This document summarizes the journey of HMRC's IT department, IMS, in establishing an "IT Profession" framework to better define IT roles and skills. After an initial unsuccessful attempt, IMS implemented a second iteration that focused on aligning with the broader government IT skills framework, renaming roles, and embedding the framework in HR processes like performance management. The framework is now established but continues to evolve, with goals of expanding the skills definition, strengthening performance management links, and improving metrics to measure adoption and impact. Lessons learned included ensuring visible competency leadership, focusing on roles not individuals, keeping the framework simple, and embedding it in existing management practices.
The document summarizes National Grid's use of the Skills Framework for the Information Age (SFIA) to develop their IT staff.
They used SFIA to [1] define IT roles, [2] assess staff capabilities and create development plans, and [3] identify training needs. This led to improved staff survey results on career development and training opportunities. Project management effectiveness also increased.
National Grid is now focusing on globalizing their IT organization using SFIA. They conducted a second global staff survey in 2009 and have established a global people program and communities to further develop staff skills on a worldwide level.
Non Linear Models Driving The Next Phase Of Growth For The Indian It IndustryAljoJohnson
Our team recently released tis publication in collaboration with CII. This was widely appreciated by most IT Leaders present at the conference. Iy you are a CEO, this is a consolidated reference document of al talking points in te industry that provides prescriptive next steps for your company. I am sharing this document for the benefit of my Linkedin connections. Kindly feel free to reach-out if you want to discuss further.
Please drop me a note on - aljo@kpmg if you have lost my number.
Éclat provides IT solutions and staffing services. It offers Oracle/PeopleSoft, Siebel, and SAP implementation, management, and support services. Éclat's benefits include an experienced in-house team, highly skilled consultants, and reliable prompt service. The recruitment process involves identifying qualified candidates for clients and presenting them for review.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
This document discusses Cablevision's investigation into using offshore outsourcing for IT projects. It outlines the roadmap Cablevision followed, which included fact finding, socializing the idea internally, developing a strategy, preparing staff, and engaging a vendor. It notes challenges like cultural differences but also potential benefits like cost savings. The key is finding the right projects, doing thorough due diligence on vendors, and managing the relationship actively long-term.
Performance driven dashboards & role based portals d hill bmick arc orlando 2008ARC Advisory Group
The document discusses performance driven dashboards and role-based portals. It notes that businesses are implementing these tools to improve operations effectiveness, integrate information sources, address information overload, and foster innovation. Role-based portals provide the right information to users based on their role in order to improve decision making, productivity, and flexibility. The document outlines strategies for developing these tools, including defining clear business objectives and partnering with software suppliers that provide technology platforms and industry-specific solutions.
Langley Search & Selection is a niche consultancy specializing in supply chain recruitment. They have an established client base of large blue chip companies and significant repeat business. They offer bespoke recruitment services including permanent recruitment, retained search assignments, contingency recruitment, and interim management. Their recruitment process involves an in-depth client briefing, attracting candidates through their network and databases, and competency-based assessments that evaluate candidates against both client and industry requirements.
A top issue with IT service and support organizations today is how to drive greater business
value from SAP solutions. Most often, the degree of value is directly tied to the decisions
business leaders make on which SAP projects, enhancements, and new solutions they will ask
IT to deliver to their organizations. This presentation will dive into today\'s challenges facing
CIOs, technology delivery executives, and IT project managers: How do you balance the
customers\' demands for SAP enhancements against finite technical resources and managing the
IT portfolio? How do you build close, sustainable relationships with business leaders in order to
drive greater influence on the strategic direction of SAP within their operations? What changes
need to be made within IT itself (organizational structure, job roles, skills) in order to move
from an "order-taker" to a valued partner? This presentation will explore the role of the IT
business partner within Day & Zimmermann - the many successes achieved and challenges
faced in influencing the strategic direction of SAP within its businesses. The presentation will
provide detail on how Day & Zimmermann\'s IT business partners work with executive teams,
their sphere of influence on business and IT decision-making, and driving ownership together
with the interpersonal skills, organizational structure, and IT processes required for strategic
alignment between IT and business stakeholders.
The document summarizes National Grid's use of the Skills Framework for the Information Age (SFIA) to develop their IT staff.
They used SFIA to [1] define IT roles, [2] assess staff capabilities and create development plans, and [3] identify training needs. This led to improved staff survey results on career development and training opportunities. Project management effectiveness also increased.
National Grid is now focusing on globalizing their IT organization using SFIA. They conducted a second global staff survey in 2009 and have established a global people program and communities to further develop staff skills on a worldwide level.
Non Linear Models Driving The Next Phase Of Growth For The Indian It IndustryAljoJohnson
Our team recently released tis publication in collaboration with CII. This was widely appreciated by most IT Leaders present at the conference. Iy you are a CEO, this is a consolidated reference document of al talking points in te industry that provides prescriptive next steps for your company. I am sharing this document for the benefit of my Linkedin connections. Kindly feel free to reach-out if you want to discuss further.
Please drop me a note on - aljo@kpmg if you have lost my number.
Éclat provides IT solutions and staffing services. It offers Oracle/PeopleSoft, Siebel, and SAP implementation, management, and support services. Éclat's benefits include an experienced in-house team, highly skilled consultants, and reliable prompt service. The recruitment process involves identifying qualified candidates for clients and presenting them for review.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
This document discusses Cablevision's investigation into using offshore outsourcing for IT projects. It outlines the roadmap Cablevision followed, which included fact finding, socializing the idea internally, developing a strategy, preparing staff, and engaging a vendor. It notes challenges like cultural differences but also potential benefits like cost savings. The key is finding the right projects, doing thorough due diligence on vendors, and managing the relationship actively long-term.
Performance driven dashboards & role based portals d hill bmick arc orlando 2008ARC Advisory Group
The document discusses performance driven dashboards and role-based portals. It notes that businesses are implementing these tools to improve operations effectiveness, integrate information sources, address information overload, and foster innovation. Role-based portals provide the right information to users based on their role in order to improve decision making, productivity, and flexibility. The document outlines strategies for developing these tools, including defining clear business objectives and partnering with software suppliers that provide technology platforms and industry-specific solutions.
Langley Search & Selection is a niche consultancy specializing in supply chain recruitment. They have an established client base of large blue chip companies and significant repeat business. They offer bespoke recruitment services including permanent recruitment, retained search assignments, contingency recruitment, and interim management. Their recruitment process involves an in-depth client briefing, attracting candidates through their network and databases, and competency-based assessments that evaluate candidates against both client and industry requirements.
A top issue with IT service and support organizations today is how to drive greater business
value from SAP solutions. Most often, the degree of value is directly tied to the decisions
business leaders make on which SAP projects, enhancements, and new solutions they will ask
IT to deliver to their organizations. This presentation will dive into today\'s challenges facing
CIOs, technology delivery executives, and IT project managers: How do you balance the
customers\' demands for SAP enhancements against finite technical resources and managing the
IT portfolio? How do you build close, sustainable relationships with business leaders in order to
drive greater influence on the strategic direction of SAP within their operations? What changes
need to be made within IT itself (organizational structure, job roles, skills) in order to move
from an "order-taker" to a valued partner? This presentation will explore the role of the IT
business partner within Day & Zimmermann - the many successes achieved and challenges
faced in influencing the strategic direction of SAP within its businesses. The presentation will
provide detail on how Day & Zimmermann\'s IT business partners work with executive teams,
their sphere of influence on business and IT decision-making, and driving ownership together
with the interpersonal skills, organizational structure, and IT processes required for strategic
alignment between IT and business stakeholders.
Rishabh provides IT services including software development, BPO, and engineering services. It has offices globally and was established in 1999. The presentation discusses Rishabh's partnerships, delivery models, service portfolio, software development technologies, and what differentiates them as a flexible, innovative, and customer-centric organization.
The document lists various placement consulting companies in New Delhi, India along with their contact details and profiles. It provides information on over 50 companies, including their addresses, areas of expertise, and the types of skills and resumes they can help place. The list includes details of both large and small consulting firms serving industries such as IT, telecom, engineering, marketing, and finance.
1) Quint Wellington Redwood is an IT service management consulting firm founded in 1992 with offices worldwide. It provides training, benchmarking, consulting services related to IT service management, sourcing strategy, and IT strategy/governance.
2) The document discusses how effective service management can help businesses demonstrate value by improving IT performance, innovation, and agility. Key performance indicators and value drivers are identified to measure IT's contribution to business objectives.
3) A performance-based approach to service management implementation is proposed which focuses on measuring and improving value drivers like reducing lost production hours in a rapid, results-oriented manner aligned with business needs.
Maximizing business value from information technology investmentOswaldo Lorenzo
The document discusses how organizations can maximize the value of existing IT investments over long periods of time. It argues that businesses do not fully exploit existing technology and jump from project to project without maximizing the value of each implementation. The document presents a model called "The Long Conversation" which views IT implementation as a long-term learning process rather than individual projects. This requires new organizational capabilities to support social learning, knowledge sharing, and incremental improvements over time.
Pepperweed Consulting is an IT integration company that helps clients build an integrated IT value chain. They do this through assessing needs, architecting solutions, implementing products and services, and providing long-term support. Pepperweed leverages technology from partners like HP and customizes integration solutions using their own intellectual property and experience gained from over 2,500 implementations. Their goal is to help clients realize value from their IT investments by integrating technology silos and managing the entire lifecycle of IT services.
Mynd Solutions is a business process outsourcing company with a presence in 29 Indian cities. It has over 1500 employees and 10 years of experience serving major corporate customers. The company provides finance and accounting, human resources, and consulting services. It aims to improve efficiency and cut costs through automation and integration of technology into its service offerings.
The document provides guidance on how to clarify and connect one's own story by first creating a detailed experience record, then developing a list of key skills, values, and attributes in order to reflect on and refine how they shape one's personal story and brand, with the goal of sharing that story in a way that creates community, support and opportunity.
The document outlines objectives and activities from a workshop on identifying skill gaps and training needs in the telecom and ICT sector. The objectives were to identify skill, technology, and process-related needs; develop plans to address critical skill gaps; and prioritize training. Key activities included building capability maps to identify goals, capabilities, gaps, and action plans. Several groups then presented action plans to improve areas like asset efficiency, operating margins, and address gaps in areas like strategy, individual skills, and processes.
This document discusses business analysis and its strategic role. It explains that business analysis involves three key components: 1) situation analysis to define challenges and identify critical realities, 2) developing a solution approach to overcome obstacles, and 3) defining coherent actions to implement the solution. It also notes that good strategy focuses choice and priorities rather than trying to accommodate all demands. The document promotes community involvement with the International Institute of Business Analysis and provides contact information.
Seven Secrets Of Tapping Into The Power Of Your PeopleAndrewLi
My presentation leads you through the most effective, cutting edge techniques in the world for getting your people to go with you on any journey of change. Contact me to assist you with your key stakeholders.
Taleo selected Actuate and BIRT to develop an analytics module for its talent management product to meet growing customer demands. The open architecture of BIRT allowed for a rapid integration and launch of the new module within 120 days. Customers can now access enhanced reports, dashboards, and analytics through an easy-to-use interface. This has improved customer satisfaction and expanded Taleo's market opportunities.
Most agile approaches focus on collecting requirements in a backlog then delivering iteratively. Yet, how do you get that point? The traditional path to turn a vision into an approved project is usually a ‘not so agile process.’ Agile challenges the status quo. This session will look at applying an agile approach to the inception phase (before iteration 0) where you take a vision/roadmap and turn it into an agile project.
NINtec specializes in providing software outsourcing and offshore software development services globally. Their expertise lies in transforming customers' IT portfolios by reducing costs, bringing innovation, and enhancing productivity. By improving reliability, speed, and agility, NINtec enables customers to achieve sustainable advantages over their competitors.
Play Like a Champ - Southlake's High Peformance Gamebenthatcher
The document summarizes the evolution of the City of Southlake's high performance organization (HPO) model from 2005 to the present. It began with developing a vision, mission, values, and focus areas in 2005. Since then, the city has progressively implemented various HPO practices such as conducting citizen surveys, developing department business plans, aligning budgets with strategy, and introducing focus area cabinets. The current Southlake HPO model emphasizes employee involvement, self-directing work teams, integrated technologies, organizational learning, and continuous process improvement to deliver outstanding service and value to customers.
Our Smart iT OutSourcing (SiTOS) is an comprehensive IT services offering that provides companies the flexibility to use us as their extended IT arm, with services ranging from enterprise solutions, infrastructure management, IT applications to website and portal management.
Novo Technologies offers managed business development services in India, including identifying products and technologies for the Indian market and helping international companies launch operations. Their SoLoMoIndia initiative focuses on social media, local content, and mobility. Novo provides infrastructure, management teams, and trade networks for clients with no upfront investment and revenue sharing models. They see opportunities in India across students, families, small/medium businesses, large corporations, and home offices. Novo proposes partnerships and alliances to provide infrastructure, marketing, sales, and support services to help clients enter the Indian market.
Mantra Information Services for Software Development, Application Development and It Consulting Company headquartered in Morristown, New Jersey, USA provides Mobile Application Development, Custom Website Development & Technology Staffing.
Service management time to fly, time to die it sm-fbe 2012John M Walsh
The document discusses challenges facing IT service management and opportunities for evolution. It notes that IT departments are under pressure to demonstrate added value as the IT environment rapidly changes. The ITSM community needs to better connect with the business to drive ITSM's next stage of evolution through integrated quick wins that provide immediate value and restore confidence. However, organizations must be ready for change and the document questions if organizations are ready to "fly" and evolve or risk "dying" by not changing.
A Peeps Eye view of IT Service Management: One Candy Company – Multiple Frameworks – Improving IT Services
Just Born's products may be sweeter than your organizations; Marshmallow Peeps, Hot Tamales, Mike and Ike, etc., but their IT group has the same goals and challenges as yours; improve services, demonstrate value and reduce cost.
Please join us as Bill Homlish, Sr. Technology Governance Architect for Just Born, shares his ITSM story.
The document discusses the role of the Chief Information Officer (CIO) and argues that their role will change in the next 10 years. Currently, the CIO role is often poorly defined and misunderstood. However, CIOs play an important role in developing business and information strategies, managing information as a key asset, and driving innovation and change within organizations. In the future, the CIO may take on more of a leadership role bridging the gap between business and IT to facilitate better information management.
Learn about critical IT Service Management challenges and engage with featured Gartner Analyst, Jarod Greene, and FrontRange Director of Product Marketing, Craig Ledo. Walk away with actionable advice that will enable you to maximize efficiencies with reduced cost and complexity.
This webinar takes an in-depth look at the evolution of IT Service Management (ITSM), current trends and where the technology is going. Hear how flexible deployment options (on-premise, cloud or hybrid - combining on-premise and cloud) and the need for a single solution that meets your needs at every level of ITSM maturity is critical to helping your organization maximize operational efficiencies, reduce IT Costs and improve service quality and compliance.
Watch the full webinar: http://www.brighttalk.com/webcast/8533/57723
Itsmf india presentation issues in implementing itil ver 1Habeeb Mahaboob
This document discusses addressing the people factor in ITIL implementations. It explains that while ITIL provides guidance on key processes and roles, organizations must determine how to structure their people to support the processes. Two experiences are shared: one where all functional roles were supplemented into ITIL processes, and another where ITIL roles were subsumed into the existing structure. The presentation focuses on how to design an organization model that follows ITIL and places the customer at the core, with dedicated teams for relationship management, planning, application support, and IT services. Process roles are distinguished from functional roles to integrate functions through the processes.
Rishabh provides IT services including software development, BPO, and engineering services. It has offices globally and was established in 1999. The presentation discusses Rishabh's partnerships, delivery models, service portfolio, software development technologies, and what differentiates them as a flexible, innovative, and customer-centric organization.
The document lists various placement consulting companies in New Delhi, India along with their contact details and profiles. It provides information on over 50 companies, including their addresses, areas of expertise, and the types of skills and resumes they can help place. The list includes details of both large and small consulting firms serving industries such as IT, telecom, engineering, marketing, and finance.
1) Quint Wellington Redwood is an IT service management consulting firm founded in 1992 with offices worldwide. It provides training, benchmarking, consulting services related to IT service management, sourcing strategy, and IT strategy/governance.
2) The document discusses how effective service management can help businesses demonstrate value by improving IT performance, innovation, and agility. Key performance indicators and value drivers are identified to measure IT's contribution to business objectives.
3) A performance-based approach to service management implementation is proposed which focuses on measuring and improving value drivers like reducing lost production hours in a rapid, results-oriented manner aligned with business needs.
Maximizing business value from information technology investmentOswaldo Lorenzo
The document discusses how organizations can maximize the value of existing IT investments over long periods of time. It argues that businesses do not fully exploit existing technology and jump from project to project without maximizing the value of each implementation. The document presents a model called "The Long Conversation" which views IT implementation as a long-term learning process rather than individual projects. This requires new organizational capabilities to support social learning, knowledge sharing, and incremental improvements over time.
Pepperweed Consulting is an IT integration company that helps clients build an integrated IT value chain. They do this through assessing needs, architecting solutions, implementing products and services, and providing long-term support. Pepperweed leverages technology from partners like HP and customizes integration solutions using their own intellectual property and experience gained from over 2,500 implementations. Their goal is to help clients realize value from their IT investments by integrating technology silos and managing the entire lifecycle of IT services.
Mynd Solutions is a business process outsourcing company with a presence in 29 Indian cities. It has over 1500 employees and 10 years of experience serving major corporate customers. The company provides finance and accounting, human resources, and consulting services. It aims to improve efficiency and cut costs through automation and integration of technology into its service offerings.
The document provides guidance on how to clarify and connect one's own story by first creating a detailed experience record, then developing a list of key skills, values, and attributes in order to reflect on and refine how they shape one's personal story and brand, with the goal of sharing that story in a way that creates community, support and opportunity.
The document outlines objectives and activities from a workshop on identifying skill gaps and training needs in the telecom and ICT sector. The objectives were to identify skill, technology, and process-related needs; develop plans to address critical skill gaps; and prioritize training. Key activities included building capability maps to identify goals, capabilities, gaps, and action plans. Several groups then presented action plans to improve areas like asset efficiency, operating margins, and address gaps in areas like strategy, individual skills, and processes.
This document discusses business analysis and its strategic role. It explains that business analysis involves three key components: 1) situation analysis to define challenges and identify critical realities, 2) developing a solution approach to overcome obstacles, and 3) defining coherent actions to implement the solution. It also notes that good strategy focuses choice and priorities rather than trying to accommodate all demands. The document promotes community involvement with the International Institute of Business Analysis and provides contact information.
Seven Secrets Of Tapping Into The Power Of Your PeopleAndrewLi
My presentation leads you through the most effective, cutting edge techniques in the world for getting your people to go with you on any journey of change. Contact me to assist you with your key stakeholders.
Taleo selected Actuate and BIRT to develop an analytics module for its talent management product to meet growing customer demands. The open architecture of BIRT allowed for a rapid integration and launch of the new module within 120 days. Customers can now access enhanced reports, dashboards, and analytics through an easy-to-use interface. This has improved customer satisfaction and expanded Taleo's market opportunities.
Most agile approaches focus on collecting requirements in a backlog then delivering iteratively. Yet, how do you get that point? The traditional path to turn a vision into an approved project is usually a ‘not so agile process.’ Agile challenges the status quo. This session will look at applying an agile approach to the inception phase (before iteration 0) where you take a vision/roadmap and turn it into an agile project.
NINtec specializes in providing software outsourcing and offshore software development services globally. Their expertise lies in transforming customers' IT portfolios by reducing costs, bringing innovation, and enhancing productivity. By improving reliability, speed, and agility, NINtec enables customers to achieve sustainable advantages over their competitors.
Play Like a Champ - Southlake's High Peformance Gamebenthatcher
The document summarizes the evolution of the City of Southlake's high performance organization (HPO) model from 2005 to the present. It began with developing a vision, mission, values, and focus areas in 2005. Since then, the city has progressively implemented various HPO practices such as conducting citizen surveys, developing department business plans, aligning budgets with strategy, and introducing focus area cabinets. The current Southlake HPO model emphasizes employee involvement, self-directing work teams, integrated technologies, organizational learning, and continuous process improvement to deliver outstanding service and value to customers.
Our Smart iT OutSourcing (SiTOS) is an comprehensive IT services offering that provides companies the flexibility to use us as their extended IT arm, with services ranging from enterprise solutions, infrastructure management, IT applications to website and portal management.
Novo Technologies offers managed business development services in India, including identifying products and technologies for the Indian market and helping international companies launch operations. Their SoLoMoIndia initiative focuses on social media, local content, and mobility. Novo provides infrastructure, management teams, and trade networks for clients with no upfront investment and revenue sharing models. They see opportunities in India across students, families, small/medium businesses, large corporations, and home offices. Novo proposes partnerships and alliances to provide infrastructure, marketing, sales, and support services to help clients enter the Indian market.
Mantra Information Services for Software Development, Application Development and It Consulting Company headquartered in Morristown, New Jersey, USA provides Mobile Application Development, Custom Website Development & Technology Staffing.
Service management time to fly, time to die it sm-fbe 2012John M Walsh
The document discusses challenges facing IT service management and opportunities for evolution. It notes that IT departments are under pressure to demonstrate added value as the IT environment rapidly changes. The ITSM community needs to better connect with the business to drive ITSM's next stage of evolution through integrated quick wins that provide immediate value and restore confidence. However, organizations must be ready for change and the document questions if organizations are ready to "fly" and evolve or risk "dying" by not changing.
A Peeps Eye view of IT Service Management: One Candy Company – Multiple Frameworks – Improving IT Services
Just Born's products may be sweeter than your organizations; Marshmallow Peeps, Hot Tamales, Mike and Ike, etc., but their IT group has the same goals and challenges as yours; improve services, demonstrate value and reduce cost.
Please join us as Bill Homlish, Sr. Technology Governance Architect for Just Born, shares his ITSM story.
The document discusses the role of the Chief Information Officer (CIO) and argues that their role will change in the next 10 years. Currently, the CIO role is often poorly defined and misunderstood. However, CIOs play an important role in developing business and information strategies, managing information as a key asset, and driving innovation and change within organizations. In the future, the CIO may take on more of a leadership role bridging the gap between business and IT to facilitate better information management.
Learn about critical IT Service Management challenges and engage with featured Gartner Analyst, Jarod Greene, and FrontRange Director of Product Marketing, Craig Ledo. Walk away with actionable advice that will enable you to maximize efficiencies with reduced cost and complexity.
This webinar takes an in-depth look at the evolution of IT Service Management (ITSM), current trends and where the technology is going. Hear how flexible deployment options (on-premise, cloud or hybrid - combining on-premise and cloud) and the need for a single solution that meets your needs at every level of ITSM maturity is critical to helping your organization maximize operational efficiencies, reduce IT Costs and improve service quality and compliance.
Watch the full webinar: http://www.brighttalk.com/webcast/8533/57723
Itsmf india presentation issues in implementing itil ver 1Habeeb Mahaboob
This document discusses addressing the people factor in ITIL implementations. It explains that while ITIL provides guidance on key processes and roles, organizations must determine how to structure their people to support the processes. Two experiences are shared: one where all functional roles were supplemented into ITIL processes, and another where ITIL roles were subsumed into the existing structure. The presentation focuses on how to design an organization model that follows ITIL and places the customer at the core, with dedicated teams for relationship management, planning, application support, and IT services. Process roles are distinguished from functional roles to integrate functions through the processes.
The new role of CIO, Borut Kolmanič, S&T SlovenijaS&T GROUP
The document discusses the changing role of the CIO. It notes that business demands are increasing while IT budgets are flat, and that CIOs must focus on both running IT operations and enabling business change. To succeed, CIOs need business knowledge, executive support, communication skills, and the ability to select projects that balance quick wins with long-term impacts. The document recommends CIOs optimize costs through services like cloud computing and outsourcing, create IT strategies aligned with business goals, and develop expertise in change management to help business processes change before implementing new technologies.
1) The document discusses defining and improving the capabilities of the IT service management industry. It notes a lack of both technical skills as well as customer service skills among IT service managers.
2) There are estimated to be 100,000 IT service managers in the UK and 25 million globally. While technical skills are important, customer service skills are seen as critical to the industry's future capabilities.
3) The document proposes developing clear career pathways, standards, and qualifications to attract new talent and help current IT service managers upgrade their skills, particularly in customer service. This would improve industry capabilities and help the UK maintain its global leadership in IT.
The Strategic Alignment Model is a framework that consists of 4 domains: Business Strategy, IT Strategy, Business Infrastructure, and IT Infrastructure. It is used to align IT with business strategy and leverage IT to achieve competitive advantage. The domains influence each other and decisions in one domain affect the others. The model helps identify strong and weak domains, understand cross-domain relationships, and assess different roles and performance criteria for business and IT executives.
Lean kanban university presentatie tri ict Hartman & Strooajhartman
The document summarizes two cases of applying Lean principles to improve IT operational processes.
Case 1 describes improving incident management at a logistics company's IT service desk. Various Lean tools were used to identify issues and implement improvements like reducing non-value-add steps.
Case 2 focuses on redesigning the incident and problem management process at a high tech company. The changes included establishing process "war rooms" and setting KPIs to measure and control quality improvements over time.
1) The document discusses next practices for IT organizations, including adopting best practices frameworks to improve governance, alignment with business needs, and use of resources.
2) It highlights trends like cloud computing, analytics, and social media that are changing IT and business models.
3) Surveys of IT professionals found that most organizations have immature governance and many IT projects fail, demonstrating a need for better practices.
How to Create an Undisputable Service Management Business CaseNina Segura
This document provides information on how to create an effective business case, including identifying core components, determining benefits, and using tools like cost-benefit analysis. It discusses how Six Sigma and Lean principles can help improve processes and support business cases. Key tools highlighted include voice of the customer, value stream mapping, root cause analysis, and failure mode and effects analysis. Benefits of applying Lean to the ITIL framework are also outlined.
How to Create an Undisputable Service Management Business CaseITSM Academy, Inc.
Nina Segura, Metaspire Consulting and Jayne Groll, ITSM Academy
Does your ITIL / ITSM Program need more resources? A compelling business case, capturing both the quantifiable and unquantifiable characteristics of your proposed project, can help you secure the resources needed. Join us in this session, where we will provide you with an awareness of core tools, including Lean Six Sigma best practices, which can be leveraged for a solid, undisputable process improvement business case.
IKYA Human Capital Solutions provides integrated HR solutions including executive search, contingency recruitment, learning and temporary staffing services. It has a network of offices across India and is led by a group of experienced industry veterans. The company aims to become a best-in-class organization focused on emerging markets while committed to building organizations and careers through ethical human capital solutions.
This report summarizes an IT organizational assessment and improvement project conducted at a company. Key findings include that the IT department is not well integrated with business strategy and priorities finance requests over others. Recommendations are to restructure IT reporting lines, define roles, create an IT strategic plan, improve processes, and potentially outsource some infrastructure. A roadmap is provided to implement changes over three quarters focused on organizational restructuring, governance improvements, and defining technology needs.
This document summarizes the key findings of an international survey on ITIL adoption conducted in 2009. Some of the main findings included:
- ITIL v2 was still widely adopted, with 30% adopting in the last 2 years since v3 was released. 52% intended to mature v2 processes before considering v3.
- For ITIL v3 adopters, the lifecycle approach was a top driver but it was not being fully implemented. Cherry-picking of processes was still evident.
- Maturity levels for both v2 and v3 were still quite low, with only 32% at reasonably high to very high levels and 68% at medium to low levels.
- Getting better business
Mario Derba, Country Manager of HP SW Solutions in Italy, discussed how technology is advancing rapidly and creating an environment where enterprises need to be able to instantly respond to opportunities and competition. Derba outlined how HP software can help enterprises by enabling application transformation, converged infrastructure, enterprise security, information optimization, and hybrid delivery models. Derba also highlighted HP's leadership position in the software market and new innovations that further simplify, automate, and secure IT operations for businesses.
Daryl Beck Unilever Professional development worldwide SFIASFIA User Forum
The document discusses the changing landscape for IT capabilities at Unilever and their new four quadrant IT model. It notes the drivers of change including regionalization, globalization, technology innovations, and the need for a strategic rather than operational view of IT. The new model focuses on business partnering, innovation, strategic vendors, and services. It outlines some of the challenges of implementing this new model including developing new skills and roles, accreditation, ways of working, and changing mindsets.
My presentation in IT secure Forum 2012 conducted in Dubai 17-September-2012.
I have discussed the Business-IT alignment, how to measure it and how to measure the maturity out of it to make sure that IT is doing what it suppose to do,
I have tried to not to talk about theories only and to merge with real life examples.
more over I have talk about IT strategy , IT Governance, Knowledge management; IT metrics; Enterprise architecture and partnership
I hope you guys will find it enjoyable and benefit out of it.
Oracle BI Applications provide pre-built analytics solutions that are integrated with Oracle and non-Oracle applications like EBS, PeopleSoft, Siebel, and JD Edwards. They allow users to gain insights from existing operational data without needing custom development. The presentations highlights the business need for pre-built analytics applications and an overview of Oracle's BI strategy and applications.
mPower Global Inc. is a leading software services company specialized in enterprise portal solutions. They have over 60 employees with extensive experience and offer services such as portal development, consulting, training and support across multiple industries and geographic regions. mPower is an expert in the open source Liferay portal platform and has successfully delivered solutions for many large clients.
Similar to HMRC IT Professionalism as a Reality SFIA (20)
Using SFIA’s levels of responsibility and NICE to support cybersecurity role and job levelling. Support for 53 NICE cybersecurity roles iwth the SFIA framework of levels and professional skills.
SFIA 8 Launch - September 28, 2021
The document announces the launch of SFIA version 8, which defines skills and competencies for digital professionals. Key changes in SFIA 8 include additional skills added, skills renamed or restructured, updated generic attributes and levels of responsibility, and a new format for reference documents. SFIA 8 was developed through an open consultation process and builds on SFIA's history as a globally accepted framework to define skills in areas like IT, analytics, security and more.
We held a webinar in December to provide updates on SFIA and the SFIA 8 project in particular.
The webinar is available on the SFIA Foundation Youtube channel - we plan to grow the channel so please subscribe.
Different approaches for describing the concept of t shapedSFIA User Forum
The document discusses and provides examples of T-shaped professionals from various sources on the internet. A T-shaped professional has both depth of knowledge in their primary field or discipline (represented by the vertical line of the T) as well as breadth of working knowledge across multiple disciplines (represented by the horizontal top of the T). Examples provided discuss T-shaped skills in fields like IT, user experience design, marketing, and digital forensics. Some sources also introduce concepts of I-shaped, V-shaped, and versatilist professionals and their skills.
The document provides an overview of the SFIA (Skills and Competency Framework) framework. It discusses SFIA's history as initially a UK initiative that has become globally adopted. It outlines the structure of the SFIA framework, including the 7 levels of responsibility, professional skills, behaviors and knowledge components. It also describes how SFIA is used globally through its ecosystem of partners, consultants, user community and governance. Finally, it discusses the roadmap for further developing the framework to address evolving needs.
Skills transformation at Transport for London Amit Srivastava Tracey ScottSFIA User Forum
The document discusses Transport for London's (TfL) implementation of a skills transformation framework to better manage resources and talent. TfL lacked a structured skills gap analysis and effective talent management. Their new approach involved defining IT professional profiles aligned to job roles, engaging employees to understand skills and identify gaps, and analyzing job descriptions to highlight mismatches. The step-by-step process focused on practicality and communication. Lessons included maintaining focus, leveraging existing processes, and supporting change through guidance.
The document describes the history and process of the SFIA framework for skills assessment. It discusses how SFIA has evolved through several versions since 2000 to describe skills in the IT industry. It outlines the SFIA Foundation and Council which manage the framework, and how they work with experts and stakeholders to identify new requirements, validate solutions, and publish updates in a transparent, requirements-driven process. The goal is to keep the framework credible, global, and able to adapt to changes like cloud computing and big data.
The document discusses recruiting and retaining IT professionals using skills assessments. It describes a case study where Hudson worked with the UK Foreign and Commonwealth Office (FCO) to fill a critical role they had previously failed to fill 3 times. Hudson broke the role down into key skills using the SFIA framework and developed an objective assessment of candidates against those skills. Top candidates were identified as those demonstrating the closest fit to the professional competency requirements through the skills assessment, particularly candidates G, K, and L. The skills-based approach provided a more effective evaluation method than traditional recruiting.
Capabilities at the heart of IS Rebecca Assheton SmithSFIA User Forum
AstraZeneca is a global biopharmaceutical company focused on innovation with over 57,000 employees across 26 manufacturing sites. It focuses on six disease areas: neuroscience, oncology, gastro-intestinal, infection, respiratory, and cardiovascular and diabetes. The changing pharmaceutical industry faces challenges such as fewer drug targets, longer development times, increased generic competition, and shifting markets to lower priced areas. AstraZeneca collaborates with partners around the world and focuses its people strategy on resourcing and talent, development, and culture and leadership to deliver world-class innovation capabilities cost-effectively.
Measuring managing and deploying IT skills Nick CaldwellSFIA User Forum
This document discusses measuring, managing, and deploying IT skills. It notes that capturing skills makes managerial and financial sense as it allows managers to know staff capabilities and helps with targeted development, and reduces reliance on buying external IT skills. Skills data can inform how best to deploy staff based on expertise or development needs. Identifying skills gaps through specific data allows for more informed decision making compared to anecdotal evidence. Business benefits include robust reporting on skills, identifying common training needs, and meaningful resourcing based on the full picture of skills. User benefits include identifying immediate learning needs, using a common IT language, having all skills recognized, and opportunities for flexible resourcing and personal development.
Learning and certification Michiel van der VoortSFIA User Forum
ISQI is a German non-profit organization founded in 2004 that focuses on software quality certification programs. It has over 1,100 members across Germany, Switzerland and Austria from both individual practitioners and large companies. ISQI is well known for its international certification programs in software testing, requirements engineering and agile methods. The document discusses using the Skills Framework for the Information Age (SFIA) to align university curriculum to industry needs, provide career services like skills gap analysis, and create a registration system for professionals.
The government IT profession moves forward Adam ThilthorpeSFIA User Forum
The document discusses the government IT profession and efforts to promote professionalism. It notes that the government has adopted the SFIA framework to underpin professionalism, developed talent pipelines like Talent in Business and talent academies, provided greater focus and clarity on professional roles, and strengthened links to professional bodies like BCS. The overall goal is to build a professional IT community in government and rationalize professional profiles and talent management across government departments.
Peter leather overcoming sfia implementation pitfallsSFIA User Forum
1) Peter Leather is an independent consultant specializing in developing IT organizational capabilities. He has over 25 years of experience working with major organizations and has been using SFIA since 2003.
2) When implementing SFIA in learning and development, organizations should focus on priorities and measurable results. They should also avoid analysis paralysis when developing role profiles and engage managers.
3) Change management is critical for SFIA implementation affecting skills and behaviors. Organizations should consider all phases of change for employees and develop line managers who are key but may lack people skills.
Peter leather overcoming sfia implementation pitfallsSFIA User Forum
1) Peter Leather is an independent consultant specializing in developing IT organizational capabilities. He has over 25 years of experience working with major organizations and has been using SFIA since 2003.
2) When implementing SFIA in learning and development, organizations should focus on priorities that drive measurable business results. They should also avoid analysis paralysis and engage managers to develop role profiles.
3) Successful change management is critical for SFIA implementation affecting skills and behaviors. Organizations should consider all phases of change for employees and provide support to line managers in developing people skills.
Paul Binks SFIA British Airways Developing Skills in Hard TimesSFIA User Forum
The document discusses skills development and training within an organization. It provides details on training budgets and usage in 2007/2008, the impact of the global economic crisis, and growing demand for IT skills. Charts show results from a survey on internal training and the organization's skills passport framework, which includes levels from associate to lead professional.
Patrick Beasley e-skills UK Achieving a Globally Competitive WorkforceSFIA User Forum
This document discusses the need to increase postgraduate education among IT professionals in the UK to help develop a more globally competitive IT workforce. It notes that currently, IT professionals are less likely to have postgraduate degrees compared to other sectors. The document proposes a new program involving employers that would provide targeted postgraduate education using the SFIA framework to support career progression in IT disciplines. The goal is to stimulate more demand for postgraduate learning among IT professionals to help UK organizations and the IT industry as a whole.
The Kimberly Clark experience with SFIAplus included:
1) Kimberly Clark is a global company that competes in multiple markets and needed to contain back office costs while emphasizing talent management.
2) An initial limited pilot of SFIAplus in 2009 was successful, leading Kimberly Clark to build out more role definitions using the framework.
3) Key benefits seen so far include providing visibility into career opportunities, supporting recruiting and skills assessment, and enabling training and education planning.
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1. IT Professionalism as a Reality
Colin Tweddle
C li T ddl
Head of Personal Tax and Credits Portfolio, HMRC IMS
,
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
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. 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. 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. Introducing ‘IT Profession into:
IT Profession’
• Dynamic Organisation structure
• Mixed in-house and supplier provision
• Refocus on roles between business/IT/supplier
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. 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. 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. Why do it?
• Single threaded, single processor, wetware
• ‘IT Crowd’ image > recognition of abilities
• Release Potential
• Optimise Utilisation
p
• Support/Buttress Organisational Change
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. 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. 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. ‘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, ,
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. Measure through KPIs
• 15% Uplift of overall Skills Index in a year
• 93% Alignment within a year
• 5 days professional development per head
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. 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
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. 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
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
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. 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