Building and using SFIA role profiles - SFIA EVENTS - · PDF file1 SFIA6 Conference – Sydney Australia 13 August 2015 SFIA Version 6 Conference Sydney Australia 13 August 2015 Building

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SFIA6 Conference – Sydney Australia 13 August 2015

SFIA Version 6 Conference

Sydney Australia

13 August 2015

Building and using

SFIA role profiles

Daniel Merriott

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About the Presenter

SFIA Accredited Consultant

Chartered IT Professional, Fellow - BCS

Fellow - Institute of Management, NZ

Operations Management

Technology, Management & Performance

Consulting

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Agenda

What is a Role Profile?

How does SFIA help?

Building a SFIA Role Profile

And building Job Description

Using SFIA Role Profiles

Along the way…

Some of the challenges & tips

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Role Profiles should…

Describe the key work functions and the skills and attributes necessary to perform those functions effectively

“SFIA does not describe roles, jobs or organisational units, but can provide building blocks to help create these” - SFIA6 Reference Guide

Role Profile should include…

Purpose of the Role

Levels of Responsibility

Skills Needed

Specific Knowledge Needed

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Role Profile Person

Specification

Job Description

ExperienceQualifications

Professionalskills

Behaviouralskills

Knowledge

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Building A SFIA Role Profile

3 Key Approaches

Operating Model

Role is designed to carry out specific tasks within

specific processes

Existing Job Description / Role Profile

Transforming an existing document.

Interview Data

Real life’ – what someone doing a role/job says they are

doing.

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From An Operating Model

Operating Model

Role is designed to carry

out specific tasks within

specific processes.

Can borrow template roles

built from pre-existing

models (e.g. ITILv3).

Challenges:

Mapping to reality!

Knowledge of the Operating Model processes

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ITIL Roles Skills

Change management process owner GOVN5

Change management process manager BURM5 CFMG5 CHMG5 QUMG5

Change practitioner CFMG5 CHMG5

Change authority BURM5 CHMG5

CAB member BURM5 CHMG5

CAB chair BURM5 CHMG5

ITIL Change Manager Role SFIA Skills

CHMG 5 – Change Management

CFMG 5 – Configuration Management

BURM 5 – Business Risk Management

QUMG 5 – Quality Management


From An Operating Model

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From An Existing JD/RP

Existing Job Description / Role Profile

Transforming an existing document.

Challenges:

Quality and format issues.

How many roles are within the JD?

Generic language.

One-liners.

Can only ‘SFIA-ise’ what is there!

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Attribute / Competency A I C BS

Customer Focus 3

Drive & Commitment 4+

Flexibility 3 3

Teamwork 3 3

Conceptual & Analytical 4 4

Details Focus 3

Initiative & Accountability 5

Planning & Organising 4 3+

Self Management 3 3+

Problem Solving 3 4

Service Excellence 4

Interpersonal Skills 3

Levels of Responsibility Identified

Influence 5

Complexity 5

Business Skills 5

Skills Identified

IRMG 5 – Information Management

DATM 5 – Data Management


ASMG 5 – Asset Management

TECH 4 – Technical Specialism

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Some Tips…

For consistency and speed

Scan all the documents first

Build a table of “personal characteristics”

Tabulate results (LoR, Skills)

For quality

Understand the purpose, context and level.

Mark-up every clue and supporting evidence

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From Interview Data

Interview Data

‘Real life’ – what someone doing a role/job says they

are doing.

Challenges:

Collecting enough sample data

Separating the roles from the person or job

Not always possible or desirable

Filtering the ‘extra’ skills

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From Interview Data

Skills in current position likely

represents 3 separate roles

Change Manager


CIPM 5 – Change Implementation

Planning and Management

METL 4 – Methods and Tools

Release Manager

RELM 5 – Release and Deployment


Problem Manager

PBMG 4 – Problem Management

Plus some additional current skills:

PEMT 4 – Performance Management

RLMT 4 – Relationship Management

SEAC 5 – Service Acceptance

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From Interview Data

Quality of the interview process is paramount!

See the presentation by Phil Lovell “Assessment Tips and Tricks”

Must record which skills are used in the current position.

If identifying roles from the interview data is important, it helps to know in advance!

Beware of ‘forcing’ someone's skills into neat and tidy roles.

Roles can be identified after interview data is collected by searching for known patterns in skills.

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In Practice

In practice…

Typically one primary method, but using supporting data

from the other methods.

Example:

Transform an existing JD for a ‘Change Manager’

Check against existing operating model.

Check against library of ITIL roles.

Check against organisational structure.

Check against skills used in current role by existing role-

holder(s).

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RoleChange Manager - ABC Corp

Description The change manager is responsible for ensuring that changes to information systems and related infrastructure are done

in such a way as to meet the needs of the business, and have a minimal risk to the business and the information.

The change manager will also be involved in the assessment of risks the change is causing assist in the formulation of

mitigation strategies to the risks. An change manager does not work in isolation; they work closely with other staff and

key stakeholders from the business.An change manager also works closely with a group of key stakeholders called the change advisory board (CAB). The

CAB supports the change manager to review and assess any requests for change that may be proposed by users or that

may come from external causes such as legislative changes. The requests for change may be related to any

Levels of Responsibility (Level 5: Ensure, Advise)

SFIA SkillsCHMG5 Change management

CIPM5 Change implementation planning and management

RELM5 Release and deployment

SEAC5 Service acceptance

PBMG4 Problem management

METL4 Methods and toolsRLMT4 Relationship management

Specific KnowledgeITIL v3Role holder will be must be fully conversant with the principles, processes, operational activities, management techniques, and practical

application of ITILv3 Service Transition Lifecycle, Service Operation Lifecycle, and the Release, Control and Validation Capability.

ITILv3 Intermediate Certification in the relevant areas would be desirable.

Provides expertise and support on use of methods and tools.Implements stakeholder engagement/ communications plans, including, for example; handling of complaints; problems and issues;

managing resolutions; corrective actions and lessons learned; collection and dissemination of relevant information. Uses feedback from

customers and stakeholders to help measure effectiveness of stakeholder management. Helps develop and enhance customer and

stakeholder relationships.

Advises on the available standards, methods, tools and applications relevant to own specialism and can make appropriate choices from

alternatives. Analyses, designs, plans, executes and evaluates work to time, cost and quality targets. Assesses and evaluates risk.

Communicates effectively, both formally and informally. Demonstrates leadership. Facilitates collaboration between stakeholders who have

diverse objectives. Takes all requirements into account when making proposals. Takes initiative to keep skills up to date. Mentors colleagues.

Maintains an awareness of developments in the industry. Analyses requirements and advises on scope and options for continuous operational

improvement. Demonstrates creativity, innovation and ethical thinking in applying solutions for the benefit of the customer/stakeholder.

Performs an extensive range and variety of complex technical and/or professional work activities. Undertakes work which requires the

application of fundamental principles in a wide and often unpredictable range of contexts. Understands the relationship between own

specialism and wider customer/organisational requirements.

AutonomyWorks under broad direction. Work is often self-initiated. Is fully responsible for meeting allocated technical and/or project/supervisory

objectives. Establishes milestones and has a significant role in the assignment of tasks and/or responsibilities.

InfluenceInfluences organisation, customers, suppliers, partners and peers on the contribution of own specialism. Builds appropriate and effective

business relationships. Makes decisions which impact the success of assigned work, i.e. results, deadlines and budget. Has significant

influence over the allocation and management of resources appropriate to given assignments.

Complexity

Business skills

Develops implementation plans for complex requests for change. Evaluates risks to the integrity of service environment inherent in proposed

implementations (including availability, performance, security and compliance of the business services impacted). Seeks authority for those

activities, reviews the effectiveness of change implementation, suggests improvement to organisational procedures governing change

management. Leads the assessment, analysis, development, documentation and implementation of changes based on requests for change.

Creates the business readiness plan, taking into consideration IT deployment, data migration, capability deployment (training and

engagement activities) and any business activities required to integrate new digital processes or jobs into the "business as usual"

environment. Determines the readiness levels of business users with regard to upcoming changes; uncovers readiness gaps and creates

and implements action plans to close the gaps prior to going live. Assists the user community in the provision of transition support and

change planning, and liaises with the project team. Monitors and reports progress on business readiness targets, business engagement

activity, training design and deployment activities, key operational metrics and return to productivity measures. Defines the series and

sequence of activities to bring stakeholders to the required level of commitment, prior to going live.

Leads the assessment, analysis, planning and design of release packages, including assessment of risk. Liaises with business and IT

partners on release scheduling and communication of progress. Conducts post release reviews. Ensures release processes and procedures

are applied.

Engages with technical design and project managers or Project Management Office, to ensure correct products are produced, in a timely

fashion. Evaluates the quality of project outputs against agreed service acceptance criteria.

Initiates and monitors actions to investigate and resolve problems in systems, processes and services. Determines problem fixes/remedies.

Assists with the implementation of agreed remedies and preventative measures.

Building A SFIA Role Profiles

Example SFIA Role Profile Role Name

Role Description


SFIA Skills + Levels

Specific Knowledge

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Building A SFIA Job Description

Example SFIA Role Profile

Job Purpose

Levels of Responsibility (SFIA Levels)

Skills required to perform role(s) (SFIA Skills)

Leadership & Behavioural Attributes (org. specific)

Qualifications / Experience (which should support skills)

Reporting

Others?

KPI’s

Approval & Acceptance

Policies

Security Ratings

More?

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Building A SFIA Job Description

From SFIA Role Profiles

Combining Roles

Narrowly focused roles:

1-3 SFIA skills

Likely to be combined with other roles to create a job

Example: Technical Author, Problem Manager

More complicated roles:

4-6 SFIA skills

Are not usually combined, but may be extended to suit context.

Example: Project Manager

Additional skills may be necessary to fulfil the purpose of the job

which may be larger than the sum of the roles.

Get input from those with specific knowledge of the job’s

interactions and each role’s tasks.

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Using SFIA Profiles

Team Profiles

Recruitment & Selection

Attracting the right candidates & filtering applicants

Interview questions

Being realistic

Creating Pathways

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Team Profiles

Sometimes the Team Profile is greater than the sum of the roles / jobs!

Role A I C BS Skills

Analyst Programmer 3 2 3 2 PROG3 ASUP2 DESN2 SINT2 TEST2

Intermediate Analyst Programmer 4 3 3 3 PROG4 ASUP3 DESN2 SINT2 TEST2

Senior Analyst Programmer 4 4 4 4 PROG5 ASUP3 DESN4 SINT3 TEST3

Development Team Lead 5 5 5 5 PROG5 ASUP4 DESN3 SINT3 TEST3 CSMG4

Role Optional Skills

Analyst Programmer DBDS3 DTAN3

Intermediate Analyst Programmer DBDS3 DTAN3

Senior Analyst Programmer RELM4 REQM4 TEST4 DBDS3 DTAN3

Development Team Lead RELM4 REQM4 TEST4 DBDS3 DTAN3

Where do these Optional Skills come from?

Role profile not complete?

Someone doing extra work “because they can”?

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Team Profiles

Teams without the “Optional Skills” ended up

borrowing team members from elsewhere to

perform the work.

Optional skills per role not optional for the team!

Larger organisation might simply add the skills to

the role, or create a new role.

Smaller organisation requires more flexibility –

especially as team members grow into senior roles.

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Attracting the right candidates

Job title doesn’t tell you enough about the skills needed.

Many applicants apply based on the job title

How to attract the right candidates?

What are the one or two absolutely vital skills? The non-negotiable skills?

What skills do you need that may be unique to your context? … This is the differentiator.

Begin filter potential candidates before they apply.

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Attracting the right candidates

Want a Change Manager with skills in

IT Governance? (GOVN 5)

“ … must have demonstrable IT governance experience

including:

Reviewing information systems for compliance with

legislation and specifying required changes.

Ensuring compliance with organisational policies and

procedures and overall information management strategy.”

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Interview Questions

Interview questions… from the key skills and

differentiator skills.

SFIA helps identify the skill and the skill level.

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Interview Questions

CSMG 5 – Customer Service Support Ensures that the inventory of components to be supported is complete and current. Drafts and maintains policy, standards and procedures for the customer service or service desk functions. Responsible for day-to-day management and work allocation to meet agreed service levels. Specifies, agrees and applies standards. Ensures that tracking and monitoring of performance is carried out, metrics and reports are analysed, and issues are resolved.

Questions:

How did you ensure your team and your customers knew what was and wasn’t supported?

What are some of the policies / standards / procedures you had to draft for the customer service function? How did you get these approved and implemented? How did they contribute to improving performance?

What were some of the key metrics you tracked? How else where you monitoring performance of your team?

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When Perfect Is Not Perfect?

Should you recruit for the perfect candidate? i.e.

100% cultural fit + 100% skills fit?

Evidence suggests the

retention rate for

‘perfect candidates’

often isn’t so good.

What when you can’t get all the skills you want in

one person?

Evidence suggests good cultural fit and nearly there

with skills often works out well.

S

kill

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it

Cultural Fit

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Being Realistic

So if a 100% skills fit isn’t necessarily perfect, how do we use a SFIA job profile? …

What are the one or two absolutely vital skills? The non-negotiable skills?

What skills do you need that may be unique to your context?

Would you accept someone with only some of the other skills in the SFIA job profile?

Would you offer the same money to a candidate who was ‘nearly there’?

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Being Realistic

Change Manager Position, revisited for recruitment:

Skills from current role holder


RELM 5 – Release and Deployment

SEAC 5 – Service Acceptance




PBMG 4 – Problem Management




Autonomy 5

Influence 5

Complexity 5

Business Skills 5

Non-negotiable skills+levels





Would accept lower level

RELM 4-5 – Release and Deployment

SEAC 4-5 – Service Acceptance

PBMG 3-4 – Problem Management

Nice to have



Key difference to highlight

SEAC 4-5 – Service Acceptance

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Development Opportunities

Creating Pathways

Role A I C BS Skills

Junior Analyst 2 2 2 2 PROG2 DESN2 TEST2

Analyst Programmer 3 2 3 2 PROG3 ASUP2 DESN2 SINT2 TEST2

Intermediate Analyst Programmer 4 3 3 3 PROG4 ASUP3 DESN2 SINT2 TEST2

Senior Analyst Programmer 4 4 4 4 PROG5 ASUP3 DESN4 SINT3 TEST3

Development Team Lead 5 5 5 5 PROG5 ASUP4 DESN3 SINT3 TEST3 CSMG4

Junior Analyst

PROG2

DESN2

Senior AP

PROG5

ASUP4

DESN4

SINT3

TEST3

Intermediate AP

PROG4

ASUP3

DESN2

SINT2

TEST2

Analyst Prog.

PROG3

ASUP2

DESN2

SINT2

TEST2

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Using SFIA Role Profiles

Completing The Cycle

Plan

Deliver Check

Adjust

How will you create and

update your Role Profiles?

What roles do you need?

Get them in the hands

of people who will use

them

Seek feedback on how

these are used and any

changes needed

Update your Role Profiles

and review your process

for creation

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SFIA Version 6 Conference

Sydney Australia

13 August 2015

Building and using

SFIA role profiles

Daniel Merriott

Adaps Consulting - New Zealand

+64 9 600 2370

[email protected]

Questions?

Documents

Building and using SFIA role profiles - SFIA EVENTS - · PDF file1 SFIA6 Conference – Sydney Australia 13 August 2015 SFIA Version 6 Conference Sydney Australia 13 August 2015 Building