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IT Professionalism as a Reality


Colin Tweddle
C li T ddl
Head of Personal Tax and Credits Portfolio, HMRC IMS
          ...
Pen Picture


• Career in IT since 1984
• Programming/Middleware/Networks/Live
 Support/Service Management/Project and
 Pr...
Structure


• Background
• Iteration 1
• Iteration 2
• Where are we now?
• Forward Look / Organisational Learning
Glossary


• HMRC – the company
• IMS – the in-house IT department
• ASPIRE – the outsourced IT supplier (though
 some in-...
Background - HMRC


• Total no employees – 92,000
• Offices in 300 locations
• Over 250 large scale IT systems
• Our main ...
Background: IMS within HMRC

   Architecture, Information & Innovation   82


   Business Change Management               ...
Introducing ‘IT Profession into:
             IT Profession’


• Dynamic Organisation structure
• Mixed in-house and suppl...
IMS Lite Five Internal IT Functions That Should Not Be Outsourced
    Lite:
IMS Lite Roles
                               ...
Introducing ‘IT Profession into:
             IT Profession’


• Dynamic Organisation structure
• Mixed in-house and suppl...
Our Journey to World class – IMS / Aspire

•   How will IMS look and feel:
     – Customer centric
     – Market leader in...
Why do it?


• Single threaded, single processor, wetware
• ‘IT Crowd’ image > recognition of abilities
• Release Potentia...
Timeline



           Iteration 1
  2005                   2006           2007
                                Iteration 2
Iteration 1
What went Wrong


• Design
• Publicise
• Launch
• Sign up
    g p
• …and Slump
Overly Bespoke



       HMRC IT SF – IMS, 40 skills 5 levels


   Govt IT Prof’n – x-govt, 59 skills, 7* skills levels


...
Management Input/Attention
Cultural Underlay
Iteration 2
Key Decisions


1. Skills Framework to be key focus of Nov w/shops
2.
2  Mandation / Embed
3. Going Vanilla
4.
4  Beef U M...
A
Architecture Information
           e,          n
    and Innnovation



      Business
       Cha
         ange
     Ma...
IT Profession Skills – Virtual Team
Virtual Team                                            Deepak Singh
                 ...
‘Vanilla’
 Vanilla



      HMRC IT SF – IMS, 40 skills, 5 skills levels



 Govt IT SF – x-govt, 64 skills 6/7 skills lev...
Role Basis



   Job        Role         Skill



             Process   RACI entry
Embed in Performance Mgt
 ion Skills v 1
            v.1

                      Jobholder                                 ...
Measure through KPIs


• 15% Uplift of overall Skills Index in a year
• 93% Alignment within a year
• 5 days professional ...
Where are We Now?
IT Profession Skills – Virtual Team
 Virtual Team                                         Jim Harra
                      ...
Products


• ITP Website
  – Holding skills definitions, events, community info
• ITP Prospectus
  – Development opportuni...
Culture
Concept > Concrete
Hot Topics


• Issues where organisational ‘fit’ is very loose OR
 very ti ht
      tight
• Still not fully embedded into ...
Maturity/Adoption Model

                       I am improving

     Advocates
                     I am implementing


  ...
E-Phonebox
Metrics


• KPIs moving in the right direction, need to
 increase pace
• 32 in-house events staged this ( ) y
            ...
Forward Look
What s
What’s Next


• Wider Skills ‘Footprint’ under discussion
• Strengthening the link with line– and
 p
 performance m...
Lessons Learned


• Visible Competency Leads, with adequate
 support
• De-personalise.Critique roles and fit, not
 individ...
Thanks
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HMRC IT Professionalism as a Reality SFIA

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HMRC IT Professionalism as a Reality SFIA

  1. 1. IT Professionalism as a Reality Colin Tweddle C li T ddl Head of Personal Tax and Credits Portfolio, HMRC IMS ,
  2. 2. Pen Picture • Career in IT since 1984 • Programming/Middleware/Networks/Live Support/Service Management/Project and Programme Management P M t • Based in Newcastle • Currently lead the HMRC Personal Tax and Credits Portfolio • Competency Lead for P&MS within HMRC
  3. 3. Structure • Background • Iteration 1 • Iteration 2 • Where are we now? • Forward Look / Organisational Learning
  4. 4. Glossary • HMRC – the company • IMS – the in-house IT department • ASPIRE – the outsourced IT supplier (though some in-house provision remains) • ITP – IT Profession
  5. 5. Background - HMRC • Total no employees – 92,000 • Offices in 300 locations • Over 250 large scale IT systems • Our main contact centre handled 57 million calls in the year to March 2007. • Total receipts – £402 3 bn £402.3
  6. 6. Background: IMS within HMRC Architecture, Information & Innovation 82 Business Change Management 176 Solutions Delivery & Implementation 170 Service Delivery y 569 Procurement & Management Support 411
  7. 7. Introducing ‘IT Profession into: IT Profession’ • Dynamic Organisation structure • Mixed in-house and supplier provision • Refocus on roles between business/IT/supplier
  8. 8. IMS Lite Five Internal IT Functions That Should Not Be Outsourced Lite: IMS Lite Roles Supply Demand 1. IT Leadership 2. Solutions Architects Side 1 Side Driving innovation 3. Business Solutions in the business and 4. Portfolios aligning IS strategy 5. Live Services & 2 Contract Operations 3 Embedded Delivering in the change to the business business 4 Internal and Supplying and pp y g external supporting 5 service infrastructure providers Source: Gartner
  9. 9. Introducing ‘IT Profession into: IT Profession’ • Dynamic Organisation structure • Mixed in-house and supplier provision • Refocus on roles between business/IT/supplier • ‘World Class’ campaign p g
  10. 10. Our Journey to World class – IMS / Aspire • How will IMS look and feel: – Customer centric – Market leader in thoughts and innovation g – Delivering innovative & competitive solutions –I Investing in talent development ti i t l t d l t – Providing support for individual empowerment – Continuously improving performance – A great place to work Journey to World Class
  11. 11. Why do it? • Single threaded, single processor, wetware • ‘IT Crowd’ image > recognition of abilities • Release Potential • Optimise Utilisation p • Support/Buttress Organisational Change
  12. 12. Timeline Iteration 1 2005 2006 2007 Iteration 2
  13. 13. Iteration 1
  14. 14. What went Wrong • Design • Publicise • Launch • Sign up g p • …and Slump
  15. 15. Overly Bespoke HMRC IT SF – IMS, 40 skills 5 levels Govt IT Prof’n – x-govt, 59 skills, 7* skills levels SFIA – x-industry, 78 skills, 7 skills levels y, ,
  16. 16. Management Input/Attention
  17. 17. Cultural Underlay
  18. 18. Iteration 2
  19. 19. Key Decisions 1. Skills Framework to be key focus of Nov w/shops 2. 2 Mandation / Embed 3. Going Vanilla 4. 4 Beef U Mgt T B f Up M t Team Consequences: • Align on Govt Prof’n • Rename, Regroup and Relevel • Role basis R l b i • Apply to vacancies
  20. 20. A Architecture Information e, n and Innnovation Business Cha ange Manag gement and Architecture Enterprise Strategy Solutions Delivery and d Implemenntation CIO (Board level) Service Delivery Delivery Management ment and Procurem Managemen Support nt
  21. 21. IT Profession Skills – Virtual Team Virtual Team Deepak Singh Head of IT Profession John Wass Janine Gaffney Deputy Head of IMS Support IT Profession Mark Barber Bill Williamson Colin Tweddle Mike Coyle Tim East Competency Lead for Competency Lead for Competency Lead for Competency Lead for Competency Lead for Business Change Solutions Delivery Procurement and Architecture Information Service Delivery Management and Implementation Management Support and Innovation Dianne Kidd Di Hayden Shannon H d Sh Nick Paul Ni k P l Ian Sadler Martin Hodge M ti H d Support Support Support Support Support
  22. 22. ‘Vanilla’ Vanilla HMRC IT SF – IMS, 40 skills, 5 skills levels Govt IT SF – x-govt, 64 skills 6/7 skills levels SFIA – x-industry, 78 skills, 7 skills levels y, ,
  23. 23. Role Basis Job Role Skill Process RACI entry
  24. 24. Embed in Performance Mgt ion Skills v 1 v.1 Jobholder Manager Competency Lead 1. Jobholder is assigned job (consisting of one or more roles ) 2. Jobholder gets role profile (s) and skill level assessment criteria from Intranet site 3. Jobholder assesses current IT skills against role profile (s) No skills gap identified AF1 4. Jobholder identifies 4 J bh ld id tifi IT skill gap 5. Manager and jobholder agree IT skill gap and IT development need 6. Jobholder updates PDE Part 1B Development Objectives with p j 7. Manager establishes th t 7 M t bli h that IT development need jobholder needs to change community No change needed AF3 AF2 1. At BF step 8 and 8. Manager notifies old and 1 At BF step 8 and AF1 AF1 step 4, there is it l d
  25. 25. Measure through KPIs • 15% Uplift of overall Skills Index in a year • 93% Alignment within a year • 5 days professional development per head
  26. 26. Where are We Now?
  27. 27. IT Profession Skills – Virtual Team Virtual Team Jim Harra Head of IT Profession John Wass Deputy Head of IT Profession C&AP Contributo and Alliance Nigel Green Steve Rowlands Colin Tweddle Tim East Mike Coyle Competency Lead for Competency Lead for Competency Lead for Competency Lead for Competency Lead for Business Change Solutions Delivery Procurement and Service Delivery Dia Kidd Architecture Information Management and Implementation Management Support ory ane and Innovation Dianne Kidd Di Nick Paul Ni k P l Ian Sadler Tracy Bailey T B il e Support Support Support Support Support
  28. 28. Products • ITP Website – Holding skills definitions, events, community info • ITP Prospectus – Development opportunities – driven by needs analysis • ITP Newsletter – Bimonthly – aims to retain visibility and focus
  29. 29. Culture
  30. 30. Concept > Concrete
  31. 31. Hot Topics • Issues where organisational ‘fit’ is very loose OR very ti ht tight • Still not fully embedded into BAU management y g • Some issues fitting underlying SFIA structure for a large federal organisation large, federal, • Interest in links to x-government work and g external organisations
  32. 32. Maturity/Adoption Model I am improving Advocates I am implementing I am planning adoption I have a mandate Planners for my org. org CIO* sign up g p Thinkers I understand the Framework d t d th F k
  33. 33. E-Phonebox
  34. 34. Metrics • KPIs moving in the right direction, need to increase pace • 32 in-house events staged this ( ) y g (fin) year • 500+staff have participated in ITP activities
  35. 35. Forward Look
  36. 36. What s What’s Next • Wider Skills ‘Footprint’ under discussion • Strengthening the link with line– and p performance management g • Strengthening the job description/job filling link • Better metrics
  37. 37. Lessons Learned • Visible Competency Leads, with adequate support • De-personalise.Critique roles and fit, not individuals d their histories i di id l and th i hi t i • Don’t make it any more complex than it y p absolutely has to be – start simple, start small • Embed in the familiar. Build into routine familiar management practices from day 1
  38. 38. Thanks

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