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Building Cloud Competencies

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Focus on developing high performing IT organisations and people by providing cost effective / high impact advice and support
# adoption & implementation of SFIA or other skills and competency frameworks.
# Up skilling / cross skilling your IT workforce
# Helping you develop Cloud competencies
# IT skills assessment & gap analysis
# Supporting IT transformation programmes - validating Target Operating Models and Organisation Designs.
# Supporting the people side of process improvement projects
# Strategic workforce planning and workforce development.
# Developing an IT Learning and Development strategy and operational IT L&D plans.
# Developing compelling career paths and career development processes

Published in: Business
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Building Cloud Competencies

  1. 1. Building Cloud Competencies Rising to the challenge of 2 speed IT
  2. 2. Part Solid Part Fluid Image: DonkeyHotey How can IT re-invent itself? Reactive Technical skills Order takers Activity focussed Try to control all IT Shadow IT risks Can do, Proactive Relationship management Commercial focus Strategic business partners Value Focussed Shadow IT governed
  3. 3. Photo by tudedude
  4. 4. Cloud Broker Cloud Architect Cloud Developer Cloud Administrator Cloud Coordinator Cloud Systems Manager Cloud Batch Administrator Cloud Recruiter Cloud Financial Manager Cloud Security Architect Cloud Audit Manager Cloud Service Catalogue Manager Cloud Service Level Manager Cloud Performance Manager Photo by snailsareslimy Woolly language and jargon do not help … … and new job titles DO NOT describe competencies & skills
  5. 5. e.g. Supplier relationship management, Information Security Process Abilities e.g. Service Integration & Management e.g. Thinks and acts commercially e.g. Cloud service contracts, Cloud TCO Action Action Action Action Action Activity / Task e.g. Create Service Catalogue Professional Skill Behavioural Skill Knowledge Experience e.g. Have demonstrated competence by managing cloud based services SFIA focuses on Professional IT skills SFIA We can use this model … … to bring precision to our people requirements
  6. 6. Strategy Development •Business Plan •IT & technology plan Organisation design Process design Technology and applications architecture Role requirements Skill requirements  Gap analysis  Prioritization  Action planning Operational People Management  Skills assessment  Skills development  Performance management Analyse medium to long term outlook Incorporate technology strategy Prioritise critical skills for future business needs Plan for change Maintain Transition Grow Skills flight pathSkills Planning Skills Flight Path You can plan the development needed to execute your Cloud strategy
  7. 7. set strategy, inspire, mobilise 7 initiate, influence 6 ensure, advise 5 enable 4 assist 2 apply 3 follow 1 The skill levels of the in-house team will need to shift upwards toward management, strategic and commercially focussed levels. Represented in SFIA by: Levels 5, 6 & 7 Upwards shift SFIA skill levels An upward shift in skill levels is needed And SFIA can help you describe precisely what you need
  8. 8. The internal organisation will need to grow specific professional skills described in SFIA such as:  Enterprise & business architecture  IT Governance  Innovation  Service level management  Supplier relationship management  Contract management  Procurement  Information Assurance  Information Security  Financial management for IT Grow Transition out Maintain Grow Indicative skills flight- paths mapped to SFIA Upwards drift to levels 5,6 & 7 Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk. Maintain Grow In addition: new skills & knowledge … … are needed to reflect different responsibilities
  9. 9. SFIALevel7 Autonomy: Has authority & responsibility for all aspects of … Influence: Makes decisions critical to organisation success … Complexity: Leads on the formulation of strategy … Business skills: Has a full range of strategic management … Supplier relationship management On behalf of a client organisation, the identification and management of external suppliers to ensure successful delivery of products and services required by the business. Determines overall supplier management strategy, embracing effective management and operational relationships at all levels. Establishes a framework to monitor the service provided and ensure value for money over the lifetime of the contract … … SFIA skill name SFIA defines the skill of Supplier relationship management and also describes how it looks for each SFIA level … in this case for level 7 Generic definition of SFIA level 7 Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk. Example SFIA skill definition SFIA provides precise definitions … … to clarify and quantify the skills gaps to be closed SFIA
  10. 10. Photo by fdecomite
  11. 11. Strategic Intent – what do we want to achieve? Workforce Demand – what kind of people will we need? Workforce Supply – what kind of people do we have? Workforce Management – Bridging the gap between demand and supply by active management of : 1. Attract: How will we ensure that the people we need are interested in joining us? 2. Identify: How will we select people who are right for our current and future needs? 3. Grow: How will we develop and grow our current employees? 4. Buy: What skills will we source externally and from where? 5. Keep: How will we manage engagement and motivation to retain the people we need? 6. Lose: Which of our current people would be better suited elsewhere? 2015 2016 2017 IT Capability Targets Key questions •Which roles / skills do you want to grow? •What will you be keeping in-house, what will you out-source? •What roles / skills will not be required going forward? •How many people, with what skills, do you need to execute your plans? •Operational plan – 1 year, Strategic plans 3-5 years Making IT Talent an organisational priority
  12. 12. Photo by BrunoDelzant
  13. 13. De-motivators  Interesting new work given to external resources only  Not asking for individual preferences  Assume internal staff should focus on the old world  No investment available for developing internal staff  Development is an afterthought - leave things too late to develop internal staff  Recruiting exclusively at senior levels  Scaremongering Motivators  Provide development opportunities  Hire external SME’s who will mentor internal staff  Support from leadership team  Timely, open & honest career conversations  Recruit to back fill and let internal staff develop  Help internal staff develop broader commercial skills  Allow time and space to investigate  Early communication explaining the approach
  14. 14. Project Management Current Transition Future Change Management Unified Value Proposition of Change Management and Project Management Copyright ©Prosci All rights reserved The solution is designed, developed and delivered effectively (Technical side) The solution is embraced, adopted and used proficiently (People side) SUCCESS Create a single integrated plan … … to ensure your people enthusiastically adopt new skills & behaviours
  15. 15. 70% 20% 10% 70% ON the job Learning by experience: • Assignments - directly related to role • Assignments - outside usual work responsibilities • Increased responsibilities in current role 20% - NEAR the job Learning from others: • Feedback • Networking / conferences • Informal learning communities • Web based research • Internal / external • Coaching / mentoring from experts 10% - OFF the job Formal training courses or certifications Actions to develop Cloud competencies … … cannot only focus on formal training or IT certifications
  16. 16. @Peter_Leather

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