Improving IT Skills the Right Way
•Download as PPTX, PDF•
2 likes•1,801 views
Teams with the right balance of business-ready competencies and technical skills can achieve significant outcomes, improve margins, and stay sane. Examine how customers have found success with the BMC SAFE methodology and how IT management is rethinking the critical importance of investing in skills development. This presentation will answer the following questions: How can IT leverage information and technology for competitive advantage using a four-phase transformation methodology? What are the strategic IT competencies required and how can you assess, measure, and identify gaps? What is safe about BMC SAFE? What practical steps do you need to take to improve the IT competencies and skills of your team and the end users you support?
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Improving IT Skills the Right Way
Similar to Improving IT Skills the Right Way (20)
More from BMC Software
More from BMC Software (20)
Recently uploaded
Recently uploaded (20)
Improving IT Skills the Right Way
- 1. © Copyright 4/14/2015 BMC Software, Inc1 Improving IT Skills the Right Way: The Expanding Role Of IT Personnel and The Competencies and Skills Required to Succeed People ProcessTechnology
- 2. © Copyright 4/14/2015 BMC Software, Inc2 Philip Weinzimer – President, Strategere Consulting Dan Greenway – BMC Education Manager - Adoption and Enablement Improving IT Skills the Right Way
- 3. © Copyright 4/14/2015 BMC Software, Inc3 Agenda 1. The Expanding Role Of IT Personnel: The Competencies and Skills Required to Succeed 2. The SAFE way to Improve IT Competencies and Skills 3. Questions
- 4. © Copyright 4/14/2015 BMC Software, Inc4 Improving IT Skills the Right Way: The Expanding Role Of IT Personnel and The Competencies and Skills Required to Succeed
- 5. © Copyright 4/14/2015 BMC Software, Inc5 Today’s Realities ImplicationTheme • Consumerization of IT •IT Personnel Work with Business Teams to Execute Projects • Develop business skills / collaborate in business teams to create new markets and competitive opportunities. •Dramatic Increase in Project Requests •Role of IT Leaders •Develop improved project throughput capabilities to accommodate increased demand. •IT Leaders are critical components to this new information strategy. •Consumers demand new/information rich products and services, which impact business personnel across the entire value network.
- 6. © Copyright 4/14/2015 BMC Software, Inc6 •Forewords • Interviewed 156 CIOs, IT/business executives / academic thought leaders •Provides Four-Phase IT Transformation Methodology •Identifies the Key Competencies & Skills of a Strategic IT Organization •Features Methodologies, templates, best practices, and Assessments Rob Carter – CIO, FedEx Filippo Passerini-CIO, P&G
- 7. © Copyright 4/14/2015 BMC Software, Inc7 Value Time Strategic IT Organization Transformation Phases 4. Leverage Technologies Strategically to Innovate Value 2. Understand the Business, Focus on User Experience, and Improve Business Skills of IT Personnel 3. Implement Initiatives to Improve Margin (Sales / Cost) 1. Deliver Commodity and Business Services Exceptionally Well
- 8. © Copyright 4/14/2015 BMC Software, Inc8 STRATEGIC IT COMPETENCIES AND SKILLS
- 9. © Copyright 4/14/2015 BMC Software, Inc9 BUSINESS KNOWLEDGE (Business Awareness Skills)
- 10. © Copyright 4/14/2015 BMC Software, Inc10 MARKET KNOWLEDGE (Strategic Product/Market Skills)
- 11. © Copyright 4/14/2015 BMC Software, Inc11 TECHNOLOGY PROWESS (Strategic Technology Skills)
- 12. © Copyright 4/14/2015 BMC Software, Inc12 CROSS-COMPETENCY (Skills)
- 13. © Copyright 4/14/2015 BMC Software, Inc13 TECHNOLOGY PROWESS (Strategic Technology Skills) BUSINESS KNOWLEDGE (Business Awareness Skills) • Environment • Opportunities • Process Centric • Technology Strategy / Adaptability • Organization Agility • Strategic Project Capability Strategic IT Organization Competencies and Skills Framework MARKET KNOWLEDGE (Strategic Product/Market Skills) • Product Knowledge • Industry Insight • Competitive Landscape • Vision Organization Culture •Leadership •Communication CROSS DIMENSION COMPETENCIES
- 14. © Copyright 4/14/2015 BMC Software, Inc14 14 Strategic IT Organization Competencies and Skills
- 15. © Copyright 4/14/2015 BMC Software, Inc19 Knowledge How to Use a Hammer How to Build A House Applying Knowledge Vs.
- 16. © Copyright 4/14/2015 BMC Software, Inc20 Hot To Measure Competencies & Skills Optimized Skill Knowledge Low Value Cost Center Valued Business Partner Applying Skills for Business Outcomes Inefficient 7.5 15 0 7.5 15 Need to Improve Application of Knowledge and Skills Continuous Improvement Drives Additional Outcomes Improve Business Knowledge and Skills 15-35% 5-15% Greatest Opportunity to Create Business Outcomes 25-50% 15-35%
- 17. © Copyright 4/14/2015 BMC Software, Inc21 •Business Knowledge •Market Knowledge •Technology Prowess •Cross Competency Skills What is the Maturity Score of Your IT Organization Strategic Competencies and Skills? 15 15 15 15 15 1515 15
- 18. © Copyright 4/14/2015 BMC Software, Inc22 Manufacturing Company 6 Month Assessment 24 Month vs. 6 Month Assessment Improving Your IT Organization Strategic Competencies and Skills?
- 19. © Copyright 4/14/2015 BMC Software, Inc26 Improve Value to Georgia Citizens As the stewards of taxpayer dollars, we need to manage project risk through a well-defined and proven governance process…Calvin Rhodes, CIO-State of Georgia •Proactive versus Reactive Solution •Identifies the Key Predictors for Project Success •Promotes Teaming through Active Communication via Assessment Process Multi Million Dollars Savings to Reinvest in Innovative Projects
- 20. © Copyright 4/14/2015 BMC Software, Inc27 Summary 1. Deliver Commodity and Business Services Exceptionally Well 2. Understand the Business, Focus on User Experience, and Improve Business Skills of IT Personnel
- 21. © Copyright 4/14/2015 BMC Software, Inc28 Improving IT Skills the Right Way: The SAFE way to Improve IT Competencies and Skills
- 22. © Copyright 4/14/2015 BMC Software, Inc29 People, Process and Technology (or Tools) People: Who owns the process? Who is involved? What are their roles? Process: What do we need to do? And what are the steps we need to follow in order to get a specific output. Technology: What are the tools or technology we can leverage to deliver the solution using the processes and people? People ProcessTechnology
- 23. © Copyright 4/14/2015 BMC Software, Inc30 What are the elements of a successfull program Achieving Enterprise Software Success (TSIA) “Time and time again, the effectiveness and overall success of an enterprise-class piece of software does not lie within the technology itself but in the processes and procedures around them. Many a software deployment delivers 100% on the business requirements only to fail in the final phase of user adoption.”
- 24. © Copyright 4/14/2015 BMC Software, Inc31 BMC Solution Adoption Framework for Education: SAFE Awareness and Alignment: Raise visibility, Communicate expectations and drive solution acceptance. Measurement and Validation: Process/Solution Maturity, continuous improvement Project team Enablement: Reduce project risk, Increase productivity and deliver the right skills, to the right people, at the right time End-User Enablement: Ensuring the Users readiness, Role/Function specific plans, Increase return on investment (ROI)
- 25. © Copyright 4/14/2015 BMC Software, Inc32 How Do We Achieve This? BMC Software’s Integrated Industrialized approach
- 26. © Copyright 4/14/2015 BMC Software, Inc33 Solution Lifecycle and Adoption Decay Effective user adoption improves the typical solution lifecycle SYSTEM ISSUES USER PERFORMANCE Adoption Decay Solution Implementation Software Purchase Customer Support Issues Training Solution Adoption
- 27. © Copyright 4/14/2015 BMC Software, Inc34 HIGH LEVEL ENGAGEMENT OVERVIEW Plan and Prepare · Engagement Readiness Completion · Kick Off · Steering Committee Established 1.0 · Logistics (Remote Access) · Environments · Facilities (Meeting Rooms) · Infrastructure Readiness Analyze and Design · Status Reports · Status Meetings · Governance Meetings 2.0 · Workshops · Documentation of customer specifics Build · Status Reports · Status Meetings · Governance Meetings 3.0 · Configuration · Value Case Implementation Validate · Status Reports · Status Meetings · Governance Meetings 4.0 · Functional Testing · Test Plan · Test Scripts · System Test Results Deploy · Status Reports · Status Meetings · Governance Meetings · Lessons Learned · Project Closeout · Next Phase Recommendation 5.0 · Installation of Solution · Configuration of Solution · Knowledge Transfer · End User Training PhasesGovernanceTechnology Operate · Next Phase Planning 6.0 · Validation Checklist Signoff · Operational Handover Docs · Operation Acceptance SUPPORT · XXXX · XXXX · WBTs for Workshop attendees · Initial Role mapping · Gather baseline Technical skills where appropriate. · XXXX · XXXX · Complete Education Needs Assessments · Develop Training Plan · Initiate Technical Admin/Project SME training · Awareness and Communication messaging · XXXX · XXXX · Complete Admin/ Project SME training · Initiate training for User Acceptance Testing team · Continued Awareness and communication · XXXX · XXXX · Manager Awareness Training in preparation for Rollout · Set up training schedule for User training · Continued Awareness and communication · XXXX · XXXX · User Training delivery · Knowledge Share Workshops · Continued Awareness and communication · XXXX · XXXX · Transition to BAU operations leaving a training path to enable the onboarding of new users. · ProcessEducation Education Planning Plan and Prepare 1.0 Education WBT WorkshopsAnalyze and Design 2.0 Build 3.0 Education WBT/ILT Implementation Validate 4.0 Education WBT/ILT User Acceptance Testing Integrated Into the Delivery Plan Education WBT Town Hall/Working Best Practices Operate 6.0 Deploy 5.0 Education WBT/ILT Project Closeout COMMUNICATION/AWARENESS
- 28. © Copyright 4/14/2015 BMC Software, Inc35 Stakeholder Analysis • Executive Management Team • Operational Steering Committee • Decision Meetings Attendees • Process Owners (existing or new) • Process Managers (existing or new) • Management Change Champions/Change Agents • Process & Tools Change Agents/SME’s • L2 Managers • L3 Managers Process developers Process architects AR System Specialists AR System Developers CMDB Specialist CMDB Integrators ADDM Specialist Application SRM Specialists Application ITSM Specialists Enterprise Architects Technical ”Tool” Architects Reporting Administrators /Developers Identification of who will be affected by the implementation. A sample is shown below. Key Users Super Key Users Users 1st Line Support Change Owner Asset Manager End Users (Internal or Customers) Reporting Users Non-tool users Management roles Specialist roles User Roles
- 29. © Copyright 4/14/2015 BMC Software, Inc36 SAMPLE Role Based plan Program Members CIO Video WBT 15 Mins ITIL V3 Awareness WBT 3 hours Apollo 13 - An ITSM Case Experience™ ILT 1 day Product Awareness Overview: Busineness and Technical Reasons ILT ½ day Operational Steering Commitee ITIL V3 Awareness WBT 3 hours Apollo 13 - An ITSM Case Experience™ ILT 1 day Including ITIL V3 Whiteboarding Product Awareness Overview: Busineness and Technical Reasons ILT ½ day Enterprise Architects/SDM/Solution Owners CIO Video WBT 15 Mins ITIL V3: Awareness WBT 3 hours Apollo 13 - An ITSM Case Experience™ ILT 1 day Solution Overview + introduction to SMPM ILT 2 days Technical Product WBT Introductory/Overview training WBT Various Technical Product training ILT Various Service Desk Users (1000+) CIO Video WBT 15 Mins ITIL V3: Awareness WBT 3 hours Business Case and Solution Overview ILT 1 Hour Technical Product/Process online training WBT Various Town Hall/Knowledge Share Workshops ILT Various Development of Role based Learning Paths
- 30. © Copyright 4/14/2015 BMC Software, Inc37 Creating an Adoption Schedule – Just In Time
- 31. © Copyright 4/14/2015 BMC Software, Inc38 What do you need to Achieve to Successfully Adopt a solution? Produce and maintain documentation for new environment Capture and leverage current project deliverables and use same to provide training material 24/7 – off-line simulations, job-aids We have a multi-lingual organization, classes are only in English Limited time to train Refresh our documentation and training content Produce role specific training vs. generic training
- 32. © Copyright 4/14/2015 BMC Software, Inc39 A complete solution to rapidly Create, Organize, Distribute, Access & Maintain organizational knowledge to promote a community of collaboration. Record the menu paths, steps, field entries and screenshots automatically. Rapid content development with simulation capability. Edit both a document and simulation in the Single Source XML file. Publish the job aides for end user performance support. BMC Education Solution Accelerator (ESA) – More Than Training Content Development
- 33. © Copyright 4/14/2015 BMC Software, Inc40 ESA Tool Outputs Parent Document Simulations Guided Help Job Aids Cue Cards Quick References Configuration Information Training Material Exercises Test Scripts Post Go Live Support (Available 24x7) ESA Portal - Website
- 34. © Copyright 4/14/2015 BMC Software, Inc41 ESA – Documentation Approach End User Materials • Cue Cards • Work Instructions • Classroom Exercises • Simulations • eLearning Courses • Student Guides ESA Website • Policies • FAQs • Process flows • Concepts • Forms • Tips & Tricks Project Team Materials • Business Process • Configuration • User Acceptance • Test Scripts Business Systems Automated Capture Business Intelligence Corporate Knowledge
- 35. © Copyright 4/14/2015 BMC Software, Inc42 Thank You
Editor's Notes
- This should not be new to anyone. – defining the 3 areas to focus on when transforming the way your organisation does business more efficiently. But how do we put this into practice in an organisation? What are the key elements we need to focus on?
- Key Points: Four Main Themes that are driving change in today’s marketplace Associated Implications From Four Themes
- Key Themes Overview of Book Background Book is Written in Voice of CIO
- Key Themes Four Key Transformation Phases that Strategic IT Organization Progress Explain Each Phase, Why the Sequence, Examples from CIOs
- Key Themes 1. We will focus on phase 2; specifically around the key competencies and skills CIOs defined as necessary for IT organizations to transform to become strategic.
- Key Points 1. Understanding the Business is a key competency
- Key Points Understanding market dynamics is critical for IT personnel to effectively engage with business teams with credibility
- Key Points 1. Technology Prowess provides IT personnel with a set of high-level technology capabilities to effectively leverage IT organizations
- Key Points Cross-Competency Skills include Vision, Leadership, Communication, and Culture and Impact the three other competencies
- Key Points 1. Strategic IT Organization Competencies and Skills Framework reflects each of the four key competencies and associated skills required by a strategic IT organization
- Key Points A competency is different than a skill A skill represents a body of knowledge such as using a hammer to drive a nail into a piece of wood A competency represents how the knowledge is applies such as being able to build a house
- Key Points 1. Competencies and skills can be measured across a two by two matrix
- Key Points 1. Each of the skills within a competency can be assessed across the two dimensions of Skill Knowledge and Applying Knowledge
- Key Points Example of a company’s assessment and follow-on two year assessment Example reflects the assessment scores for each competency and how the competency improved 2 years later
- This should not be new to anyone. – defining the 3 areas to focus on when transforming the way your organisation does business more efficiently. But how do we put this into practice in an organisation? What are the key elements we need to focus on?
- What is the biggest cause of a program being unsuccessful? - not the technology, - the processes and procedures that need to be used around them and ensuring that there is continuous cycle of review and improve. This means we need to ensure the Adoption of the solution across the user base.
- The BMC SAFE methodology - built to ensure that People, Process and Technology are covered to maximise the user adoption High level overview of the 4 segments.
- Discussing the 4 areas (horizontal lines) Communications is key across the whole project Technical and process knowledge for the project team/SMEs/Specialists. User Enablement – Driving the knowledge of the project, business reasons for it etc. Measurement and validation – Analysing how successful we have been and cyclical reviews – new starter onboarding, bad habbits, Changes to processes etc.
- Most important is knowing when to deliver the right knowledge and the impact of not maintaining user adoption.
- How does BMC make this happen. Understanding that Education/Adoption starts at the beginning of the project. During the planning phase – understanding the requirements, planning any training by embedding this into the overall project plan. By understanding the solution at the Analysis phase, it is easier to ensure that all requirements are captured at this important stage. More time for defining this rather than showing what the tool can do. General review of each stage and the sort of training that needs to happen with emphasis on BAU/Operate- Adoption doesn’t stop! The piece that connects the people, process and tools and helps understand “Why” – both from a business and Market knowledge stand point - is communication.
- What do we need to understand when defining an Adoption plan? Who are the stakeholders – Those that are affected by the implementation. This can involve everyone from Executives – down to End Users or Customers (either internal or external) Each has a part to play in adopting a solution and need to be made aware of what is happening and why.
- Once the stakeholders have been identified we need to define what we need to do to get the right level of understanding for their role. The level and type of training will depend on the maturity of processes and tools in each organisation, but key to this is ensuring that everyone is speaking “the right language” - This stakeholder plan does not include Communications activities as typically this is included into a larger Communications plan
- The next stage is to develop the schedule. It is important to ensure alignment with key project stages to ensure alignment with changes to timelines. Resources will need to be trained at key points in the project – so time must be allocated. Need to ensure that training is JUST IN TIME – knowledge will be lost over time if not utilised.
- So how can we help you to achieve this? Some of the items you may want to utilise when adopting a solution are shown here.
- Fortunately BMC can assist you in getting this information together. By purchasing our web based training content, under our Right to Restyle agreements, at the beginning of the project this enables you to utilize the content from the awareness/Solution overviews prior to analysis workshops through to User enablement. This content can be leveraged using our Education Solution Accelerator tool which maintains a single source of data that can be easily updated to reflect your company name, and to build short guidance sessions or full blown training.
- We can then leverage this information to produce an number of different outputs which are typical to a project but also to BAU operations.
- Due to the different output formats you can therefore utilize this content to create different things like Skills Tests to ensure that people are still utilizing the solution correctly or even Knowledge base article information. This reduces the time the consultants are re-building documents during Design, through to post go live Test scripts, Work Instructions, “How to” sessions There are many possibilities. Drop by the BMC booth for a demonstration of the flexibility of this solution and to see how this could benefit you and the adoption of the solution.