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.

1. Paul Binks
Head of Resource Management
1 Dec 2010

2. BA Technology Services Roles Map
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3. Generic Role Profiles
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4. IT Training: 2007/8
g
• Target 9 days per person (achieved 10.2)
• 90% externally delivered
• £750k training budget
• Demand driven
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5. Global Economic Crisis
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6. Fight for Survival
Discretionary S
Di ti Spend St
d Stopped
d
Emergency Financial Controls
Recruitment Freeze
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7. Growing Demand for IT Skills
• Project Managers
• Business A l t
B i Analysts
• Test Stream Leaders
• Technical Design Leads
T h i lD i L d
• Software Engineers
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8. Our Response
• Skills Strategy
• Sourcing to provision
• Train the trainer
• Re-skilling Programmes
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9. Survey Results
How do you rate Internal Training
y g
in helping you get the job done?
Internally Delivered Courses 84% of respondents use this tool
60
9
20 50
% of users
9 40
12 30
Securing Web Apps (20)
Java Basics (Days 1,2,3 & 4) (12)
20
IM Developing ETL Feeds (9) 10
Business Anlaysis Foundations (9)
0
llent
table
r
r
d
Poo
Poo
Goo
Exce
ep
Very
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10. Skills Passport
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11. Skills Passport
Associate Professional
Professional Level Senior Professional Level Lead Professional Level
Level
KEY
Medium project : <15 team
15 Large project <30 team
30
Portfolio d Programme: >3
P tf li and P 3
Small project: <5 team members and/or with matrix members and/or with matrix
100.A. 100.P. 100.S. 100.L. projects, >40 team members,
members, >2 IT <5 systems management of up to 10 management of up to 20
1 1 1 1 matrix management, many IT
impacted, resources in other teams, <5 resources in other teams, >10
systems impacted,
<10 IT systems impacted, IT systems impacted,
Small project: one business Medium project : up to 4 Large project up to 6 business Portfolio and Programme:
100.A.
100 A area impacted, minimum
impacted 100.P.
100 P business areas impacted
impacted, 100.S.
100 S areas impacted significant
impacted, 100.L.
100 L many business areas
2 business process change 2 some business process 2 business process change 2 impacted, significant process
Manage IT required, change required, required, change,
100 Portfolio and Programme: high
Delivery Small project: low number of Medium project : low number Large project: high number of
100.A. 100.P. 100.S. 100.L. number of dependencies,
dependencies, simple or no of dependencies, supplier dependencies, complex
3 3 3 3 complex supplier
supplier management, management, supplier management,
management,
g ,
Large project: large financial Portfolio and Programme:
Medium project : full financial
accountability with full large financial accountability
Small project: limited financial accountability for the IT
100.A. 100.P. 100.S. financial accountability for the 100.L. full financial accountability for
accountability, limited project, small to medium
4 4 4 IT project, medium to large 4 the IT project, large sized
financial budget sized financial budget
sized financial budget financial budget (>£2 million),
(<£500k)
(>£500k) high risk
Provide direction and support
Implement effective project Implement and maintain Manage effective project or
for project and programme
3.1.A.1 inception and scoping 3.1.P.1 effective project inception and 3.1.S.1 programme inception and 3.1.L.1
inception and scoping
activities, as directed scoping activities scoping activities
activities
Gather, document and Gather, document and Review, and communicate Monitor, review and
communicate relevant communicate relevant relevant information relating communicate relevant
3.1.A.2 information relating to project 3.1.P.2 information relating to project 3.1.S.2 to, project or programme 3.1.L.2 information relating to project
Project inception and scoping inception and scoping inception and scoping or programme inception and
3.1 Inception and activities, under direction activities activities scoping activities
Scoping Design effective project or
Design and implement
Provide supporting activities, Monitor and review project programme inception and
effective programme inception
p g p
3.1.A.3
3 1 A 3 under di ti
d direction, t project
to j t 3.1.P.3 inception and scoping
31P3 i ti d i 3.1.S.3
3 1 S 3 scoping strategy, plans and
i t t l d 3.1.L.3
31L3
and scoping strategy, plans
inception and scoping activities governance mechanisms for
and governance mechanisms
programmes
Identify and develop, under
3.1.P.4 direction, project criteria and
governance mechanisms
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12. What next?
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