Based on the ‘job track’ methodology developed at Lancaster University, the toolkit comes packed with resources to enable you to develop streamlined job families suitable to your IT organisation. The toolkit will enable you to produce clear information for individual staff to develop their IT careers, and to be supported along the way by their line managers. The toolkit includes a database of job descriptions, case studies and all the resources required to produce innovative and highly visual ‘job tracks’ in the style of an underground map. The pragmatic approach is simpler than a full SFIA implementation and is compatible with competency frameworks used in HE including HERA.
How artificial intelligence is revolutionizing learning and development pract...Charles Cotter, PhD
How artificial intelligence is revolutionizing and disrupting learning and development practices throughout the ADDIE value chain - analysis, design, development, delivery and evaluation
Gain valuable insight into project management with a focus on managing IT projects. Acquire an understanding of how creating strategies and designing plans to deliver
IT projects can provide consistent value and increased profits; if you are preparing to take on IT project management responsibilities.
Gain valuable insight into project management with a focus on managing IT projects. Acquire an understanding of how creating strategies and designing plans to deliver IT projects can provide consistent value and increased profits; if you are preparing to take on IT project management responsibilities.
This document summarizes an IT capstone project course taken from 2012-2017. It provides an overview of the course, including that students work in teams on real-world IT projects, and discusses project types, features, clients, and examples. Feedback from clients and students' reflections highlight the value and learning experiences of the projects. Featured projects are briefly described, such as analyzing database queries, creating a performance dashboard, analyzing cyber threats, migrating data, replacing a ticket system, and analyzing website traffic.
Martin Heltai is a senior professional with over 30 years of experience in learning and performance solutions, organizational change management, and project management. He has extensive experience developing and delivering training programs, implementing learning communities and communities of practice, and administering SharePoint systems. Heltai also has expertise in organizational development, business process reengineering, strategic analysis, change implementation, and aligning people, processes, and technology.
Agenda
Danske Bank IT – A Global Workforce
Career Path project vision and overview
Job profile example
Presentation of speaker
Paradigm shifts of IT Competencies
This document provides an overview of the IT 4983 Capstone Project course at Kennesaw State University from 2012-2017. It describes how students work in teams on real-world IT projects for external clients over 3 months. Example project types include application development, system implementation, analysis/research, and hybrids. It highlights several featured projects and client feedback, demonstrating how the course provides valuable industry experience for students.
How artificial intelligence is revolutionizing learning and development pract...Charles Cotter, PhD
How artificial intelligence is revolutionizing and disrupting learning and development practices throughout the ADDIE value chain - analysis, design, development, delivery and evaluation
Gain valuable insight into project management with a focus on managing IT projects. Acquire an understanding of how creating strategies and designing plans to deliver
IT projects can provide consistent value and increased profits; if you are preparing to take on IT project management responsibilities.
Gain valuable insight into project management with a focus on managing IT projects. Acquire an understanding of how creating strategies and designing plans to deliver IT projects can provide consistent value and increased profits; if you are preparing to take on IT project management responsibilities.
This document summarizes an IT capstone project course taken from 2012-2017. It provides an overview of the course, including that students work in teams on real-world IT projects, and discusses project types, features, clients, and examples. Feedback from clients and students' reflections highlight the value and learning experiences of the projects. Featured projects are briefly described, such as analyzing database queries, creating a performance dashboard, analyzing cyber threats, migrating data, replacing a ticket system, and analyzing website traffic.
Martin Heltai is a senior professional with over 30 years of experience in learning and performance solutions, organizational change management, and project management. He has extensive experience developing and delivering training programs, implementing learning communities and communities of practice, and administering SharePoint systems. Heltai also has expertise in organizational development, business process reengineering, strategic analysis, change implementation, and aligning people, processes, and technology.
Agenda
Danske Bank IT – A Global Workforce
Career Path project vision and overview
Job profile example
Presentation of speaker
Paradigm shifts of IT Competencies
This document provides an overview of the IT 4983 Capstone Project course at Kennesaw State University from 2012-2017. It describes how students work in teams on real-world IT projects for external clients over 3 months. Example project types include application development, system implementation, analysis/research, and hybrids. It highlights several featured projects and client feedback, demonstrating how the course provides valuable industry experience for students.
Provides an overall project summary which includes prepare their people leader’s role in the company’s learning culture, strengthening the leader’s abilities to support the Future of Work skill development of their team members. It also includes a project overview (objectives, planning assumptions, design concept, project outline, basic evaluation plan, and change management plan
Recognizing Research Technologists in the Research ProcessMatthew Dovey
The document discusses recognizing "research technologists" in the research process. It notes that research is increasingly collaborative and interdisciplinary, requiring new skills related to areas like software development, data curation, and ICT training. However, roles that provide these skills have emerged ad hoc without formal recognition. This hinders career prospects for these positions and less efficient research. Solutions proposed include building professional recognition for research technologists, providing professional development and training, and ensuring their contributions are recognized in the research process.
Most employers recognize the fact that their staff is their greatest asset, and the right
Recruitment and induction processes are vital in ensuring that the new employee Becomes
Effective in the shortest time. The success of an organisation depends on having the r light
Number of staff, with the right skills and abilities. Organisations may have a dedicated
Personnel/human resource function overseeing this process, or they may devolve these
Responsibilities to line managers and supervisors. Many people may be involved, and all
Should be aware of the principles of good practice. Even it is essential to involve other s in
The task of recruitment and induction.
This document discusses the development of a digital toolkit to help apprenticeship providers navigate the new apprenticeship standards in England. It provides an overview of the toolkit, which is structured around the apprenticeship journey and highlights where technology can improve learning delivery and business processes. The toolkit is still in prototype form and feedback is being gathered to inform its further development. Interviews with stakeholders have uncovered pain points around apprenticeship delivery, and the toolkit aims to provide guidance on applying digital technologies to address these challenges. Next steps include sharing the draft version for consultation to identify any gaps that should be covered.
how good quality qualitative data analysis (QDA) can help you identify impacts of your
programs to better meet your objectives and the needs of the community
the steps involved in undertaking basic QDA, including repeated reading, analysis and
interpretation
the value of involving others in the QDA process
the difference between description and interpretation
the value of seeking feedback on your analysis and using triangulation to increase thetrustworthiness of findings
The document describes an internship at a software company. It includes the mission and vision of the host organization, an executive summary of the internship experience, and details of projects completed. The intern learned skills in Excel, data analysis, and report writing. Challenges included complex projects and time management. Overall, the internship provided valuable experience in software development processes.
Roman Osatinski has over 7 years of experience in consulting, project management, and delivery roles in telecommunications and life science industries, with a focus on agile methodologies like Scrum, Kanban, and Lean. He has led teams of developers and engineers as both a Scrum Master and Project Manager, and has experience training others and driving process improvements through initiatives like Six Sigma. Osatinski holds professional certifications in Scrum and Six Sigma and has a Bachelor's degree in Industrial and Systems Engineering.
This document outlines a proposal for developing a knowledge capture process for an IT project team. It begins with an introduction on knowledge capture and the intent to develop a process for capturing and reusing knowledge within the team. It then discusses the background of the project, current state of lacking documentation and knowledge sharing, and desired improved state. A proposal is made to create a semi-formal knowledge capture process following a provided process map. Collaboration tools like SharePoint, Lync and email are identified. A summary recaps the current issues, desired state, proposed practices and tools. Q&A and additional topics on knowledge mapping are also included.
Vertex aims to establish an analytical data repository and business intelligence program to extract value from information silos. The summary proposes a strategic framework with the following elements:
1. Establish a BI Competency Center to provide leadership and governance over the program.
2. Implement a BI Foundation consisting of standards, skills, processes, and technologies to evolve the organization from being data-constrained to information-enabled.
3. Take an incremental approach, first addressing current needs while building capabilities to support more advanced, strategic analytics and proactively manage the business over time.
The document describes developing a framework to predict human performance using ensemble techniques. It discusses collecting data on project personnel attributes and performance ratings. A random forest model is developed using attributes like programming skills, reasoning ability, domain knowledge, time efficiency, GPA, and communication skills. The random forest improves on previous studies by enhancing prediction accuracy. Results show attributes like programming skills and domain knowledge are highly important for predicting performance. The model achieves high accuracy rates based on evaluation metrics.
PPDA is a project management company that provides turnkey solutions in various specialist fields including human resource management, training, property management, valuation, and cleaning services. It is led by Adv. Job Moraka who has extensive experience in strategic and operational management. PPDA uses a structured project management approach and works with qualified experts and technical partners to implement projects for clients.
Dinesh Kumar Gupta is applying for a position and provides details about his educational and professional background in the cover letter. He has a Master's in IT Management, an MBA, and is an engineer. He has over 5 years of experience working as an ICT consultant on various projects for government entities in India. His experience includes projects for the Ministry of Electronics and Information Technology, Haryana Excise and Taxation Department, Bihar Panchayati Raj department, and others. He provides details on his role and responsibilities on these projects in his resume.
Jamil Faraj Hassan has over 20 years of experience in project management, PMO management, IT consulting, training and quality management. He currently serves as the PMO Director at King Khalid University in Saudi Arabia, where he manages project managers and provides training. Previously he has held senior roles at PricewaterhouseCoopers, ITAC, Civil Service Bureau and more, working on projects in various industries and countries across the MENA region. He has a PhD in Project Management and is a PMP-certified project management professional.
Here are the key activities in Step 1.1 of defining the right kind of PMO:
1. Review Info-Tech's framework of PMO types to understand the different options and how they align with organizational needs. This provides a common language and understanding of what a PMO could look like.
2. Conduct interviews and workshops to understand stakeholders' perceptions of the current PMO and identify any gaps or duplication of efforts. This ensures the PMO will fill real needs.
3. Map out who is currently responsible for key functions like project management, portfolio management, resource management etc. This identifies what is and isn't being addressed.
4. Analyze the organization's strategic objectives and initiatives to understand what needs
Using SFIA as a basis for defining Enterprise Architecture skillsLouw Labuschagne
The document discusses defining enterprise architecture skills. It provides an overview of the Skills Framework for the Information Age (SFIA), which defines IT skills and levels. SFIA is used to map architecture skills. The document also discusses using an open badge framework with SFIA to standardize skills definition and training for enterprise architects. Finally, it provides an example of mapping SFIA skills to an IT engagement model.
Educause Connect, Portland - Becoming a Partner of Choice in Portfolio & Proj...Jane Cox
This document discusses portfolio and project management best practices between two universities. It begins with an agenda and background on the University of Idaho and Evergreen State College. Both schools faced challenges with inefficient technology investments and a lack of governance. To address this, they implemented dedicated project management resources, processes, and transparency. The rest of the document covers key concepts, measuring maturity, example models, roadmaps, and exercises. It provides a recipe for success that involves understanding the current state, goals, and regularly planning, checking, and communicating progress.
Global Citizen Leadership (GCL) - Machine Learning and its impact on jobs.Pankaj Tirpude
1) GCL is an Innovation & Leadership project with a global perspective to solve business problems of today’s world.
2) Aim - To identify the opportunity space and implement a solution towards the impact of ML on jobs in IT industry.
3) Involves - Ethnographic Study of IT industry, Gap Analysis, Empathy Interviews and Product/Service Solutions.
4) Result – Designed a prototype of a service which can help HR, students and employees.
TCS has launched an initiative in the UK to address the skill gap in digital careers. They partnered with The Tech Partnership and MyKindaCrowd to create teaching resource packs for schools to educate students about IT career options and requirements. The resource packs aim to inspire more young people to pursue digital skills careers by providing industry insights and guidance on technology roles and education paths. TCS volunteers will also host sessions in schools using the materials to generate enthusiasm for digital careers.
The document outlines a review of the ICTAC business and operational strategy at a university. It discusses the current functions and challenges of the ICT department. It then provides recommendations to define objectives, develop an IT strategic plan and roadmap, reorganize the ICT structure, obtain funding, and implement infrastructure initiatives like enterprise systems and a campus-wide network to address the challenges and better support the university's academic goals.
The document provides an overview of UCISA's activities from June 2022 to May 2023. It discusses UCISA running 68 online events reaching over 7,500 members. 6 face-to-face conferences were held across the UK. UCISA also increased its representation work with suppliers and produced more resources for members. The outgoing chair reflects positively on UCISA's growth over the past 15 years and its strong financial position.
This document provides a toolkit for universities to prepare communications in response to a cyber attack or security incident. It includes resources such as:
- A framework for effective communication developed by Knight and Nurse.
- Guidelines for pre-event planning including identifying aims, crisis communication capabilities, partners, and rehearsals.
- A cyber response flowchart outlining disclosure decisions and communication considerations.
- Sections on framing messages, disclosure options, and delivering the message.
- The goal is to help universities minimize impact, reduce reputational damage and costs from a cyber incident by having an effective prepared communication response. It emphasizes the importance of collaboration across the institution.
Provides an overall project summary which includes prepare their people leader’s role in the company’s learning culture, strengthening the leader’s abilities to support the Future of Work skill development of their team members. It also includes a project overview (objectives, planning assumptions, design concept, project outline, basic evaluation plan, and change management plan
Recognizing Research Technologists in the Research ProcessMatthew Dovey
The document discusses recognizing "research technologists" in the research process. It notes that research is increasingly collaborative and interdisciplinary, requiring new skills related to areas like software development, data curation, and ICT training. However, roles that provide these skills have emerged ad hoc without formal recognition. This hinders career prospects for these positions and less efficient research. Solutions proposed include building professional recognition for research technologists, providing professional development and training, and ensuring their contributions are recognized in the research process.
Most employers recognize the fact that their staff is their greatest asset, and the right
Recruitment and induction processes are vital in ensuring that the new employee Becomes
Effective in the shortest time. The success of an organisation depends on having the r light
Number of staff, with the right skills and abilities. Organisations may have a dedicated
Personnel/human resource function overseeing this process, or they may devolve these
Responsibilities to line managers and supervisors. Many people may be involved, and all
Should be aware of the principles of good practice. Even it is essential to involve other s in
The task of recruitment and induction.
This document discusses the development of a digital toolkit to help apprenticeship providers navigate the new apprenticeship standards in England. It provides an overview of the toolkit, which is structured around the apprenticeship journey and highlights where technology can improve learning delivery and business processes. The toolkit is still in prototype form and feedback is being gathered to inform its further development. Interviews with stakeholders have uncovered pain points around apprenticeship delivery, and the toolkit aims to provide guidance on applying digital technologies to address these challenges. Next steps include sharing the draft version for consultation to identify any gaps that should be covered.
how good quality qualitative data analysis (QDA) can help you identify impacts of your
programs to better meet your objectives and the needs of the community
the steps involved in undertaking basic QDA, including repeated reading, analysis and
interpretation
the value of involving others in the QDA process
the difference between description and interpretation
the value of seeking feedback on your analysis and using triangulation to increase thetrustworthiness of findings
The document describes an internship at a software company. It includes the mission and vision of the host organization, an executive summary of the internship experience, and details of projects completed. The intern learned skills in Excel, data analysis, and report writing. Challenges included complex projects and time management. Overall, the internship provided valuable experience in software development processes.
Roman Osatinski has over 7 years of experience in consulting, project management, and delivery roles in telecommunications and life science industries, with a focus on agile methodologies like Scrum, Kanban, and Lean. He has led teams of developers and engineers as both a Scrum Master and Project Manager, and has experience training others and driving process improvements through initiatives like Six Sigma. Osatinski holds professional certifications in Scrum and Six Sigma and has a Bachelor's degree in Industrial and Systems Engineering.
This document outlines a proposal for developing a knowledge capture process for an IT project team. It begins with an introduction on knowledge capture and the intent to develop a process for capturing and reusing knowledge within the team. It then discusses the background of the project, current state of lacking documentation and knowledge sharing, and desired improved state. A proposal is made to create a semi-formal knowledge capture process following a provided process map. Collaboration tools like SharePoint, Lync and email are identified. A summary recaps the current issues, desired state, proposed practices and tools. Q&A and additional topics on knowledge mapping are also included.
Vertex aims to establish an analytical data repository and business intelligence program to extract value from information silos. The summary proposes a strategic framework with the following elements:
1. Establish a BI Competency Center to provide leadership and governance over the program.
2. Implement a BI Foundation consisting of standards, skills, processes, and technologies to evolve the organization from being data-constrained to information-enabled.
3. Take an incremental approach, first addressing current needs while building capabilities to support more advanced, strategic analytics and proactively manage the business over time.
The document describes developing a framework to predict human performance using ensemble techniques. It discusses collecting data on project personnel attributes and performance ratings. A random forest model is developed using attributes like programming skills, reasoning ability, domain knowledge, time efficiency, GPA, and communication skills. The random forest improves on previous studies by enhancing prediction accuracy. Results show attributes like programming skills and domain knowledge are highly important for predicting performance. The model achieves high accuracy rates based on evaluation metrics.
PPDA is a project management company that provides turnkey solutions in various specialist fields including human resource management, training, property management, valuation, and cleaning services. It is led by Adv. Job Moraka who has extensive experience in strategic and operational management. PPDA uses a structured project management approach and works with qualified experts and technical partners to implement projects for clients.
Dinesh Kumar Gupta is applying for a position and provides details about his educational and professional background in the cover letter. He has a Master's in IT Management, an MBA, and is an engineer. He has over 5 years of experience working as an ICT consultant on various projects for government entities in India. His experience includes projects for the Ministry of Electronics and Information Technology, Haryana Excise and Taxation Department, Bihar Panchayati Raj department, and others. He provides details on his role and responsibilities on these projects in his resume.
Jamil Faraj Hassan has over 20 years of experience in project management, PMO management, IT consulting, training and quality management. He currently serves as the PMO Director at King Khalid University in Saudi Arabia, where he manages project managers and provides training. Previously he has held senior roles at PricewaterhouseCoopers, ITAC, Civil Service Bureau and more, working on projects in various industries and countries across the MENA region. He has a PhD in Project Management and is a PMP-certified project management professional.
Here are the key activities in Step 1.1 of defining the right kind of PMO:
1. Review Info-Tech's framework of PMO types to understand the different options and how they align with organizational needs. This provides a common language and understanding of what a PMO could look like.
2. Conduct interviews and workshops to understand stakeholders' perceptions of the current PMO and identify any gaps or duplication of efforts. This ensures the PMO will fill real needs.
3. Map out who is currently responsible for key functions like project management, portfolio management, resource management etc. This identifies what is and isn't being addressed.
4. Analyze the organization's strategic objectives and initiatives to understand what needs
Using SFIA as a basis for defining Enterprise Architecture skillsLouw Labuschagne
The document discusses defining enterprise architecture skills. It provides an overview of the Skills Framework for the Information Age (SFIA), which defines IT skills and levels. SFIA is used to map architecture skills. The document also discusses using an open badge framework with SFIA to standardize skills definition and training for enterprise architects. Finally, it provides an example of mapping SFIA skills to an IT engagement model.
Educause Connect, Portland - Becoming a Partner of Choice in Portfolio & Proj...Jane Cox
This document discusses portfolio and project management best practices between two universities. It begins with an agenda and background on the University of Idaho and Evergreen State College. Both schools faced challenges with inefficient technology investments and a lack of governance. To address this, they implemented dedicated project management resources, processes, and transparency. The rest of the document covers key concepts, measuring maturity, example models, roadmaps, and exercises. It provides a recipe for success that involves understanding the current state, goals, and regularly planning, checking, and communicating progress.
Global Citizen Leadership (GCL) - Machine Learning and its impact on jobs.Pankaj Tirpude
1) GCL is an Innovation & Leadership project with a global perspective to solve business problems of today’s world.
2) Aim - To identify the opportunity space and implement a solution towards the impact of ML on jobs in IT industry.
3) Involves - Ethnographic Study of IT industry, Gap Analysis, Empathy Interviews and Product/Service Solutions.
4) Result – Designed a prototype of a service which can help HR, students and employees.
TCS has launched an initiative in the UK to address the skill gap in digital careers. They partnered with The Tech Partnership and MyKindaCrowd to create teaching resource packs for schools to educate students about IT career options and requirements. The resource packs aim to inspire more young people to pursue digital skills careers by providing industry insights and guidance on technology roles and education paths. TCS volunteers will also host sessions in schools using the materials to generate enthusiasm for digital careers.
The document outlines a review of the ICTAC business and operational strategy at a university. It discusses the current functions and challenges of the ICT department. It then provides recommendations to define objectives, develop an IT strategic plan and roadmap, reorganize the ICT structure, obtain funding, and implement infrastructure initiatives like enterprise systems and a campus-wide network to address the challenges and better support the university's academic goals.
The document provides an overview of UCISA's activities from June 2022 to May 2023. It discusses UCISA running 68 online events reaching over 7,500 members. 6 face-to-face conferences were held across the UK. UCISA also increased its representation work with suppliers and produced more resources for members. The outgoing chair reflects positively on UCISA's growth over the past 15 years and its strong financial position.
This document provides a toolkit for universities to prepare communications in response to a cyber attack or security incident. It includes resources such as:
- A framework for effective communication developed by Knight and Nurse.
- Guidelines for pre-event planning including identifying aims, crisis communication capabilities, partners, and rehearsals.
- A cyber response flowchart outlining disclosure decisions and communication considerations.
- Sections on framing messages, disclosure options, and delivering the message.
- The goal is to help universities minimize impact, reduce reputational damage and costs from a cyber incident by having an effective prepared communication response. It emphasizes the importance of collaboration across the institution.
The survey found that institutions are providing increased central support for technology enhanced learning (TEL) tools compared to 2020. The top 6 centrally-supported tools, such as the virtual learning environment, eAssessment tools, and media streaming systems, are used by over 97% of responding institutions, up from 81-91% in 2020. There has also been growth in the review of TEL tools and outsourcing of TEL services across UK higher education since the start of the COVID-19 pandemic.
The UCISA Annual Review highlights the progress we have made as a community in the last year, as we work to achieve the ambitions set out in our Strategic Plan 2022-27 – Building on Success, published in January this year.
UCISA Digital Futures Programme Presentation.pptxucisa
The Digital Futures Programme offers support and opportunities for people starting out in their IT careers.
It enables them to develop worthwhile learning opportunities that will hopefully lead to full time permanent employment either with their current or other employers.
The survey results show that enterprise architecture is still growing within higher education institutions. While most architecture functions are still based in IT, over half of respondents have established architecture in the last 5 years. Respondents indicated shifting more focus to tactical initiatives in response to COVID-19 challenges over the last year. The top challenges cited were lack of resources and increasing technical debt. Most institutions map capabilities and data to organizational elements and value sharing experiences from the community of practice.
Establishing a business analysis practice in the he web versionucisa
A Business Analyst can add significant value to higher education institutions in several ways:
1) They help improve processes and services which enhances the student and staff experience.
2) They identify efficiencies that save costs and free up staff time by streamlining processes.
3) They avoid unnecessary solutions and ensure decisions are based on strong evidence.
4) They support change management so new projects are more likely to succeed.
This document provides an overview of the activities of ucisa (Universities and Colleges Information Systems Association) from June 2020 to June 2021. It discusses how ucisa rapidly transitioned to an online operating model in response to the COVID-19 pandemic. Over this period, ucisa hosted 54 online events reaching over 4,100 delegates, compared to 16 events reaching 1,177 delegates in 2019. It also highlights ucisa's progress on its four strategic goals and the support provided to members during this challenging time.
2020 TEL Survey executive summary with infographicsucisa
This document provides highlights from the 2020 Survey of Technology Enhanced Learning (TEL) in UK higher education. Key findings include: legislative changes around accessibility and inclusiveness are top drivers for TEL development; VLEs, text matching tools, and EMA tools are most extensively used; Moodle, Turnitin and Talis are leading providers; most institutions outsource lecture capture and e-portfolios; and cloud-based SaaS provision of VLEs has tripled since 2018. The survey provides a snapshot of TEL in UK higher education prior to the COVID-19 pandemic.
UCISA Major Project Governance Assessment Toolkitucisa
Universities and colleges are constantly undertaking significant change activities. These activities will typically be managed using existing institutional project and change management processes. Often, however, there is a lack of consistency and rigour in the governance approach. This can lead to significant cost overruns and project failure when confronted with the challenges of a major change project. Major projects require a more rigorous approach to governance and project management to deliver success.
The Major Project Governance Assessment Toolkit has been developed to assist staff who are managing or participating in major change projects.
The toolkit provides:
a) guidance on assessing which projects should be classed as Major
b) the governance elements that must be managed for Major projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the toolkit at the University of Edinburgh
The toolkit has been designed to be complementary to existing project and change management processes. The toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of project governance. The toolkit can be used as a reference point and checklist for any project.
This presentation was first given at UCISA15 conference in Edinburgh and may be a useful aid to adopting the toolkit in your institution.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
2. 2
@UCISA2022 2
T o o l k i t C o n t r i b u t o r s
Dr Paul Harness, Retired CIO
Paul was Director of Information
Systems Services at Lancaster
University from 2013 to 2022.
Paul sponsored the Lancaster
University ‘IT Job Track’ project
that forms the foundations of this
toolkit. Paul is a former Vice
Chair of UCISA.
Chris Dixon, Head of Digital
Change and Innovation,
Lancaster University
Chris works at Lancaster
University as Head of Digital
Change and Innovation. As a
member of the IT Leadership, he
led on the delivery of the IT Job
Track project which produced
the resources of this toolkit.
Rebecca Anderson, HR
Service Delivery Manager,
Lancaster University
Becca works in the People and
Organisational Effectiveness
division at Lancaster University.
Becca helped develop the first
stages of the Job Track whilst
supporting the IT team as their IT
partner.
Catherine Ellwood, HR
Partner, Lancaster University
Catherine works in the People
and Organisational Effectiveness
division at Lancaster University.
Catherine completed the Job
Track work whilst supporting the
IT team as their IT partner.
3. 3
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E x e c u t i v e S u m m a r y
It can be difficult for individual IT staff to understand
routes for personal career progression. During the
early stage of an IT career, individuals may develop
interests outside their area of activity. For example, a
helpdesk worker may develop an interest in project
management, or an IT technician may wish to develop
their skills in computer networking. Alternatively, as the
IT field rapidly evolves, more experienced staff may
wish to change direction. A developer may wish to
become an architect, for example. The environment of
university organisations and processes may also result
in staff feeling that their options for progression are
limited resulting in low satisfaction, poor performance
or employee drain.
UCISA recognised the vital importance of university IT
staff in its Strategic Plan 2022-27 which aims to enable
the professional development of individuals and
enhance the collective expertise of our community.
This UCISA Career Mapping Toolkit provides
resources to encourage and facilitate career
progression for IT staff. It is based on the ‘job track’
methodology developed by Lancaster University and
provides an approach to the development of job
families tailored to the needs of a university IT
department. Specifically, it focuses on the difference
between ‘skills and knowledge’ and ‘breadth and
complexity to provide a number of indicative ‘job
tracks’ akin to an underground route map. It is
intended to be simpler than more comprehensive
approaches such as SFIA (the global skills and
competency framework for the digital world -
https://sfia-online.org/en) and can operate alongside
existing role analysis frameworks such as the Higher
Education Role Analysis (HERA) framework -
http://ecc-com.mysmarterwebsite.co.uk/how-we-can-
help/hera-and-fedra-the-sectors-leading-role-analysis-
tools/
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Q u i c k S t a r t G u i d e
The resources in this toolkit provide you with a
practical way to start a Career Mapping Project in your
institution. Exactly how long your project will take, will
depend on several factors:
1. Do you have the backing of your CIO/IT director
and their leadership team? Getting top down and
visible commitment will be essential for the
success of the project.
2. Are you working in partnership with your
Human Resources team? It is strongly
recommended that career mapping is a partnership
between IT and HR. The resources in the toolkit
may challenge current thinking and practices in
both areas, so it makes sense to work together.
3. Do you understand how IT staff perceive
opportunities for career development and
progression? If not, then maybe you would wish
to run a pulse survey, or workshops to take a
‘temperature test’ and benchmark your starting
position.
4. What is the quality of your current database of
job descriptions (JD) and person specifications
(PS)? This is a really important factor to consider.
Do you have standard JD/PS across each broad
area of expertise (e.g. developers) or do you have
specifically tailored JD/PS for each individual role?
If it is the latter, then you are likely to have more
work to do!
Once you have answered the above questions, you
can get started. The outline below assumes that you
will undertake the work as a traditional IT project, but
you may want to adapt this depending on how you run
projects, and how much ‘process’ you feel you need in
your organisation.
1. Identity a Project Sponsor – this might be your
CIO, or someone senior in your IT leadership team.
2. Identify a Project Manager - to coordinate the
work
3. Identify a lead HR person to work with the
Project Manager – this could be your HR Partner
if you have one.
4. Agree how you will report and monitor
progress on your project – this might be directly
through your IT leadership team, or as a separate
Project Board.
5. Put in place appropriate project documentation
as you require – by answering the questions
earlier in this section, you should have an idea of
what your mandate it, so the next step would be to
flesh out a Project Initiation Document and outline
plan.
6. Get started!
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B a c k g r o u n d a n d L a n c a s t e r A p p r o a c h
A survey of IT staff at Lancaster University in 2018
indicated a perception that there were inconsistent
opportunities for career progression. The IT leadership
team investigated further and determined that there
was:
• Lack of clarity on routes to career progression – the
difference between academic promotion and career
progression for professional staff was not well
understood.
• Inconsistency in approach across teams, with some
areas taking advantage of secondment and job
shadowing approaches more than others.
• Inconsistency in use of language across job
descriptions and person specifications, leading to
unintended restrictions on essential job
requirements, limiting the internal application pool.
• Complexity in recruitment processes, involving
potentially excessive review of job descriptions and
person specifications as part of the HERA process.
• Insufficient use of apprentice roles to onboard new
talent.
The Leadership Team also identified several examples
of good practice including innovative job shadowing in
some areas, and some attempts to standardise job
descriptions. Overall, however, it determined that work
was required to improve processes to maximise career
development opportunities for IT staff.
Some members of the Leadership Team had had
previous experience implementing SFIA and similar
job family approaches in both HE and commercial
settings. It was agreed that such approaches had
potential to be overly bureaucratic, and as such a
more pragmatic route was required. It was also
deemed important that the approach would
complement the HERA job evaluation scheme used at
Lancaster, and not require extensive re-work.
Although reviewing and consolidating a large number
of job descriptions and person specifications is not a
small task, the overall aim was to be pragmatic,
minimise bureaucracy, and stay focused on delivering
resources for staff that were easy to understand.
This Photo by Unknown Author is
licensed under CC BY-SA
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L a n c a s t e r A i m s
The Lancaster Job Track Project had the following core aims:
1. To address concerns raised through our IT staff survey on perceptions of career development and
progression.
2. To take a consultative approach, aiming to create ambition for career progression across the whole
department.
3. To develop tools and resources to be used in manager / person conversations and particularly as
part of annual performance development reviews to illustrate routes for career progression.
4. To undertake case studies of good practice.
5. To be as simple as possible. Working in partnership with HR colleagues taking a pragmatic
approach to simplify and reduce the number of job descriptions and person specifications.
6. To remain consistent with our job evaluation framework (HERA) and minimise any need for job re-
evaluation.
7. To NOT mandate new job descriptions or person specifications for existing staff, but hopefully staff
would see the benefits of moving to them as the scheme is deployed.
Overall project approach
Analyse existing
JDs from data
Agree with
Leadership
Team the tracks
(seeking to
simplify)
Attempt to map
all staff onto
new tracks
Identify and
resolve outliers
Finalise
agreement on
tracks and
produce master
“tube map”
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O u t c o m e s o f t h e L a n c a s t e r P r o j e c t
The project identified around 140 job descriptions/person specifications. This equated to almost one for each person in the department (!), with no clear structure and many
inconsistencies.
Principles for Job Descriptions, Person Specifications and Advertisements were agreed, utilising language ladders and template statements. In partnership with HR
colleagues, job descriptions were developed ensuring that the language mapped onto HERA.
This resulted in less that 50 roles (including some new apprenticeship roles), which were structured across 11 pathways or ‘job tracks’ (see diagram). Specific nuances of a
role would be expanded in an advertisement. There is HERA audit traceability for all posts, with a job library available for staff to use.
H
H
Apprentice
H
G5 G6 G7
Senior
Developer
H
Assistant
Project
Manager
Project
Management
Assistant
Breadth and Complexity
Sample progression pathway (via PDR
Discussion, 1:1, further skills
development)
Skills
and
Knowledge
Under construction
G8
Senior
Developer
Apprentice
Developer
Junior
Developer Developer
Developer
Apprentice
PM
Developer
Project Manager
IT Engineer
Project
Manager
Senior
Project
Manager
Systems Admin
Systems Infrastructure
IT Security
H
H
Apprentice IT
Engineer IT Engineer IT Engineer
Typical progression to System Admin or Service
Manager
IT Security
Manager
IT Security
Analyst
G9
Programme
Manager
Head of
<Area>
ISS Job Tracks
System /
Database
Administrator
System /
Database
Administrator
System / Database
Administrator Head of
<Area>
Head of
<Area>
Network
Specialist
Senior
Network
Specialist
Team Leader
H
Junior
Network
Specialist
H
IT Security
Apprentice
H
Track Complete
Breadth and Complexity
Skills
and
Knowledge
Apprentice
/ Intern G3
G5 G6 G7
H H
Sample progression pathway (via PDR
Discussion, 1:1, further skills
development)
Under construction
G8
Service Desk
Analyst
Service Manager
IT Support
Digital Learning
Digital Accessibility
G9
ISS Job Tracks (2)
Service
Desk
Analyst
Head of
Service –
no JD
Business
Analyst
Business
Analyst
Senior
Business
Analyst
Service
Management
Officer
Service
(Portfolio)
Manager
IT Support
Intern
IT Support Assistant
(Digital Skills)
IT Support Developer
(Digital Skills)
IT Support Manager
(Digital Skills)
H
Learning
Technologist
Digital
Learning
Facilitator
Digital
Learning
Manager Head of
Digital
Learning
Progression
to Head of
Service
Digital
Accessibility
Intern
IT Support Assistant
(Digital Accessibility)
IT Support Developer
(Digital Accessibility)
IT Support Manager
(Digital Accessibility)
Progression
to Head of
Service
Service
Desk
Manager
Progression to a wide range of
(typically) G6 roles across ISS
Progression
to Head of
Service
Service
Support
Assistant
Service
Manager
H
Digital
Learning
Facilitator
Service
Desk Apprentice
Service
Management
Apprentice
Business
Analyst
Apprentice
Apprentice
Learning
Technologist
Service
Delivery
Manager
Service
Desk Officer
IT Support Officer
(Digital Skills)
IT Support Officer
(Digital Accessibility)
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@UCISA2022 9
<Job Track Name>
Job
Title
(Grade)
Job
Title
(Grade)
Job
Title
(Grade)
Job
Title
(Grade)
Job
Title
(Grade)
Job
Title
(Grade)
Problem Solving Low Low Low Med Med
Performance Management Low Low Low Low Low Med
Drive for Results Low Low Low Med Med Med
Creativity Low Low Low Med Med
Dealing with Ambiguity Low Low Low Low Med Med
Innovation Management Low Low Low Low Med Med
Strategic Thinking Low Low Low Low Med Med
Negotiation and Conflict Management Low Low Low Low Low Low
Interpersonal Skills Low Low Low Low Low Med
Hiring and Staffing Low Low Low Low Low Med
Building Team Spirit Low Low Low Low Low Low
Communication Skills Low Low Low Low Med Med
A d a p t i n g f o r y o u r i n s t i t u t i o n
This toolkit includes comprehensive resources to enable
you to adapt the Lancaster approach and build job
tracks for your institution. In addition to this document,
you will find extensive resources in the downloadable
file CM-Toolkit.zip.
Before you dive in and start creating your own job
tracks, you will need to understand some key concepts
and also the use of language ladders and the role of the
language matrix.
The next few slides take you through these at a high
level. You will then be ready to work through the rest of
the material in the Zip file.
Low Medium High
Problem Solving • Solves routine problems effectively
• Escalates problems beyond their scope
• Contributes to group problem solving
• Looks beyond obvious solutions
• Efficiently solves complex problems
with wide scope
• Identifies or anticipates hidden cross
group problems
Performance Management • Keeps manager informed of progress
• Works independently and seeks
coaching from manager
• Manages dependencies through
coordination
• Develops measurable goals
• Delivers feedback that improves
performance
• Develops measurable goals and
delegates effectively
Drive for Results � • Takes responsibility for and is proud of
achieving results
• Demonstrates strong work ethic
• Defines assignments by results to be
achieved
• Works efficiently and diligently to do an
excellent job
• Holds people accountable for meeting
commitments
• Sets high standards and expects
successful achievement
Creativity • Pushes themselves to think beyond the
obvious
• Contributes new ideas and approaches
to how their work is done
• Regularly provides high quality thinking
to idea development
• Challenges standard approaches to find
more effective ways
• Brings out creativity in others
• Entertains wide-ranging possibilities to
generate new innovative ideas
Dealing with Ambiguity • Performs ambiguous tasks with
guidance and support
• Adapts to changing circumstances
direction and strategy
• Doesn’t need things to be black and
white
• Makes decisions without sufficient
information for certainty
• Refuses to be paralyzed by uncertainty
or ambiguity
• Readily and easily switches gears in
response to unexpected circumstances
Innovation Management • Adjusts to changes in priorities and
technology with minimal direction
• Recognises good creative ideas
• Motivates others to find new ways of
using and looking at technology
• Nurtures good creative ideas In self and
others
• Champions good creative ideas
• Anticipates and responds to changes in
high level strategies
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K e y c o n c e p t 1
Key Concept 1 – Skills and Knowledge vs Breadth
and Complexity
The key concept of the job track approach is the
difference between the breadth and complexity of a
role (which ultimately defines the grade of a post), and
the skills and knowledge required to undertake the role
(which define the associated job family).
Example: The Case of the Disadvantaged
Developer
A developer needs to have the skills and knowledge to
understand specifications and write code. These skills
define the ‘developer’ job family. The actual grade of a
developer role is defined by the breadth and
complexity that is required. A junior developer may, for
example, be expected to write code based on
straightforward specifications. A Senior Developer may
be expected to have a broader understanding of the
code base/architecture and make more strategic
decisions on how to implement a solution based on
more complex specifications.
As part of the investigation at Lancaster, it was
determined that a developer in one team was
inadvertently unable to apply for a more senior
developer role in another team. The role had been
specified with too much focus on the skills required (a
specific programming language) than the breadth and
knowledge required for the more senior post.
Someone with the breadth and knowledge to
undertake a more senior role would be able to learn a
new programming language (skill).
In reviewing job descriptions and person specification,
it is essential that the distinction between ‘skills and
knowledge’ and ‘breadth and complexity’ are
understood.
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K e y c o n c e p t 2
Key Concept 2 – Job Descriptions, Person Specifications and Advertisements
To rationalise the overall number of job descriptions (JDs) and person specifications (PSs), it is important to agree what each document does, and to consider the role of
the advertisement. There is a balance to be achieved in the level of detail in JD/PS documents, but the general principle should be to make these relatively generic.
This will reduce the number of different JD/PSs required, and any specific nuances can be drawn out in the advertisement.
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E x a m p l e L a n g u a g e L a d d e r s
The language ladder is a simple way to describe competencies required for a job (e.g. Problem Solving, Creativity etc) in terms of low, medium and high categories. This
can then be used to help the development the language matrix for each grade in a job track (see next page). This simple approach to competencies complements, rather
than directly links, to a formal framework like SFIA or HERA. By taking this more pragmatic approach your job tracks can be developed with minimal impact on your
organisations existing job evaluation framework.
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@UCISA2022 13
L a n g u a g e M a t r i x T e m p l a t e
Based on an agreed Language Ladder (which applies to the whole organisation), a Language matrix is developed for each job track to define breadth and complexity
for each grade. The toolkit includes example matrices from job tracks developed at Lancaster.
<Job Track Name>
Job
Title
(Grade)
Job
Title
(Grade)
Job
Title
(Grade)
Job
Title
(Grade)
Job
Title
(Grade)
Job
Title
(Grade)
Problem Solving Low Low Low Med Med
Performance Management Low Low Low Low Low Med
Drive for Results Low Low Low Med Med Med
Creativity Low Low Low Med Med
Dealing with Ambiguity Low Low Low Low Med Med
Innovation Management Low Low Low Low Med Med
Strategic Thinking Low Low Low Low Med Med
Negotiation and Conflict Management Low Low Low Low Low Low
Interpersonal Skills Low Low Low Low Low Med
Hiring and Staffing Low Low Low Low Low Med
Building Team Spirit Low Low Low Low Low Low
Communication Skills Low Low Low Low Med Med
KEY POINT: By comparing job tracks you can see where an individual may wish to develop to prepare for a
potential grade change, or or even moving from one track to another.
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C r e a t i n g a j o b t r a c k
The Toolkit resource file includes a detailed process for creating a job track with example language ladders and other resources.
Tips and tricks:
• In our case we found that: System Development Officer, Technical developer, Developer, Systems Analyst / Developer were all actually a “Developer”
• There were many discussions on the specifics. For example: What is the difference between a Network Administrator and Systems Administrator?
• It’s essential to do the mapping for ALL IT staff, but it’s suggested that you start with an area you feel most comfortable with.
• There will be “funny roles” that have strange titles. In our case this was for Security, and this ultimately led to a separate track that was not envisaged at the start.
• Do a draft map FIRST, as this allows better discussion and can be refined as individual job tracks emerge from the process.
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T o o l k i t R e s o u r c e s
As part of this toolkit, you should also download file CM-Toolkit.zip. This contains a host of resources as described below.
Process Folder
• START HERE !! - Process for completion of Job Track (Process for completion of a Job Track.docx)
• Language Ladder (LanguageLadder.pptx)
• Language Matrix template (LanguageMatrix.pptx)
• Template Job Description (Template_JD.docx)
• Template Person Specification (Template_PS.docx)
Job Tracks Folder - Each track as a separate sub-folder as follows:
• Analyst
• Developer
• Digital Learning
• IT Engineer
• IT Security
• IT Support
• Project Manager
• Service Desk
• Service Manager
• System Database Administrator
• Systems Infrastructure Network
Presentations and Communications
• Case Studies
• Job Track Tube Map (JobTrack_Tube_Map.pptx)
• ISS Job Tracks Presentation (ISS Job Tracks - The story so far.pptx)
16. UCISA
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