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Insights Into Managing Capability In IT
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Insights Into Managing Capability In IT

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  • 1. Competing on Capability Insights into Managing Capability in IT Paul Lambert PA Consulting Group 2007
  • 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

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