knew what was and wasn’t supported?
What are some of the policies / standards / procedures you had to draft for the customer service function? How did you get these approved and implemented? How did they contribute to improving performance?
What were some of the key metrics you tracked? How else where you monitoring performance of your team?
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Recruitment & Selection
When Perfect Is Not Perfect?
Should you recruit for the perfect candidate? i.e.
100% cultural fit + 100% skills fit?
Evidence suggests the
retention rate for
‘perfect candidates’
often isn’t so good.
What when you can’t get all the skills you want in
one person?
Evidence suggests good cultural fit and nearly there
with skills often works out well.
S
kill
s F
it
Cultural Fit
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Recruitment & Selection
Being Realistic
So if a 100% skills fit isn’t necessarily perfect, how do we use a SFIA job profile? …
What are the one or two absolutely vital skills? The non-negotiable skills?
What skills do you need that may be unique to your context?
Would you accept someone with only some of the other skills in the SFIA job profile?
Would you offer the same money to a candidate who was ‘nearly there’?
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Recruitment & Selection
Being Realistic
Change Manager Position, revisited for recruitment:
Skills from current role holder
CHMG 5 – Change Management
RELM 5 – Release and Deployment
SEAC 5 – Service Acceptance
CIPM 5 – Change Implementation
Planning and Management
METL 4 – Methods and Tools
PBMG 4 – Problem Management
PEMT 4 – Performance Management
RLMT 4 – Relationship Management
Levels of Responsibility
Autonomy 5
Influence 5
Complexity 5
Business Skills 5
Non-negotiable skills+levels
CHMG 5 – Change Management
CIPM 5 – Change Implementation
Planning and Management
METL 4 – Methods and Tools
Would accept lower level
RELM 4-5 – Release and Deployment
SEAC 4-5 – Service Acceptance
PBMG 3-4 – Problem Management
Nice to have
PEMT 4 – Performance Management
RLMT 4 – Relationship Management
Key difference to highlight
SEAC 4-5 – Service Acceptance
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Development Opportunities
Creating Pathways
Role A I C BS Skills
Junior Analyst 2 2 2 2 PROG2 DESN2 TEST2
Analyst Programmer 3 2 3 2 PROG3 ASUP2 DESN2 SINT2 TEST2
Intermediate Analyst Programmer 4 3 3 3 PROG4 ASUP3 DESN2 SINT2 TEST2
Senior Analyst Programmer 4 4 4 4 PROG5 ASUP3 DESN4 SINT3 TEST3
Development Team Lead 5 5 5 5 PROG5 ASUP4 DESN3 SINT3 TEST3 CSMG4
Junior Analyst
PROG2
DESN2
Senior AP
PROG5
ASUP4
DESN4
SINT3
TEST3
Intermediate AP
PROG4
ASUP3
DESN2
SINT2
TEST2
Analyst Prog.
PROG3
ASUP2
DESN2
SINT2
TEST2
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Using SFIA Role Profiles
Completing The Cycle
Plan
Deliver Check
Adjust
How will you create and
update your Role Profiles?
What roles do you need?
Get them in the hands
of people who will use
them
Seek feedback on how
these are used and any
changes needed
Update your Role Profiles
and review your process
for creation
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SFIA6 Conference – Sydney Australia 13 August 2015
SFIA Version 6 Conference
Sydney Australia
13 August 2015
Building and using
SFIA role profiles
Daniel Merriott
Adaps Consulting - New Zealand
+64 9 600 2370
Questions?