The document discusses Shell's refreshed IT competence framework which is based on SFIA V3. It was designed to meet changing business demands and the new integrated delivery model for IT. The framework includes new job families and competence profiles with different skill levels required for each job grade in each family. It will be implemented through staff engagement sessions, the new My:IT website and portal, and the IT competence learning and development guide which provides resources and examples for staff to develop competencies.

1. SFIA V3 Based
IT Competence Framework in Shell
December 2008
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2. OUR REFRESHED IT COMPETENCE FRAMEWORK IS DESIGNED TO
MEET CHANGING BUSINESS DEMANDS
The role of IT in Shell is changing
which means that
How and where we deliver IT services from is changing
so we have developed a
New Integrated Delivery Model (IDM) for IT
which requires
New / different IT job families
that need
Different sets of competences
so we have
Refreshed the IT competence framework and
strengthened opportunities for IT learning and
t th d t iti f l i d
development 2
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3. 3
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4. 4
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5. New My:IT Website
http://sww.shell.com/it/hr/myit
p y
View information for line managers/ HR Professional, by individual,
the competence framework and 3 step or about communities Information displayed is filtered by the users
choice of job family and job grade and what
they want to do on the portal
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6. IT Competence Framework
Supervisory &
IT JOB MAP Technical & Project Roles
Advisory Roles
Managem ent Roles Executive Roles
IT Skill Pool JG 8 JG7 JG6 JG5 JG4 JG3 JG2 JG1 JGA JGB
IT Managem ent JG 3 - B
M t
IT Governance
IT Supplier Managem ent JG 3 - A
Business System s Managem ent Business System s Managem ent JG 4 - A
IT Strategy, Plan & Portfolio Mgm t JG 3 - A
IT Strategy, Planning & Portfolio Managem ent IT Architecture JG 3 - A
Inform ation Security JG 5 - 1
IT Service Managem ent JG 5 - A
IT Service Managem ent & Integration
IT Service Com pliance & Assurance JG 6 - 2
IT Project & Program m e Managem ent JG 5 - A
IT Project & Program m e Managem ent
IT Project Managem ent Office JG 7 - 3
Business IT Change Managem ent JG 4 - 1
Business Analysis
Business Analysis JG 6 - 1
IT Consultancy JG 5 - 2
Data Analysis JG 6 - 2
IT Solutions Consulting & Developm ent
Softw are Developm ent & Deploym ent JG 7 - 3
Softw are Testing JG 7 - 4
IT Process Managem ent JG 5 - 3
IT Service Delivery & Support JG 7 - 3
IT Service Delivery & Support
Data Managem ent & Adm inistration JG 7 - 3
IT Service Desk JG 8 - 5
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7. SO WHY CHOOSE SFIA & SFIA
PLUS?
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8. WHY SFIA?
• I f ti Technology is not a core business for Shell, so we needed to look for an externall
Information T h l i t b i f Sh ll ddt l kf t
framework rather than build our own.
• As a global organisation we need to be able to satisfy many different interests.
interests
• SFIA was assessed as the only viable external competence model.
• SFIA offers the opportunity to benchmark ourselves against other major users of the
ff h i b h k l i h j f h
framework.
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9. SECOND – WHY SFIA PLUS?
• Our existing framework dating from 2001/2002 was built using the BCS Industry Structure model
version 3.
• SFIA Plus was considered to be a logical step forward.
g p
• SFIA Plus came with migration guidance for ISM3 users
• We were able to map existing ISM3 based job families to SFIA to gain confidence in the framework.
framework
• We were able to map the Shell Job Grade structure to SFIA levels via the mapping guidance between
ISM3 and SFIA.
• SFIA Plus is externally hosted, easy to access globally and cost effective!
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10. Initial mapping of Job family from ISM3
to SFIA Plus v3
New
Mapped
pp Defined
ISM3 SFIA3 Mapped SFIA3
Skillpool Job Family JG Role LEVEL Skill LEVEL Skill LEVEL
Project Management IT Project Management 4 PRMG 4 PRMG 5 PRMG 5
CPIM 5
BENM 5
IT Project Management 3 PRMG 5 PRMG 5 PRMG 5
CPIM 5
BENM 5
PRMG 6 PRMG 5
PGMG 6 PGMG 6
IT Project Management 2 PRMG 8 PRMG 7 PRMG 6
PRMG 7 PRMG 6 PGMG 6
PGMG 8 PGMG 7 CPIM 6
BENM 6
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11. Project Management JG4
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12. 12
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13. 13
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14. 14
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15. IMPLEMENTATION
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16. Framework describes jobs & competences we need going
forward
1. A position belongs
to a job family
2. A job family (defined
3. Each job family has a
Using
U i SFIA Plus V3)
Pl competence profile with defined proof points
belongs to a skill pool
Supervisory &
IT JOB MAP Technical & Project Roles
j
Advisory
Ad isor Roles
Managem ent Roles
g Executive Roles
IT Skill Pool JG 8 JG7 JG6 JG5 JG4 JG3 JG2 JG1 JGA JGB
IT Managem ent JG 3 - B IT Consultancy Business Analysis Techniques
IT Governance
IT Supplier Managem ent JG 3 - A
Business and IT Investment Proposals
Business System s Managem ent Business System s Managem ent JG 4 - A
Business Characteristics / Environment
IT Strategy, Plan & Portfolio Mgm t JG 3 - A
IT Strategy, Planning & Portfolio Managem ent IT Architecture JG 3 - A Business Process Improvement Techniques
Inform ation Security JG 5 - 1 Consultancy
IT Service Managem ent & Integration
IT Service Managem ent JG 5 - A Information Capture Techniques
p q
IT Service Com pliance & Assurance JG 6 - 2
IT Project Management Planning and Organisation
IT Project & Program m e Managem ent JG 5 - A
IT Project & Program m e Managem ent
IT Project Managem ent Office JG 7 - 3
Business IT Change Managem ent JG 4 - 1 Personal &Business Analyses & Solves Problems
Business Analysis
Business Analysis JG 6 - 1 Communicates and Persuades
IT Consultancy JG 5 - 2 Team Working
Data Analysis JG 6 - 2
IT Solutions Consulting & Developm ent
Softw are Developm ent & Deploym ent JG 7 - 3
Softw are Testing JG 7 - 4
g
Group Leadership Champions Customer & Stakeholder Focus
IT Process Managem ent JG 5 - 3
IT Service Delivery & Support JG 7 - 3
IT Service Delivery & Support
Data Managem ent & Adm inistration JG 7 - 3
IT Service Desk JG 8 - 5
6 Staff can use the job map 5. Staff can compare 4. Using Shell People (Shell’s
to plan their future their personal profile HR System), staff
Leadership
career and development to their job profile …
develop a personal
needs to identify Pers & Bus competence profile
…
development needs …
IT Functional
F ti l
…
Other 16
…
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17. The My:IT portal and booklet will support the
implementation and use of the new IT Competence
p p
Framework
– The booklet will be made available to all IT staff following the staff
g
engagement sessions
– Staff engagement sessions (mixture of face-to-face and web
casts) were run Sept thru Nov 2008
– The My:IT portal will:
• Provide the information needed for IT staff and Line Managers to
complete the competence assessment and develop a learning plan
• Show the learning and development opportunities available per job
family and for each IT Functional Competence
• Provide descriptions of the competences and the different skill levels
expected at each job grade in each job family
• Provide examples of career paths in Shell IT
• Answer frequently asked questions and contact points for assistance
• Provide links to communities (e.g. project manager) in Shell IT
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18. An example of a career path
Technical & Project Roles
IT Career Path Example - ‘Business’ Focus
Early in the career, most graduates or new Supervisory & Advisory Roles
At the mid-level career, staff are
Scope &with a business focus tend to follow
recruits dimensions:
Early in the career, most graduates or
encouraged to deepen their business Staff qualified to progress to senior level
new recruits career technology Business
a ‘specialist’ with a path in the focus tend
Member of a local/regional/global team Very few will reach
knowledge & broaden their tend to focus on innovations, strategic
to project skill pool to build knowledge in
or follow a ‘specialist’ career path in the
Analysis At the mid-level career, staff are executive level to take on
professional skills (e.g. Project Mgt, contributions to businesses and
Infrastructure goals:
Development and/or Application skill core
business operations and processes, and encouraged to deepen and broaden their Group or Business IT executive
Business Analysis). Typical roles
pool to build core IT skills and gain IT one
• Technical expertise (SAP and support)in
IT skills in applications IBM MS etc
(SAP, IBM, etc.) technical expertise as well as develop IT/business partnerships. Typical roles leadership roles e.g. CIOs
eg
include B i
i l d Business Analyst, Project
A l t P j t
• Process lines of experiences Typicalor
service delivery businesses. in one roles
or more knowledge (ITIL etc.) professional skills (e.g. Project Mgt, include IT Portfolio Mgr, Programmer Mgr,
Mgr, Customer Service Mgr, IT Business Systems Mgr etc. Executive-level career
more businesses. Analyst,roles include GF)
include Business Typical Data Analyst,
• Cross-business experience (i.e. EP, DS, ST, Apps Service Mgt, Consultancy). Typical roles
Solution Consultant etc.
Support Analyst,etc.
Support Analyst, Systems Engineer,
• Project & team working experience include IT Project Manager, IT Service Senior-level Career
• Support & service etc.
Service Manager delivery experience
Early Career Mid-level Career
Manager, IT Consultant/Architect etc.
• Personal & business effectiveness
G8 JG7 JG6 JG5 JG4 JG3 JG2 JG1 JGA JGB
IT Manager
IT Management
Augment with moves in and out of Business IT Supplier Mgmt
Business Systems Manager Global Bus Systems Mgr
Business Systems Mgmt
IT Strategy, Planning & Portfolio Mgmt
IT Job Map IT Portfolio Manager Architecture
IT
Information Security
IT Service Mgmt & Integration
IT Service Compliance & Assurance
Sr/Lead Project
Project Manager Project & Programme Mgmt
IT Programme Manager
Manager
```
IT Project Mgmt Office PMO Manager
PMO Analyst
Business IT Change Mgmt Skill Pool Colour Code:
Business Analyst Business Analyst Analysis
Business Sr / Lead Business Analyst
IT Governance
IT Consultancy
Business Systems Management
Data Analysis
Data Analyst IT Strategy, Planning & Portfolio Mgmt.
Software Development & Deployment
Software Testing IT Service Management & Integration
IT Project & Programme Management
IT Process Mgmt
App Support Business Analysis
B i A l i
IT Service Delivery & Support
Analyst
IT Solutions Consulting & Development
Data Mgmt & Administration 18
IT Service Desk IT Service Delivery & Support
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19. How is it being implemented?
The Competence Management Process drives
development
d l t
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20. Use learning & development guidelines to address competence
gaps
L&D Guidelines
Any form of material
y
that can be used as a 4-Box M d
4 B Modell Any form of training that can be
reference. Examples:
followed in any format. Examples:
• Books
• Shell Open University
• Publications
courses
• Websites
• SkillSoft or other e-learning
• Newsletters
Reference Materials Training Courses • External training
• Networks /
• Training based professional
Community
certification
Any formal or informal Specific experience that may
activities that may Professional support you in your development.
support you in your On-the-Job C hi
O th J b + Coaching Examples:
development.
Examples:
Experiences • Experiences that prepare
you for your position
• Coaching • Professional certification
• Mentoring • Membership / Involvement
• Contacts with 3rd with Professional Bodies
parties • Roles you may want to
• Engaging consider
stakeholders • Projects
• Responsibilities y may
p you y
wish to include as part of
your role 20
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21. IT Competence Learning & Development Guide
Examplel
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22. Project Management Methods
Learning & Development Guide
Welcome to the Project Management Methods Learning & Development Information Guide.
This Guide profiles IT Learning & Development suggestions linked to Project Management Methods from websites to on-the-job activities.
Use the guide as a starting point to generate ideas when you are having a Development Discussion with your Line Manager. Think about how you like to learn, and how you can develop your competences
on-the job. Support for any of these activities (in terms of time or financial commitment) needs to come from your Line Manager and must be in line with local HR Policy. Please discuss with your Line
Manager or local HR Representative to learn of any specific guidelines for your region or line of business.
Definition Project Management Methods – Principles, methods, techniques and tools for the effective management of projects from
initiation through to implementation. Example: PMI PMBOK, Project Delivery Framework and PM Toolkit.
Feedback
This is intended to be an evergreen document. Do you have an idea about how to develop an area that you would like to add to the Portfolio? Please send your ideas for future versions by way of email to
MyIT_mailbox@shell.com.
Reference
Training Courses
Materials
On the Job
On-the-Job + Professional
Coaching Experiences
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23. Project Management Methods
Reference Materials Training Courses
Provider Course Contact Level
SkillSoft 24/7 books Shell Learning IT PMFE - Shell IT Project Management Toolkit (PDU10); SOU portal Knowledge / Skill
• Project Management Book of Knowledge (PMBOK), 3rd Edition IT PMFE - Project Delivery Framework (PDU 7);
• PMP exam preparation, Rita Mulcahy Project Management with MS Project 2000;
ESI Managing Projects (PDU 22.5);
• Project Management, Harold Kerzner PMI – PMP Exam Preparation (PDU 15);
Other books Project Leadership, Management & Communications (PDU 22.5);
• Project Manager’s Spotlight on Change Management – ISBN 0782144101
j g p g g g ESI Leading Complex Projects (PDU 22.5);
g p j ( )
Publications ESI Requirements Management: A Key to Project Success (PDU 22.5)
• Shell IT Project Delivery Framework Handbook, Type Guides, Support Guides, and Control Level ESI – Taking Charge of Organisational Change (PDU 22.5)
Vendor Selection & Management: A Collaborative Approach (PDU 22.5)
Guides - http://sww-deliveryframework.shell.com/index.asp?p=guides
Web links
• Shell IT Project Management Functional Excellence
• IT Project Delivery Framework
j y
• IT Project Management Toolkit
• Project Management Institute (PMI)
Virtual Project Management (PDU 2) eLearning via Awareness /
TestPrep Project Management Professional (PDU 52.5) SOU portal Knowledge
SkillSoft
Project Execution
Core C
C Concepts in Business Analysis
t i B i A l i
Effective Supplier Management Strategies (Skillbrief)
On-the-Job + Coaching
J g Professional Experiences
P f i lE i
• Familiarise with project management standards, methodologies, & tools, and get mentoring from a
certified project manager ROLES
• Take project management courses and participate in technology implementation projects to gain • Roles in IT service operations and support as well as technology evaluations & implementations to acquire technical expertise, broaden technical scope,
experience and gain understanding of end-to-end IT service delivery to the businesses
• Get PMP certification and manage business IT projects of medium complexity • Role as junior/fully competent IT project manager applying project management methods, tools and techniques to deliver projects of low/medium
• Take on project management office roles to deepe project management knowledge and gain insight
a e o p oject a age e t o ce o es deepen p oject a age e t ow edge a d ga s g t complexity
l it
to tools & best practices
• Role in project management office (PMO) advocating and applying project management methods, tools and best practices to support IT projects
• Take on business IT project management roles of increasing size, scope and complexity, broaden
business knowledge and gain more experience in change management, stakeholder & supplier • Role in business IT to deepen knowledge of business operations & build relationship with business stakeholders
management, and working in a multi-cultural environment • Role as senior/lead project manager delivering business IT projects of high complexity, often of regional or global nature, in a multi-cultural and multi-
• Get internal PM accreditation, broaden project type and scope vendor environment with direct reporting line into the project steering committee and senior business stakeholders.
• Participate in project management network / community to share experiences and best practices in
p j
project management,, and coach and mentor less experienced staff in this area.
g p
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24. QUESTIONS ?
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