Weitere ähnliche Inhalte
Ähnlich wie Insights Into Managing Capability In IT
Ähnlich wie Insights Into Managing Capability In IT (6)
Mehr von SFIA User Forum (20)
Kürzlich hochgeladen (20)
Insights Into Managing Capability In IT
- 2. PA Consulting is a Global Management, Systems and Technology Consultancy
that delivers global IT capability solutions, leveraging the SFIA framework
Oslo
Utrecht Stockholm
Moscow
UK: Dublin Copenhagen
p g
Prague
Cambridge, MA London Frankfurt Friburg
Madison Cambridge Munich Tashkent
San Francisco Chicago New York
Belfast Dusseldorf Tbilisi
Yerevan Beijing
Princeton
Los Angeles Denver Birmingham
Houston Arlington Baku
Glasgow
Islamabad
Manchester
Mexico City New
Ne Delhi
Antigua Cheltenham Dubai Hong Kong
Jamaica Bristol
Bangalore
Kuala Lumpur
Lima
Santiago
= PA office Buenos Aires
Auckland
Wellington
Page 2 © PA Knowledge Limited 2007. All rights reserved.-DSP00208-0 v3
- 3. PA Consulting is a Global Management, Systems and Technology Consultancy
that delivers global IT capability solutions, leveraging the SFIA framework
PA Consulting Group works with leading, global clients to ensure they have the IT professional
capability to deliver competitive IT services to their organisations and clients.
Page 3 © PA Knowledge Limited 2007. All rights reserved.-DSP00208-0 v3
- 4. The capability challenge in IT
organisations is significant
Page 4 © PA Knowledge Limited 2007. All rights reserved.-DSP00208-0 v3
- 5. People capability …it is more volatile …and the war for
in i
i IT is a cause and open to talent i k
t l t in key skills
kill
for concern… commoditisation continues to rage.
“ “
than other
Annual survey says functions… An increasing
“
CIO’s top problem is reliance on technology
finding and keeping the Of the remaining skills by business and a
right staff.… yet only 9% monitored there were a shrinking pool of
use any ttype of talent
ft l t further 147 for which skilled IT l b
kill d labour h has
inventory, 12% skill demand increases were ignited a new war
”
matrices and 8% skills observed and in 75 cases for talent.
g p
gap analysis.
y the increase had occurred
”
(CIO Magazine, November 2007)
in more than one
”
(Society for Info Mgmt, Oct 2007)
consecutive quarter.
(Salary services Ltd)
Page 5 © PA Knowledge Limited 2007. All rights reserved.-DSP00208-0 v3
- 6. So how do we
manage capability?
Page 6 © PA Knowledge Limited 2007. All rights reserved.-DSP00208-0 v3
- 7. Key Step 1: Clearly align strategy with areas of business owned capability
Page 7 © PA Knowledge Limited 2007. All rights reserved.-DSP00208-0 v3
- 8. Key Step 2: Create clear framework of roles and competencies
EXAMPLE: Key inputs to IT service management framework
y p g
Integrated service delivery capability framework
SFIA skills framework
Company External
Process
competency Company
definitions
framework Benchmarks
Page 8 © PA Knowledge Limited 2007. All rights reserved.-DSP00208-0 v3
- 9. Key Step 3 – Build an end to end capability management process
Global IT Function IT Professions Individual
Define requirements
Define strategic Understand role and
Define
by skill group based
people capability competence
on role and
requirements requirements
D
competence framework
Assess skills group
Determine Assess individual
Assess
s
capability against
investment Competence and
requirements and
priorities identify gaps
set targets
Define and create Undertake learning
urce
Apply development /
development and development
Sou
resourcing strategy
interventions activities
Page 9 © PA Knowledge Limited 2007. All rights reserved.-DSP00208-0 v3
- 10. Key Step 3 – Build an end to end capability management process
Global IT Function IT Professions Individual
Define requirements
Define strategic Understand role and
Define
by skill group based
people capability
Capability competence
High
on role and
requirements requirements
D
ty
competence framework
Market availabilit
of capability
planning
process IT
Assess skills group
Determine Assess individual
Assess
s
Low
capability against
investment Competence and
requirements and
priorities Advantageous identify gaps
Academies
Non core Core
Strategic importance
set targets
Define and create Undertake learning
urce
Apply development /
development and development
Sou
resourcing strategy
interventions activities
Page 10 © PA Knowledge Limited 2007. All rights reserved.-DSP00208-0 v3
