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Mind the Gap! Skills transformation     at Transport for London   Amit Srivastava, AKS Consulting Services    Tracey Scott...
Agenda•   Context•   Business case•   Approach•   A step by step journey•   Lessons learnt
Context• TfL goal is to keep London  working, growing and to make life  in London better• One of the world’s largest and  ...
The business case• Need to establish a method to define, assess, and identify  professional skills across the IM/T departm...
ApproachGuiding principles:• Razor sharp focus• Practicality of the approach• Keeping things as simple as possible• Alignm...
Approach                …continuedPeople                   Process            Technology• Proactive              • Leverag...
A step by step journeyIT Skills Management • Based on Industry good practices      Framework      • Simple to introduce   ...
IT Skills Management FrameworkA standard set of IT professional profiles:                           Remain Unchanged:IT Pr...
People engagement• Proactive people engagement  – Road shows  – Individual benefits• Alignment with wider organization  le...
Job description analysis                                                                                                  ...
Lessons learnt Stimulus      • Start with clearly defining the stimuli Initiating    • Lay the groundwork for a successful...
Lessons learnt                      …continuedStart with the basics• Why do you have to change? Why SFIA?Establish a sense...
Q&A
Skills transformation at Transport for London Amit Srivastava Tracey Scott
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Skills transformation at Transport for London Amit Srivastava Tracey Scott

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Transcript of "Skills transformation at Transport for London Amit Srivastava Tracey Scott"

  1. 1. Mind the Gap! Skills transformation at Transport for London Amit Srivastava, AKS Consulting Services Tracey Scott, Transport for London UK
  2. 2. Agenda• Context• Business case• Approach• A step by step journey• Lessons learnt
  3. 3. Context• TfL goal is to keep London working, growing and to make life in London better• One of the world’s largest and most integrated transport authority• Objective is to deliver consistently high standards of operational performance and service excellence TfL IM vision & people objective“To be a trusted partner at the heart of tackling London’s transport challenges” Make IM a great place to work
  4. 4. The business case• Need to establish a method to define, assess, and identify professional skills across the IM/T department for improved resource management• Need for a structured, facts based skills gap analysis to prepare effective career development plans for individuals• Need for establishing effective talent management practices• Need for allocating right people to right opportunities at the right time
  5. 5. ApproachGuiding principles:• Razor sharp focus• Practicality of the approach• Keeping things as simple as possible• Alignment with other initiatives
  6. 6. Approach …continuedPeople Process Technology• Proactive • Leverage • Effective and engagement existing simple• Communications • Simple • Quick learning• How it will help curve me? Supported by Effective Change Management
  7. 7. A step by step journeyIT Skills Management • Based on Industry good practices Framework • Simple to introduce IT Professional • Aligned with IT Operating Model Profiles • Collection of skills • Proactive communicationsPeople engagement • Listening to concerns Job description • Understand the context analysis • Identify gaps (JD perspective)
  8. 8. IT Skills Management FrameworkA standard set of IT professional profiles: Remain Unchanged:IT Professional Profile Group: IT Position: IT Profile Group Name Job Title IT Professional Profile: IT Profile Name Career Level SFIA Skills SFIA Skill Levels: (About 8) (lower & upper) A Person Relevant Group Profile Qualifications Pay Band & Rate IT Knowledge Job Description TfL Behaviours and Competencies (new are WIP) are aligned to
  9. 9. People engagement• Proactive people engagement – Road shows – Individual benefits• Alignment with wider organization level change initiatives – How SFIA initiative fits with other• Be there to help / support / guide – FAQs – Glossary of terms
  10. 10. Job description analysis Job descriptions SFIA Skill SFIA Skills Skill Category Code Core: Project management PRMG 4 5 X 6 X X X X X X X X X X 5 X X Portfolio, program and project support PROF 3 4 5 X X X X X X X X X X X X X X Stakeholder relationship management RLMT 4 5 6 6 X X X X X X X X X X X X 7 Supplier relationship management SURE 3 5 6 6 X X X X X X X X X X X X 7 Quality assurance QUAS 3 4 5 5 X X 4 5 X X X X X X X X X Programe management PGMG X X 6 6 X X X X X X X X X X X X X Portfolio management POMG X X X 6 X X X X X X X X X X X X X System design DESN X X X X 4 5 4 5 3 4 5 X X X X X 7 Requirement definition and management REQM X X X X 4 5 X X 3 4 5 4 5 6 X X 6 Methods and tools METL X X X X 4 X X X X X X 4 X 6 6 X X Emerging technology monitoring EMRG X X X X 4 X X X X X X 4 X X X X X Solution architechture ARCH X X X X X 5 X X X X X X X X X X X Application support ASUP X X X X X X 4 5 X X X X X X X 3 X Business analysis BUAN X X X X X X 4 5 X X X 4 5 6 X X X Testing TEST X X X X X X 4 5 3 4 5 X X X X X X Conformance review CORE X X X X X X X X 3 4 5 X X 6 X X 6 Learning and development assessment LEDA X X X X X X X X X 4 5 X X X X X X Service acceptance SEAC X X X X X X X X X 4 5 X X X X X X Systems development and management DLMG X X X X X X X X X X X X X X 6 X 7 SFIA Skills (Core, Contribute, Software development process improvement SIPM X X X X X X X X X X X X X X 6 X X Service level management SLMO X X X X X X X X X X X X X X X 3 XContributes to: Business risk management BURM 4 5 6 6 X 5 X X X X X X X X 5 4 7 Release and deployment RELM 3 4 X X X X X X X X X X X X X X X Change management CHMG X 4 6 6 X X 4 5 X X X X X X X X X Change implementation planning and management CIPM X X X 6 X X X X X X X X X X X X X Programming and software development PROG X X X X 4 X X X 3 X X 4 5 X 5 X X Testing TEST X X X X 4 X X X X X X 4 5 5 X 3 X Business analysis BUAN X X X X 4 X X X X X X X X X X X X Enterprise and business architecture development STPL X X X X X 5 X X X X X X X X X X X Service acceptance SEAC X X X X X X 3 5 X X X X X X X X X Supplier relationship management SURE X X X X X X 3 5 X X X X X X X X X Aware) Continuity management COPL X X X X X X X X 3 X X X X X X X X Availability management AVMT X X X X X X X X 3 4 5 X X X X X X Capacity management CPMG X X X X X X X X X 4 5 X X X X X X Contract management ITCM X X X X X X X X X 4 5 X X X X X X Methods and tools METL X X X X X X X X X X X X 5 X X X X Data analysis DTAN X X X X X X X X X X X X 5 6 X X X Awareness of: Service acceptance SEAC 4 5 6 6 X X 3 X X X X X X X X X X Enterprise and business architecture development STPL X X 5 5 X X X X X X X X X X X X X Project management PRMG X X X X 4 5 X X X X X 4 5 5 X X 6 Procurement PROC X X X X 4 X X X 4 4 5 4 X X 5 X X Supplier relationship management SURE X X X X 4 5 X X X 4 5 4 4 5 5 3 X Stakeholder relationship management RLMT X X X X X 5 4 5 X X X X X X 5 X X Software development process improvement SPIM X X X X X X 5 X X X X X X X X X X Solution architechture ARCH X X X X X X X 5 X X X X 5 5 X X X Release and deployment RELM X X X X X X X 5 X X X X X X X X X Information security SCTY X X X X X X X X 3 4 5 X X X X X X Programme management PGMG X X X X X X X X X X X X 5 5 X X 6 Data analysis DTAN X X X X X X X X X X X X X X 5 3 X
  11. 11. Lessons learnt Stimulus • Start with clearly defining the stimuli Initiating • Lay the groundwork for a successful improvement effortDiagnosing • Determine where you are relative to where you want to beEstablishing • Plan the specifics of how you will reach your destination Acting • Do the work according to the plan Learning • Learn from the experience and improve your ability to adopt
  12. 12. Lessons learnt …continuedStart with the basics• Why do you have to change? Why SFIA?Establish a sense of urgency• Identify and discuss crises, potential crises or major opportunitiesDevelop a shared vision• Keep it realistic, focused and adaptableCreate short term wins• Plan for visible performance improvement. Recognize and rewardInstitutionalize new approaches• Articulate the connections between new way of doing things and business success
  13. 13. Q&A
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