Sym18 296 Ae (Dbaccess Case Study)
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  • Get a Grip: Best Practices in Competency Centers, Resource Management and Teaming For more information about our research policies, processes and methodologies, please visit Gartner Research Methodology on gartner.com. These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Symposium/ITxpo 2008 October 12-16, 2008 Walt Disney World Dolphin Orlando, FL Diane Morello October 12-16, 2008 Orlando, FL

Sym18 296 Ae (Dbaccess Case Study) Sym18 296 Ae (Dbaccess Case Study) Presentation Transcript

  • Get a Grip: Best Practices in Competency Centers, Resource Management and Teaming Diane Morello
  • Get a Grip
    • If our most talented people are already in our enterprises, why is it so darned hard to find them and use them well?
    • Why does "getting a grip" matter?
    • It shows holes and bottlenecks.
    • It identifies bench strength.
    • It speeds team assembly.
    • It exposes gaps and suggests options.
  • Key Issues
    • How will people and organizational practices evolve to support changing business and operating models?
    • What are the best ways to manage and distribute resources for projects, programs and teams?
    • How will IT leaders gain leverage from people's skills and performance?
  • Projects, Collaboration and Teams Become the Norm 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2000 2005 2010 2015 Different time, different place Same time, different place Same time, same place Working alone Work Modes Proportion of work outcomes that depend on group input and actions
  • A New View of Employment Takes Hold: Multiple Assignments Reign 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2009 2014 "Deployee" Model single employer, multiple assignments Traditional Model single employer, single assignment Engagement Model multiple employers, multiple assignments Finding talent means taking advantage of the wealth of skilled, qualified and talented professionals who seek alternative work models.
  • The Talent Quest Crosses Businesses, Borders and Boundaries
    • Identify and locate people with specific expertise and role experiences.
    • Encourage collaboration across organizational boundaries.
    • Predict required skills and their availability during three to five years.
    Source: "Unlocking the DNA of the Adaptable Workforce," The Global Human Capital Study 2008, IBM. To be more adaptable, focus on transparency.
  • This Ain't Your Daddy's Organization
    • Functional Reporting
    • Work Fulfilled by Structure
    • Little Community
    • "Team" Misapplied
    • Managers Decide All
    • Work Production
    • Fluid Teams
    • Strong Community
    • Extended Networks
    • Vouching for Others
    • Managers Guide, Negotiate
    • Job Scope
    • Continuous
    • Task-Focused
    • One Job per Person
    • One Person per Job
    • Well-Defined, Managed and Measured
    • Situational Roles
    • Intermittent, Fluid
    • Interaction-Focused
    • 2+ Roles per Person
    • 2+ People per Role
    • Shape-Shifting
    • Hard to Manage
    Role 2 Role 5 Role 1 Role 4 Role 3 Role 2 Role 5 Role 1 Role 4 Role 3
  • Organizational Intelligence: The Focal Point of Resource Management Resource Management Organizationally Intelligent Workforce Planning What? When? Why? Who? How? By when?
    • Demand
    • What's happening inside and outside?
    • What decisions are we making?
    • What practice areas must we develop?
    • What is the company ready for?
    • Supply
    • Do we have people?
    • Where are they?
    • How do we select assignments?
    • Do we have adequate bench strength?
    • What are our workforce options?
  • Building Blocks of Robust Resource Management Strategic Direction Tactical Decisions Risk Analysis Forecasts Expertise Leverage Roles Knowledge Required Appropriate Practices Skills Competency Models Behaviors And Values Supply Management Workforce Planning Sourcing Planning Recruiting Outsourcing Assignments Integrated HCM Learning Development Demand Management External Drivers Internal Drivers Projects Initiatives Imperatives Governance Architecture Principles Foundational Structure Resource Management
  • Link Competence Constructs to Portfolio Future Business Value Difficulty of Imitating or Replicating Run Better, Faster, Cheaper Resource Pools Service-Level Focus (Ex: IT Process Expertise) Nearly all areas of competence move down the project portfolio. New ones emerge, and old ones get institutionalized or retired. Grow Business Step Change Competence Centers Knowledge Focus (Ex: Business Analytics) Transform Business Sea Change Centers of Excellence Innovation Focus (Ex: Context Awareness) Contextual Impact
  • Another View: How Competence Changes Source: Adapted from "IBM IT Governance Approach: Business Performance through IT Execution," February 2008 High variance Medium variance Low variance Low density Medium density High density Innovation Execution Efficiency Variability Control Time Need for competence emerges Competence develops and crystallizes Competence spreads and gets institutionalized
  • The Stages of Competency Centers Competency Center Growth Path and Life Cycle
    • Explore
    • Experiment
    Trial Develop Charter Launch Monitor
    • Promote
    • Collaborate
    • Coalesce
    • Solicit
    • Assign
    • Unify
    • Leverage
    • Coordinate
    • Build
    • Develop
    • Pilot
    Transition Institutionalize Retire Morph, Renew
    • Are we the right providers of this competence?
    • Does this refresh and rejuvenate our business?
    • Does it cross boundaries and disciplines?
    • Does it fuel and sustain competitive advantage?
  • Interaction Rules: People Play Multiple Roles Peer and horizontal networks are as strong as — often stronger than — employer bonds. Imperative Make the quality of people and contact paramount. Organization Communities Infrastructure Management Zone Learning Zone Production Zone Organization Lead, Govern, Negotiate Community Emerging CC Resource Pool Development Project 1 Project 2 Project 3 Project 4 Teams
  • Get a Grip: Build the Project Team of the Future What people bring with them How people develop themselves How people demonstrate themselves Contextual Grasp Capacity to Generate Future Business Value Roles Results Expertise Leadership Relationships Skills Aptitude Behaviors Contacts The Specialist The Versatilist
  • Design Teams to Produce the Right Deliverables at the Right Time Creative Challenging Collaborative Cooperative
    • Capable and willing to contribute ideas
    • Thinks deeply and outside the box
    • Able to accept and process criticism
    • Shifts easily from challenging to collaborating — "This may not work, but what if we ... "
    • Someone is in charge; others ease the way —provide resources, communicate what we're doing and why, and so on
    • Listens
    • Seeks to understand
    • Analyzes deeply
    • Challenges ideas with deep insight
    Model, Ideation Prototype, Simulate, Resolve Implement
  • Grass-Root Tools Support a Reconfigurable Workforce Reconfigurable Workforce Encouraging Involvement (for example, blogs, expertise locators, idea management, collaboration software) Enhancing Performance (for example, knowledge management, 360° evaluation, prediction market software workforce analytics, communities of practice) Learning (for example, virtual worlds, wikis, gaming, podcasts, simulations) Uncovering Opportunity (for example, social networking analysis, dynamic profiling, peer-to-peer communities) Making Contact (for example, Jobster, peer-to-peer communities, Facebook) Finding Talent (for example, talent management suites, blogs, alumni sites, global sourcing services, matching tools) Refresh Find Engage
  • Study of Wipro Technologies: Performance of Fluid Teams
    • Implications
    • When building teams, consider role experience and team familiarity.
    • Counterbalance plug-and-play resource pools with social constructs.
    • Do not lean too heavily on skills alone or on tenure.
    • "Fluid teams" exist for the duration of a project; members may come and go during the project.
    • Team familiarity and role experience are positively related to team performance.
    • Individual experience does not have a consistent effect on team performance.
    • Adherence and quality are positively affected by role experience and team familiarity.
    In 2007, researchers from the Harvard Business School conducted a study of fluid teams at Wipro Technologies, a global service provider with more than 50 centers of excellence and more than 50 development centers worldwide. Source: "Team Familiarity, Role Experience and Performance: Evidence from Indian Software Services," by Robert S. Huckman, Bradley R. Staats and David M. Upton, Harvard Business School. Team Familiarity Role Familiarity Team Performance
  • Case Study of DBAccess: Self-Determining Teams
    • DBAccess Solution Development Teams
    • Solution development company
    • Spread over 12 business units of three types
    • Visible postings, skills and competency maps
    • Reconfigurable teams have budget discretion
    Team members drive their own careers based on current roles, competencies and skills required for subsequent roles. Roles get posted. Team members can apply and get tested for capability and competence. Must find their successors . Team selects its members . Yields better quality and performance. Organization is a dynamic network , with people using social networks for extreme transparency of roles, careers, feedback.
  • Get a Grip: Recommendations
    • Recast your assumptions around people and mobility.
      • Fluid teams, peer networks and reassignment will reign.
    • Resource management is the linchpin of workforce planning.
      • Robust resource management assumes cross-boundary sharing, management maturity and coordination.
    • Competency centers have an outward focus.
      • Successful competency centers forge new frontiers or solve thorny business problems. They are not a labeling tactic.
    • Teams live through competence, confidence and leadership.
      • When outcomes depend on a collective effort, people much vouch for one another personally or by proxy.
    • Transparency is essential for reconfiguration.
      • Open viewing of roles, competence and skills forms the foundation of confidence over distance.
    • EXTRAS
  • Social Networking Extends Project Teams
    • The Digitization
    • of Social Networks
    • Extend the reach for potential members
    • Increase visibility and profiles
    • Improve confidence and peer vouching
    • Increase the quality and accuracy of the match
    The Power of Reach and Relevance By 2015, news of work engagements, employment opportunities and new jobs will primarily spread virally through social networks.
  • Develop a Process for Analyzing Needs Business Need Build Hybrid Organization Blend skills, knowledge and expertise from sources as appropriate for this organization Feedback Assess effectiveness and correct course 6 7 1 Organizational Analysis Define business drivers and required skill sets Assess Organization (Skills, knowledge, change readiness, demographics) Gap, Option Analysis Identify gaps, evaluate options (e.g., training, hiring, reskilling, exsourcing) Implement Skill Strategy Determine and orchestrate optimal mix of options to bridge skills gap 4 2 3 5 Transformation Input Output Measurement