This document discusses talent-based or competency-led programmes, which organize workers into pools based on their skills rather than using a traditional hierarchical structure. It addresses how talent pools support both projects and steady-state work. Key aspects include competency leaders who manage resources and ensure quality, and project managers who are responsible for scope, time and budget. Decision-making is flattened, with few hierarchy levels. People progress based on skill levels rather than job titles. Subgroups within competencies are also possible. Objectives are evaluated using a balanced scorecard across skill development, utilization, delivery and client relationships.

1. Programme Management Course
Version 1.0
February 2008
Talent Based Programmes

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Copyright © Maddison Ward 2006
Different types of organisation
 Hierarchical Traditional [Alexander the Great/Adam Smith]
 The Army
 Government
 Competency (Talent) High “projects” focus, low “business as usual”
 CapGemini
 Accenture
 Bechtel
 Product Commodity focus, low “consulting”
 Microsoft
 Oracle
Product lifecycle
Project outcomes
Steady state / BAU

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Challenges with a hierarchical organisation
 Inflexible
 Long chains of command to the top
 Poor communications
 Potential for conflict of priorities if mixing project and BAU work
 Matrix management
 Who owns the “final say”?

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What is a competency led / talent-based programme?
Competency
Pool
Culture
Behaviours
Leadership
Training
Incentives/Reward
Peer Reviews
Monitoring
Environment
QUALITY
 Team of people with a common set of skills (or talents)
 Potentially supporting many projects as well as business as usual
 Has a competency leader, accountable for ALL the resources in the pool
(including contractors AND consultancy resources)
Commonly also
referred to as a
TALENT POOL
WHAT ARE WE TRYING
TO ACHIEVE?
Separate the delivery
of the TASKS from the
management of the
SKILLS! (why?)

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Copyright © Maddison Ward 2006
How do talent pools support projects & BAU?
Operations
Support
Programme
(& PMO?)
Portal
Development
Technical
Architecture
BusinessAsUsual
ProjectA
ProjectB
ProjectC
Testing
RESOURCES
RESOURCES
RESOURCES
RESOURCES
RESOURCES
Full time Part time Mix, FT/PT

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What is a competency leader accountable for?
Testing
BusinessAsUsual
ProjectA
ProjectB
ProjectC
SIT Test
Perf Test
Fix TestWork packages
 Skill levels in the competency pool
 Number of resources in the competency pool
 Sufficient to meet the needs of projects & BAU
 The “HR” in the competency pool
 Common procedures
 Pay / Conditions
 Training
 QUALITY OF ALL WORK PACKAGES DELIVERED

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What is a project manager accountable for?
BusinessAsUsual
ProjectA
ProjectB
ProjectC
 Scope of the delivery
 Time & Budget for the delivery
 The resource needs of the project
 Management of the project plan, risk, issues
etc.
 QUALITY OF WORK PACKAGES DELIVERED TO
THE PROJECT
Requrmts
Implemnt
Report
Test
Design
Build

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Decision making?
Service Delivery
Manager Project Managers
Competency
Leaders
Head of Programme
( Head of Service)
(Head of Practice)
 Almost no hierarchy
 Improved communications
 Fast decision making
HR
Governance
(compliance)
Client /
Business
BusinessAsUsual

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What is the role of the Head of?
 The head of programme / practice works with HR to set the overall
organisation policy framework and sets the competency leaders goals &
objectives – (Suggested JVB 8)
 Competency leaders will also work with HR for their competency (L&D, objectives,
disciplinary, for example), but head of practice has overall “accountability”
 The head of programme / practice works with client / business to set the
overall vision & direction for the service and ensure the outcomes are going
to be met
 Project Managers will also deal with client/business and governance/compliance to drive
out the detail, but head of practice has overall “accountability”
 The Head of “” should have no more than 10 direct reports. Otherwise, the
reporting needs to be subdivided.
 Business as usual is treated in a similar way to any other project. BAU only differs
because it has no “end”.
 Service Delivery Manager has additional accountability to ensure the availability and
quality of the SERVICE being delivered. This is why he has a slightly elevated position
to other project managers (other PMs effectively delivery to the SDM) – suggested JVB
7

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How do people feel they are making career progress?
 Each JVB has a defined salary range (and/or day rate) specific to the competency
 Skill level titles are consistent across competencies
 The JVB’s don’t indicate hierarchy, they indicate level of skill attained and expected
 The skill levels in each JVB for each competency are defined and “HR” objectives
aligned to them
 ALL personnel, including consultants and contractors have a JVB & a competency
Testing
Job Value Band 1 - Trainee
Job Value Band 2 - Junior
Job Value Band 3 - General
Job Value Band 4 - Senior
Job Value Band 5 - Consultant
Job Value Band 6
Principle (Competency Head /
Competency Leader)
TESTER
TESTER
TESTER
TESTER
TESTER
Skill level Competency
Jobtitle
Job Value Bands

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Can there be “sub-groups in competencies?
 Still sits within the existing competency framework.
 A JVB 5 (in this example) is accountable for each sub-group
 Could be subgroups of skills or geographies (but NOT projects/programmes)
 Still one overall accountable person for the talent pool
 Skill levels/JVB’s and competencies consistent across the organisation, however
salary levels may be different based on different geographies. Procedures, quality
should ALSO be consistent
Job Value Band 1 - Trainee
Job Value Band 2 - Junior
Job Value Band 3 - General
Job Value Band 4 - Senior
Job Value Band 6
Principle
(Technology Services Practice Head)
Skill level Competency
Jobtitle
Sub-groups
DBA Unix
ServerNetwork
Technology Services
Technology Services
Technology Services
Technology Services
Job Value Band 5
Consultant
(Team Leader, Server Talent Pool)

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How do objectives get evaluated / bonuses assessed?
 Balanced Scorecard
SKILL LEVEL / LEARNING
OBJECTIVES /
BEHAVIOURS
25% annual bonus
UTILISATION
25% annual bonus
DELIVERY
25% annual bonus
CLIENT / BUSINESS
RELATIONSHIP
25% annual bonus
Competency led objectives
(set once per annum)
Project / Delivery led objectives
(one for each project)
Utilisation is a hard measure and most often is targeted at the competency –
- if someone is good, the projects will want that individual, therefore they will be well utilised
- accountability for utilisation targets for the overall competency is with the competency leader

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How does governance fit in?
 PMO
 Architecture Design Board
 how is this comprised?
 Who has the final say?
 Assurance & Governance functions
 Who is accountable?
 Role of Portfolio Management

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Organisation top-tips?
 There is no right or wrong way to organise a programme.
 The more the programme fits into the existing organisation structure, the
easier it will be to make work
 Programme organisation charts are frequently a nightmare (as they are
highly political and are often at odds with the company org-structure).
 It must be absolutely clear to everyone in the programme:-
 Who reports to who for pay & conditions
 Who has the final say on decisions
 Who is authorised to give me tasks to do
 Everyone, including all contractors and consultants should know where they fit and
have consistent objectives

15. Copyright Maddison Ward 2006
Talent Based Programmes