SKILLS FRAMEWORK FOR THE INFORMATION AGE

1. SFIA what it is, how it helps Ron McLaren e-Skills Management Ltd SKILLS FRAMEWORK FOR THE INFORMATION AGE

2. The SFIA Foundation SFIA Foundation SFIA Council Not for profit • Four Directors • Ownership • Maintenance • Accreditation • Licensing • Conference • Training (indirectly) • Strategic direction • Industry practice • Accredited Partners • Accredited Consultants

3. Some users …

4. We don’t know our capability Our best people leave Wrong people come for interview Do we pay well enough? Learning? Training? We do not have the right skills I don’t get interesting work How do you get promoted? My manager says I’m not a Senior Developer … Capability cycle Management problems Know, plan, manage Acquire Reward Develop Deploy Assess

5. Professional profile (capability) Activities Activities Activities Activities Skills Professional Skill Knowledge Example:Config management Example: CA CMDB Behavioural Skill Example:Communication Demonstrated competence by … Experience, qualifications Asset Liability

6. Ancillary skills Procurement &management support Service provision Business change Development Strategy & planning SFIA describes 78 skills In six skill categories

7. What skills? Examples • Strategy & Planning • Business process improvement • Business risk management • Development • Systems development management • Systems design • Programming/software development • Procurement & management support • Procurement • Supplier relationship management • Business change • Business analysis • Project management • Service provision • Change management • Problem management

8. set strategy, inspire, mobilise initiate/influence ensure/advise enable apply assist follow Skills expressed at levels 78 skills in 6 categories. e.g. Business process improvement [BPRE] LEVEL 3 – GENERIC DEFINITION AutonomyWorks under general supervision. Uses discretion in identifying and resolving complex problems and assignments. Specific instruction is usually given and work is reviewed at frequent milestones. Determines when problems should be escalated to a higher level. Influence Interacts with and influences department/project team members … In predictable and structured areas may supervise others. Complexity Broad range of work, sometimes complex and non routine, in variety of environments. Business skillsUnderstands and uses appropriate methods … analytical and systematic approach to problem solving … Takes initiative in identifying and negotiating appropriate development opportunities. Demonstrates effective communication skills. Contributes fully to the work of teams. Can plan, schedule and monitor own work ... absorb and apply new technical information … work to required standards and to understand and use the appropriate methods, tools and applications ... Generic definition of each level Specific definition for each level of BPRE Summary definition of BPRE Tag 7 6 5 4 3 2 1

9. Example: Business Process Improvement Much abbreviated … Business process improvement [BPRE] Level 7 Identifies, proposes, initiates and leads significant improvement programmes, taking responsibility for the quality and appropriateness … The identification of new and alternative approaches to performing business activities. The analysis of business processes, including recognition of the potential for automation of the processes, assessment of the costs and potential benefits of the new approaches considered and, where appropriate, management of change and assistance with implementation. Level 6 … Evaluates the financial, cultural, technological, organisational and environmental factors that must be addressed in the change programme. Level 5 Analyses business processes; identifies alternative solutions, assesses feasibility and recommends new approaches… This information is diagnostic, not prescriptive

10. Role Profile Abbreviated example

11. Capability cycle How SFIA helps Know what you’ve got Match to market Know, plan, manage Clarity of requirement Acquire Reward Role profile Develop Deploy Person/project fit Flexibility Assess Appropriate development Assessment agreed and understood Common language of capability management

12. Descriptions … SFIA fits into any one of these I’m doing this Job descriptions (many) Very specific We are doing this Generic Job descriptions (fewer) Risk of excessive generality Someone on the project must do this Role profiles (functions defined in our methods) A project/process management tool rather than a person management tool This is what I am ! Professional profiles Very few: elements of capability Define the asset not the liability

13. RoleProfiles Know, plan, manage Reward Acquire Develop Deploy Assess IT Practices & roles Examples: Business Change Design and Architecture IT Development and Analysis Service Management Business Operations Testing Business model Practices Define Methods Define

14. Summary • A standardised, maintained model • Fits into your way of doing things • Gives greater clarity to role profiles Facilitates: Recruitment Deployment Assessment Development Reward Strategic resource management • Supported by tools …

15. www.sfia.org.uk SFIA OPS@sfia.org.uk