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Leading IT through People. Sharm Manwani Alistair Russell Colin Thompson Leslie Willcocks. Theme Description.

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leading it through people

Leading IT through People

Sharm Manwani

Alistair Russell

Colin Thompson

Leslie Willcocks

theme description
Theme Description
  • IT management is increasingly focused on business change in addition to technology management. This means a broader influencing role across the organisation and requires strong leadership skills. The technology manager role is primarily a supplier of IT and needs a mix of technical and management skills. In contrast the business change elements require strong business and interpersonal skills.
  • The theme group will explore the implications for IT leaders in developing their own skills and those of their staff as well as the wider business community. Research will be presented on IT Management competencies from a variety of sources. The discussion will also cover the skills needed to enhance the professional disciplines associated with IT including business analysis, project management, service management and architecture.
leading it through people1

Management

Core Body

of

Knowledge

Information

Mgt

Business

Change

Strategy &

Planning

IT Architecture

Core Body

of

Knowledge

IT Infrastructure

Service

Delivery

Systems Development

Security

Of the IT Function

Leading IT through People

CIO

CUSTOMERS

SUPPLIERS

IT Management Top Team

Professional Disciplines

research findings
Research findings
  • CIO Competency Framework
  • IT Professional Disciplines
  • Core IS Tasks and Capabilities
  • IT Management Skills
cio competency framework

Delivers Outcomes

Builds Commitment

EstablishesDirection

Leadership Focus

Leadership Behaviour

Achieving

Influencing

Thinking

Self Managing

Environment – which varies by lifecycle, function, industry

CIO Competency Framework
the bcs professionalism in it programme

The BCS Professionalismin IT Programme

If we are to achieve a more professional approach to the exploitation of IT, we will need an IT profession which:

Is defined in terms of its ability to play a full part in all stages of IT exploitation

Is seen as – and sees itself as – an integral part of the business

Has appropriate non-technical skills, including management, business and leadership skills, as core competences

Is about both Information and Technology

Lays greater emphasis on the accreditation of current capability and competence

Demands greater personal responsibility on the part the practitioner

Is attractive to a wider group of entrants than at present – including

those groups alienated by the current image of the profession

the changing role of it in business
The Changing Role of IT in Business

2006

Enable revenue growth 39%

Enabling revenue generation will be IT’s primary mission within 3 years

Drive cost efficiency 61%

83 % of CEOs and board members are convinced of it.

But only 69% of IT managers!

2009

2009

Enable revenue growth 83%

Drive cost efficiency 17%

Source: Economist Intelligence Unit - The Changing Role of IT in the Business. A global survey of 288 CEOs and CIOs September 2006

a new it profession

Management

Core Body

of

Knowledge

Information

Mgt

Business

Change

Strategy &

Planning

IT Architecture

Core Body

of

Knowledge

IT Infrastructure

Service

Delivery

Systems Development

Security

Of the IT Function

A New IT Profession
a new it profession1
A New IT Profession

Source: e-skills UK consultation document Jan 2007

slide10

The Four Tasks of the

Emerging IT Function

  • Demand
  • Opportunity
  • Strategy

Elicitation and

Delivery of

Business Requirements

  • IS/IT
  • Governance
  • Organisation

Ensuring

Technical

Ability

Managing

External

Supply

  • Technology
  • Integration
  • Architecture
  • Market Monitoring
  • Supplier Relations
  • Contracts
slide11

Nine Core IS Capabilities

(Feeny & Willcocks, 1998, 2007)

BUSINESS and I.S. VISION

Business

Systems

Thinking

Contract

Facilitation

Relationship

Building

Leadership

Informed

Buying

Vendor

Development

Architecture

Planning

Making

Technology

Work

Contract

Monitoring

DESIGN of

I.T. ARCHITECTURE

DELIVERY of

I.T. SERVICES

slide12

Skills Profile

Which skills are needed to progress to a CIO

  • BUSINESS
  • Processes
  • Commercial

PROFESSIONAL

- Methodologies

- Ethics

  • INTERPERSONAL
  • Skills
  • Behaviours

TECHNICAL

- Technologies

- Tools

MANAGEMENT

- Staff

- Task

slide13

IT Management Skills

BCS Henley Survey

research summary
Research Summary
  • CIO Competency Framework
  • IT Professional Disciplines
  • Managing Capabilities
  • IT Management Skills
workshop agenda
Workshop Agenda
  • What are the people issues in leading today’s IT groups
  • How do you lead IT through people in developing the modern business-driven IT department
  • Specific actions - examples
workshop plan

Workshop Plan

This material supports

the breakout session

introduction
Introduction
  • What are the people issues in leading today’s IT groups
  • How do you lead IT through people in developing the modern business-driven IT department
  • Specific actions - examples
key areas for discussion
Key Areas for Discussion
  • Polarity between traditional IT model and business engagement and change model

(SCOPE)

  • Enablers and constraints from an individual, team and organisational perspectives

(DIAGNOSTIC)

scope of it
Scope of IT
  • Traditional IT
  • Business-driven

What is the scope of the modern IT group?

How do we evolve to the new state

scope of it1
Scope of IT
  • Traditional IT
    • Technology, Services, Applications
  • Business-driven
    • Processes, Information, Change
enablers constraints diagnostic
Enablers/Constraints - Diagnostic
  • Individual
  • Team
  • Organisation

What goes wrong or right at each of these levels

enablers constraints diagnostic1
Enablers/Constraints - Diagnostic
  • Individual
    • Mindset (Attitudes/Behaviours), Skills
  • Team
    • Culture/Style, Mix of skills, Roles
  • Organisation
    • HR Processes, Incentives, In/Out, Structure, Ownership
end of presentation

End of Presentation

Please send comments to

Sharm Manwani

sharm.manwani@henleymc.ac.uk