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


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


Skills and Capability connection

Adapted from: Ross, Beath & Goodhue (1996) Develop Long-Term Competitiveness through IT Assets. Sloan Management Review, 38 (1): 31-42


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


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



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



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.


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?


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


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 is used by industry and business because it is developed by industry and business



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)


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

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

bcs.org

bcs.org

But, what skills are needed for our digital world?

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

A Skills development cycle for organisations

.

..

.

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?


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


User Journey

Measure Impact

Capability Assessment

Skills Gap Assessment

KPIs/ OrganisationalPerformance Assessment


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


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◄


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


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


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


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


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


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


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


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


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


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


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


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?


Conclusion- Thank you for your involvement today

- If you are interested in providing more input or have any questions, please email:

[email protected]

- If you are happy to do so, please leave your sheets on the table for collection

Clare Thornley IVI Ian Seward SFIA Foundation · Skills and Capabilities Clare Thornley IVI Sinéad...

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