Best Practice IT Best Practice IT Professional DevelopmentProfessional Development

Defining, Managing & Developing Defining, Managing & Developing SkillsSkills

Creating Job Descriptions Creating Job Descriptions

(or (or ““Role ProfilesRole Profiles””) )

using SFIAusing SFIA

Defining the skills we needDefining the skills we need

Yesterday• Programming• Analysis/Design• Operations• Support• Management

Today• Innovation• Transformation• Communication• Leadership….

Managing the IT resources in Managing the IT resources in different environmentsdifferent environments

• What skills have we got?• What level of skill? Basic? Expert? • How many?• How can we evaluate?• What do we need?

Create Skills DirectoryCreate Skills Directory

• Determine the key Skills• Establish a measurement framework• Create a skills matrix• Re-invent the wheel?

Skills FrameworkSkills Framework“SFIA describes what

people do, not necessarily what their jobs are called”

introduction to SFIA

Skill CategoriesSkill Categories

• Strategy and planning• Development• Business change• Service provision• Procurement and management support• “Ancillary”

Levels (Levels (page 5page 5))

Level definitions (Level definitions (pages 7pages 7--88))

• Autonomy• Influence• Complexity• Business Skills

Examples Examples

• System design– P 16

• Network Control & Operation– P 28

• Project Management – P 22

• Innovation– P 12

Workshop 1Workshop 1

Select a VolunteerCreate a “Job Description” or “Profile”• Find your Level• Find one or more Skills (typically no more

than 4-5)• May be at different Levels

Planning developmentPlanning development

Personal development Personal development

Planned Professional DevelopmentPlanned Professional Development

The ProcessThe Process

Assess Individual Skill NeedsAssess Individual Skill Needs• Where am I now?

– Skills Framework (SFIA)• Where do I want/need to be?

– Skills Matrix (organisation’s needs)• How can I get there

– Development process ->

The ProcessThe Process

Development CycleDevelopment CycleCreate Cycle

Record Progress

Pursue Actions

Development Objectives, based on Skill needs, and Actions to achieve them

ReviewProgress

Verify Record & Sign off Cycle

Practitioner & Manager

Practitioner & Manager

Practitioner

Practitioner

Manager

Create Journals, linked to planned Actions

Agree new Actions as appropriate

Add comments to close cycle

Integrate the Personal Development Integrate the Personal Development Process with Performance Process with Performance

Management Management

• Formalise the Development Process• Agree parameters for measuring the

effectiveness of the process– Eg time frames, quality criteria, filling skills

gaps• Set performance targets, using these

parameters

Refining the processRefining the process

• SFIAplus• Work Activities• Knowledge and Skill• Depth of Skill

Depth of SkillDepth of Skill

• Aware – needs training• Familiar – trained, and actively gaining

experience• Proficient – doesn’t need any more

training• Expert – both highly trained and highly

experienced

Corporate relationships with Corporate relationships with The BCSThe BCS

• Group membership• Accredited professional development

programmes– Individual development planned, monitored

and reviewed– Well tested Success Factors and

Performance Indicators– Annual audit by BCS

Membership StructureMembership StructureCHARTERED STATUS

Chartered IT Professional (CITP)

Chartered/Incorporated Engineer (CEng/IEng)

Chartered Scientist (CSci)

PROFESSIONAL GRADES

Member (MBCS) Fellow (FBCS)

ORDINARY GRADES

Affiliate Student Associate (AMBCS)