1. IT Professionalism as a Reality Colin Tweddle C li T ddl
Head of Personal Tax and Credits Portfolio, HMRC IMS ,
2. Pen Picture Career in IT since 1984
Programming/Middleware/Networks/Live Support/Service
Management/Project and Programme Management P M t Based in
Newcastle Currently lead the HMRC Personal Tax and Credits
Portfolio Competency Lead for P&MS within HMRC
3. Structure Background Iteration 1 Iteration 2 Where are we
now? Forward Look / Organisational Learning
4. Glossary HMRC the company IMS the in-house IT department
ASPIRE the outsourced IT supplier (though some in-house provision
remains) ITP IT Profession
5. Background - HMRC Total no employees 92,000 Offices in 300
locations Over 250 large scale IT systems Our main contact centre
handled 57 million calls in the year to March 2007. Total receipts
402 3 bn 402.3
6. Background: IMS within HMRC Architecture, Information &
Innovation 82 Business Change Management 176 Solutions Delivery
& Implementation 170 Service Delivery y 569 Procurement &
Management Support 411
7. Introducing IT Profession into: IT Profession Dynamic
Organisation structure Mixed in-house and supplier provision
Refocus on roles between business/IT/supplier
8. IMS Lite Five Internal IT Functions That Should Not Be
Outsourced Lite: IMS Lite Roles Supply Demand 1. IT Leadership 2.
Solutions Architects Side 1 Side Driving innovation 3. Business
Solutions in the business and 4. Portfolios aligning IS strategy 5.
Live Services & 2 Contract Operations 3 Embedded Delivering in
the change to the business business 4 Internal and Supplying and pp
y g external supporting 5 service infrastructure providers Source:
Gartner
9. Introducing IT Profession into: IT Profession Dynamic
Organisation structure Mixed in-house and supplier provision
Refocus on roles between business/IT/supplier World Class campaign
p g
10. Our Journey to World class IMS / Aspire How will IMS look
and feel: Customer centric Market leader in thoughts and innovation
g Delivering innovative & competitive solutions I Investing in
talent development ti i t l t d l t Providing support for
individual empowerment Continuously improving performance A great
place to work Journey to World Class
11. Why do it? Single threaded, single processor, wetware IT
Crowd image > recognition of abilities Release Potential
Optimise Utilisation p Support/Buttress Organisational Change
14. What went Wrong Design Publicise Launch Sign up g p and
Slump
15. Overly Bespoke HMRC IT SF IMS, 40 skills 5 levels Govt IT
Profn x-govt, 59 skills, 7* skills levels SFIA x-industry, 78
skills, 7 skills levels y, ,
16. Management Input/Attention
17. Cultural Underlay
18. Iteration 2
19. Key Decisions 1. Skills Framework to be key focus of Nov
w/shops 2. 2 Mandation / Embed 3. Going Vanilla 4. 4 Beef U Mgt T B
f Up M t Team Consequences: Align on Govt Profn Rename, Regroup and
Relevel Role basis R l b i Apply to vacancies
20. A Architecture Information e, n and Innnovation Business
Cha ange Manag gement and Architecture Enterprise Strategy
Solutions Delivery and d Implemenntation CIO (Board level) Service
Delivery Delivery Management ment and Procurem Managemen Support
nt
21. IT Profession Skills Virtual Team Virtual Team Deepak Singh
Head of IT Profession John Wass Janine Gaffney Deputy Head of IMS
Support IT Profession Mark Barber Bill Williamson Colin Tweddle
Mike Coyle Tim East Competency Lead for Competency Lead for
Competency Lead for Competency Lead for Competency Lead for
Business Change Solutions Delivery Procurement and Architecture
Information Service Delivery Management and Implementation
Management Support and Innovation Dianne Kidd Di Hayden Shannon H d
Sh Nick Paul Ni k P l Ian Sadler Martin Hodge M ti H d Support
Support Support Support Support
22. Vanilla Vanilla HMRC IT SF IMS, 40 skills, 5 skills levels
Govt IT SF x-govt, 64 skills 6/7 skills levels SFIA x-industry, 78
skills, 7 skills levels y, ,
23. Role Basis Job Role Skill Process RACI entry
24. Embed in Performance Mgt ion Skills v 1 v.1 Jobholder
Manager Competency Lead 1. Jobholder is assigned job (consisting of
one or more roles ) 2. Jobholder gets role profile (s) and skill
level assessment criteria from Intranet site 3. Jobholder assesses
current IT skills against role profile (s) No skills gap identified
AF1 4. Jobholder identifies 4 J bh ld id tifi IT skill gap 5.
Manager and jobholder agree IT skill gap and IT development need 6.
Jobholder updates PDE Part 1B Development Objectives with p j 7.
Manager establishes th t 7 M t bli h that IT development need
jobholder needs to change community No change needed AF3 AF2 1. At
BF step 8 and 8. Manager notifies old and 1 At BF step 8 and AF1
AF1 step 4, there is it l d
25. Measure through KPIs 15% Uplift of overall Skills Index in
a year 93% Alignment within a year 5 days professional development
per head
26. Where are We Now?
27. IT Profession Skills Virtual Team Virtual Team Jim Harra
Head of IT Profession John Wass Deputy Head of IT Profession
C&AP Contributo and Alliance Nigel Green Steve Rowlands Colin
Tweddle Tim East Mike Coyle Competency Lead for Competency Lead for
Competency Lead for Competency Lead for Competency Lead for
Business Change Solutions Delivery Procurement and Service Delivery
Dia Kidd Architecture Information Management and Implementation
Management Support ory ane and Innovation Dianne Kidd Di Nick Paul
Ni k P l Ian Sadler Tracy Bailey T B il e Support Support Support
Support Support
28. Products ITP Website Holding skills definitions, events,
community info ITP Prospectus Development opportunities driven by
needs analysis ITP Newsletter Bimonthly aims to retain visibility
and focus
29. Culture
30. Concept > Concrete
31. Hot Topics Issues where organisational fit is very loose OR
very ti ht tight Still not fully embedded into BAU management y g
Some issues fitting underlying SFIA structure for a large federal
organisation large, federal, Interest in links to x-government work
and g external organisations
32. Maturity/Adoption Model I am improving Advocates I am
implementing I am planning adoption I have a mandate Planners for
my org. org CIO* sign up g p Thinkers I understand the Framework d
t d th F k
33. E-Phonebox
34. Metrics KPIs moving in the right direction, need to
increase pace 32 in-house events staged this ( ) y g (fin) year
500+staff have participated in ITP activities
35. Forward Look
36. What s Whats Next Wider Skills Footprint under discussion
Strengthening the link with line and p performance management g
Strengthening the job description/job filling link Better
metrics
37. Lessons Learned Visible Competency Leads, with adequate
support De-personalise.Critique roles and fit, not individuals d
their histories i di id l and th i hi t i Dont make it any more
complex than it y p absolutely has to be start simple, start small
Embed in the familiar. Build into routine familiar management
practices from day 1
