The document discusses best practices for competency centers, resource management, and teaming. It recommends building fluid teams with a focus on competence, transparency, and leadership. Competency centers should have an outward focus on solving business problems rather than being a labeling tactic. Resource management is key to workforce planning and requires cross-boundary sharing and coordination. Social networking can extend project teams and improve matching by increasing visibility of skills and peer vouching.

1. Get a Grip: Best Practices in Competency Centers, Resource Management and Teaming Diane Morello

4. Projects, Collaboration and Teams Become the Norm 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2000 2005 2010 2015 Different time, different place Same time, different place Same time, same place Working alone Work Modes Proportion of work outcomes that depend on group input and actions

5. A New View of Employment Takes Hold: Multiple Assignments Reign 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2009 2014 "Deployee" Model single employer, multiple assignments Traditional Model single employer, single assignment Engagement Model multiple employers, multiple assignments Finding talent means taking advantage of the wealth of skilled, qualified and talented professionals who seek alternative work models.

9. Building Blocks of Robust Resource Management Strategic Direction Tactical Decisions Risk Analysis Forecasts Expertise Leverage Roles Knowledge Required Appropriate Practices Skills Competency Models Behaviors And Values Supply Management Workforce Planning Sourcing Planning Recruiting Outsourcing Assignments Integrated HCM Learning Development Demand Management External Drivers Internal Drivers Projects Initiatives Imperatives Governance Architecture Principles Foundational Structure Resource Management

10. Link Competence Constructs to Portfolio Future Business Value Difficulty of Imitating or Replicating Run Better, Faster, Cheaper Resource Pools Service-Level Focus (Ex: IT Process Expertise) Nearly all areas of competence move down the project portfolio. New ones emerge, and old ones get institutionalized or retired. Grow Business Step Change Competence Centers Knowledge Focus (Ex: Business Analytics) Transform Business Sea Change Centers of Excellence Innovation Focus (Ex: Context Awareness) Contextual Impact

11. Another View: How Competence Changes Source: Adapted from "IBM IT Governance Approach: Business Performance through IT Execution," February 2008 High variance Medium variance Low variance Low density Medium density High density Innovation Execution Efficiency Variability Control Time Need for competence emerges Competence develops and crystallizes Competence spreads and gets institutionalized

13. Interaction Rules: People Play Multiple Roles Peer and horizontal networks are as strong as — often stronger than — employer bonds. Imperative Make the quality of people and contact paramount. Organization Communities Infrastructure Management Zone Learning Zone Production Zone Organization Lead, Govern, Negotiate Community Emerging CC Resource Pool Development Project 1 Project 2 Project 3 Project 4 Teams

14. Get a Grip: Build the Project Team of the Future What people bring with them How people develop themselves How people demonstrate themselves Contextual Grasp Capacity to Generate Future Business Value Roles Results Expertise Leadership Relationships Skills Aptitude Behaviors Contacts The Specialist The Versatilist

16. Grass-Root Tools Support a Reconfigurable Workforce Reconfigurable Workforce Encouraging Involvement (for example, blogs, expertise locators, idea management, collaboration software) Enhancing Performance (for example, knowledge management, 360° evaluation, prediction market software workforce analytics, communities of practice) Learning (for example, virtual worlds, wikis, gaming, podcasts, simulations) Uncovering Opportunity (for example, social networking analysis, dynamic profiling, peer-to-peer communities) Making Contact (for example, Jobster, peer-to-peer communities, Facebook) Finding Talent (for example, talent management suites, blogs, alumni sites, global sourcing services, matching tools) Refresh Find Engage

22. Develop a Process for Analyzing Needs Business Need Build Hybrid Organization Blend skills, knowledge and expertise from sources as appropriate for this organization Feedback Assess effectiveness and correct course 6 7 1 Organizational Analysis Define business drivers and required skill sets Assess Organization (Skills, knowledge, change readiness, demographics) Gap, Option Analysis Identify gaps, evaluate options (e.g., training, hiring, reskilling, exsourcing) Implement Skill Strategy Determine and orchestrate optimal mix of options to bridge skills gap 4 2 3 5 Transformation Input Output Measurement