designing for digital transformation

Developing competences of individuals in tandem with the collective organisational capabilities

21 June, @DIGITYSER, Brussels

Designing for Digital Transformation

Agenda

© Capgemini Consulting 2018. All rights reserved. 2

10.00 hrs Welcome & introductions Mr. André Richier, European Commission

10.10 hrs State-of-play of the initiative & objectives

workshop

Mr. Niels van der Linden, Capgemini Consulting

10.30 hrs Insights into current supply and demand gap

for IT professionals and eLeaders

Mr. Tobias Huesing, Empirica

11.00 hrs The value of certifications and training. A

Global comparison of IT Skills and Salaries.

Ms. Izabela Milewska, EMEA Education Program

Manager, Amazon Web Services

Moderation by Marianne Kolding, IDC

12.00 hrs Digital Transformation priorities for Digital

Leaders

Ms. Danielle Jacobs, General Manager Beltug

(Belgian association of Digital Technology Leaders),

Board member EuroCIO

12.45 hrs Lunch

13.30 hrs The HR challenge for SMEs: attracting highly

skilled IT people

Mr. Philip Du Bois, CEO DNS Belgium

14.15 hrs The Digital Capability Reference framework Mr. Niels van der Linden, Co Siebes, Capgemini

Consulting

15.00 hrs How governing boards address the digital

challenge (or not)?

Prof. dr. Steven De Haes, Antwerp Management

School – University of Antwerp

16.00 hrs Wrap-up & conclusions

16.30 hrs Closure

State-of-play of the initiative & objectives workshop


Digital transformation is pivotal for every organisation


A wide variety of IT organisational and management frameworks (and certifications)

A shortage of IT professionals and e-Leaders

A lack of digital skills in the organisations

Inadequate or even missing strategies

However, skills shortage is one of the key barriers to digitising European companies


Lack of awareness among executives

Only 35% of executives claimed to have

developed a digital transformation strategy

57% of the respondents stated that business

executives need extensive digital skills to be able to

develop a successful digital transformation strategy

80% of enterprises realisethat digital

transformation is a competitive opportunity but over 90% lack digital

skills

Small and medium-sized enterprises (SMEs) have even more difficulty in recruiting IT specialists and digitally-talented

staff. It is estimated that

there will be a gap of

up to 250,000 e-leaders

by 2020 in Europe

This initiative contributes to increasing the digital maturity level of European enterprises of all sizes

The main goals are the following:

• Promote digital organisational frameworks and IT professionalism in support of the digital transformation of enterprises in Europe

• Understand how strategies for improving digital organisational capabilities of enterprises could be developed, together with IT competences development;

• Investigate how enterprises could benefit from a coordinated approach for the effective adoption of digital organisational frameworks and IT professionalism

• More effective development of digital organisational capabilities, especially SMEs;

• Facilitating the use of a digital organisational reference framework in liaison with e-CF;


� IT organisational and management frameworks (standards) in the areas of IT Development, IT Management, Architecture, Project management, Business management

� 4 building blocks, a.o.:

� E-Competence Framework (e-CF) the demonstrated ability to apply IT knowledge, skills and attitudes for achieving observable results

A few definitions upfront - the ingredients for a digital organisational reference framework explained


� The ability of an organisation to systematically and repeatedly mobilise processes, people and technology towards achieving specific outcomes

� Capabilities clustered on 9-square AIM model/SAM

Digital capability Digital organisational frameworksIT Professionalism

Approach and where we stand today


• Structured inventory and

analysis: interviews, online

survey (with great support of

EuroCIO et al), consultations

representing bodies, in-depth

analysis most relevant

frameworks, outline of

reference framework

Workshop 1Workshop 1 Workshop 2Workshop 2 Workshop 3Workshop 3 Workshop 4Workshop 4

• Elaboration of proposal

for reference framework

and develop guidelines

for use

• Stakeholder

consultation via survey

and interviews

• Validation

• Finalisation

• Dissemination

ScanScan FocusFocus ActAct

State-of-playState-of-play Draft + GuidelinesDraft + Guidelines Final DIGIFRAMEFinal DIGIFRAME

Interim report Final report

January 2018 January 2019

Final conferenceFinal conference

14 June 2017 8 December 2017 21 June 2018 October 2018 27 November 2018

We’re working towards a solid contribution to foster digitisation of European enterprises


Final report

In addition to what is included in the interim report:

� A proposal for an integrated digital organisational reference framework;

� General guidelines for the use of the digital organisational reference framework;

� Conclusions and policy recommendations

Interim report

• A description of the state-of-play in the

EU including: • A structured inventory of IT

organisational and management frameworks;

• An evaluation of the importance and the value of related certifications;

• Best practices in the top ten EU countries (and sectors at EU level);

• An in-depth review of at least ten of the

most relevant and popular frameworks;

• An estimate of the potential benefits of

their possible use in conjunction with the

e-CF;


Today’s objectives


Skills Gap Certification &

training

Demand & good

practice

Digiframe

explained

Lead the change

• Insights into the current IT labour market: what is the supply-demand gap for IT professionals and eLeaders?

• Value of certifications and training for businesses

• How can certification be impactful from both individual and business perspective?

• How can it help companies in crucial digital areas?

• What do companies (from small to big) need to build capabilities and competences in tandem?

• How do they tackle skills gaps?

• Discussing the draft DIGIFRAME and how it could add value to enterprises

• Use cases

• Do governing boards address the digital challenge (or not)?

Agenda


10.00 hrs Welcome & introductions Mr. André Richier, European Commission

10.10 hrs State-of-play of the initiative & objectives

workshop

Mr. Niels van der Linden, Capgemini Consulting

10.30 hrs Insights into current supply and demand gap

for IT professionals and eLeaders


11.00 hrs The value of certifications and training. A

Global comparison of IT Skills and Salaries.

Ms. Izabela Milewska, EMEA Education Program

Manager, Amazon Web Services

Moderation by Marianne Kolding, IDC

12.00 hrs Digital Transformation priorities for Digital

Leaders

Ms. Danielle Jacobs, General Manager Beltug

(Belgian association of Digital Technology Leaders),

Board member EuroCIO

12.45 hrs Lunch

13.30 hrs The HR challenge for SMEs: attracting highly

skilled IT people


14.15 hrs The Digital Capability Reference framework Mr. Niels van der Linden, Co Siebes, Capgemini

Consulting

15.00 hrs How governing boards address the digital

challenge (or not)?

Prof. dr. Steven De Haes, Antwerp Management

School – University of Antwerp

16.00 hrs Wrap-up & conclusions

16.30 hrs Closure

Insights into current supply and demand gap for IT professionals and eLeaders



The value of certifications and training


Ms. Izabela Milewska, EMEA Education Program Manager, Amazon Web Services

Moderation by Ms. Marianne Kolding, IDC

The Importance of Skills and Capabilities for Successful Digital Transformation

Marianne Kolding

Vice President, IDC Europe

© IDC

IDC Global DX Benchmark 2015/2017 by Region (US, EMEA, APeJ)

15© IDC

14%

31% 33%

14%

8%7%

27%32%

28%

7%

2015

2017

20%

34%

28%

12%

5%

21%26%

29%

18%

6%

2015

2017

45%

33%

15%

6%1%

25%

40%

22%

12%

1%

Digital Resister Digital Explorer Digital Player Digital Transformer Digital Disrupter

2015

2017

US

Europe

APeJ

Lag in Europe

16© IDC

Universal obstacles for all organizations

KnowledgeUnderstanding what digital transformation is, who can help, and where to begin the journey

Financial ResourcesForming Budgets and incentives to encourage action and build new digital businesses

People & TalentHaving access to the right

skills to execute on objectives

CultureRequires risk taking, fail without shame

or fame, collaboration across units

23%

24%

21%

20%

N=402 (Europe only)Source: Digital Transformation (DX) Leader Sentiment Survey-2017, IDC, March, 2017

Digital Transformation priorities for Digital Leaders


Ms. Danielle Jacobs, General Manager Beltug (Belgian association of Digital Technology Leaders), Board member EuroCIO

The HR challenge for SMEs: attracting highly skilled IT people



DNS BelgiumManaging IT experts

21st of June 2018

Who is DNS Belgium ?

20

• Private not-for-profit

• Manage all .be domains

• Started by sector organizations

(ISPA, Beltug, Agoria, Feweb, Comeos,

BeCommerce, …

• 32 employees

• 7 mio euro turnover

• 57% market share

• Notary & GPS of the Belgian internet

Overview HR strategy

21

EmployeeLifecycle

ConsultingHiring

Coaching

Rewarding

Wellbeing

Training&

Development

Improving

01

02

0304

05

06

07

Final solution

Sustainable employability

The basics of everything:R&D, PDP, personal coaching, seminars, conferences, …

• Flex worklife• Ownership• Participation• Fit@work• Scrum, agile,

We do it all ! From lunch vouchers over company cars

to warrant & benefit plans!

Key to long term success

Social Media

Philip Du [email protected]

0497/51.40.31

The Digital Capability Reference framework


Mr. Niels van der Linden & Co Siebes, Capgemini Consulting


� 4 building blocks, a.o.:

� E-Competence Framework (e-CF) the demonstrated ability to apply IT knowledge, skills and attitudes for achieving observable results

A few definitions upfront - the ingredients for a digital organisational reference framework explained



� Capabilities clustered on 9-square AIM model/SAM

Digital capability Digital organisational frameworksIT Professionalism

Digital organisational frameworks explained


Value

� Making the organisation more professional and optimising processes;

� Align and streamline divergent practices within an organisation

� Improving output of the organisational processes;

� Introduce new methods of collaboration / production

� Valuable for (internal and external) collaboration, as they define the space of appropriate and expectable action;

Define


� Each can be linked to a specific knowledgedomain, and to a e-CF role profile

Perceptions

� Some increasingly outdated & can conflict with ‘digital ways of working’ – however many organisations are not yet ‘digital’

� Organisations are missing commonly accepted frameworks that support new technologies – some emerging though

� Frameworks move towards more granular structure & badging

� Selection of frameworks is often based on personal preferences and is commercially driven

� Certain frameworks can be too complex to use for SME’s and business competences are preferred as they seem to have more impact on sales/revenue

The trigger for implementing a framework is often related to the need to develop digital capabilities. An overview of existing frameworks and what capabilities they contribute to could help organisations

IT professionalism explained


Value

� A shared European language to close the skills gap

� A strong basis for professionalism as itcontributes to a.o.:

- Curricula development

- Certification programmes

- Job posting & recruitment

- HR planning

- Skills gap analysis

- Competence assessement

- Individual training plans

- IT professional (self-) promotion

Define

� E-Competence Framework (e-CF) + roles

� Foundational Body of Knowlegde (fBOK)

� European Ethical Guidelines

Perceptions

� Trustworthy source

� Easy & flexible to use in practice

� Can be used in traditional and agile environment – but keep it up to date!

� 1 in 3 companies is not using a competence framework

� 1 in 3 companies developed a competence framework in-house

� Transformation/scaling processes keytrigger to change and adopt aninternational standard

Linking IT frameworks and standards to IT professionalism (competences, roles) is intuitive and benefits organisations (and society) as practitioners gain an adequate level of knowledge, providing a higher

level of products and services, and abiding by professional standards and codes of ethics

Digital capabilities explained


Value

� Relevant for governance of IT and aligningwith business

� Abstract model – to support strategicdiscussions around outsourcing, responsible organisational units, selectionof IT frameworks, growth areas

Define


� 25 IT capabilities clustered in 9 areas(following the AIM/SAM models)

Perceptions

� Widely used

� Neutral

� Addresses relevant target group Digiframe

� IT (professionalism) oriented

� Aligning business and IT

� Often used for mapping frameworks

� Does not provide information on how organizations can actually achieve better communications between business and IT

Nine Capability Areas consisting of 24 capabilities


Business Strategy & Transformation

� Strategy & planning

� Financial Management

1Information Strategy &

Transformation

� Innovation Management

� Business/IT Partnership

� IT Risk Management

� Enterprise Architecture Mngt

� IT Management & Governance

� Security Management – Finanacial Mngrt

2Delivery Strategy &

Transformation

� Solution Delivery

� IT Governance

� IT Management

� Financial Management

� Talent Management

3

Business Change Management

� Project Management

� Data Management

4Governance of Demand &

Supply

� Innovation Management

� Portfolio Management

� Security Management

� Sourcing & Procurement

5Application Enhancement &

Modernisation

� Relationship Management

� Contract Management

� Application Management - Test Mngt

� IT Service Mngt - Solution Delivery

� Infrastructure Mngt -Talent Mngt

6

Business Operations

� Data Management

7

Operational Service Delivery

� Incident Management

8

Application Support

� Test Management

� Application Management

� Incident Management

� Solution Delivery

� Infrastructure Management

9

How do organisations develop capabilities and competences in tandem?


Capability Competences Role profiles

1 32

Digital organisationalframework

4

The ability to

systematically and

repeatedly mobilise

processes, people and

technology towards

achieving specific

outcomes

Companies willing to invest in a certain capability for strategic reasons want to understand:

Which competences

are relevant for

developing a

capability?

Who in the

organisation is

carrying out a role

associated with those

competences?

Is the employee

involved matching the

requirements for that

role?

Decisions can be taken

as regards upskilling,

recruiting or

outsourcing.

IT organisational and

management

frameworks provide

the competences,

knowledge and skills

related to a certain

area of expertise

WHAT? WHO? HOW?

Facilitating the use of a digital organisational reference framework in liaison with e-CF


Capability e-CF competences Role profiles

1 32

Example

e-CF Competences:

A.1. IS and Business

Strategy Alignment

A.9. Innovating

E.7. Business Change

Management

Example Role profiles

Digital Transformation

Lead

Business Analyst

Enterprise Architect

CIO

Digital organisationalframework

4

Dimensie 1

5 e-CF gebieden

(A - E)

Dimensie 2

40 e-CF Competenties geidentificeerd

e-1 e-2 e-3 e-4 e-5

A.1. IS and Business Strategy Alignment

A.2. Service Level Management

A.3. Business Plan Development

A.4. Product / Service Planning

A.5. Architecture Design

A.6. Application Design

A.7. Technology Trend Monitoring

A.8. Sustainable Development

A.9. Innovating

B.1. Application Development

B.2. Component Integration

B.3. Testing

B.4. Solution Deployment

B.5. Documentation Production

B.6 Systems Engineering

C.1. User Support

C.2. Change Support

C.3. Service Delivery

C.4. Problem Management

Dimensie 3

e-CF Competenties bekwaamheidsniveaus

e-1 t/m e-5, gerelateerd aan EQF levels 3-8

A. PLAN

B. BUILD

C. RUN

Example Capability:

Innovation

Management

Example

Organisational

Framework:

Certified Business

Process Professional

e-CF AreasPLANMANAGE

�

�

Governance of Demand

& Supply

Innovation Management

Portfolio Management

Security Management

Sourcing & Procurement


ROLES

Busine

ss Info

rmatio

n Mana

ger

CIO

ICT Op

eration

s Mana

ger

Busine

ss Anal

yst

Enterp

rise Ar

chitec

t

ICT Op

eration

s Mana

ger

Qualit

y Assu

rance M

anager

Busine

ss Anal

yst

Enterp

rise Ar

chitec

t

Cyber S

ecurity

Manag

er

ICT Op

eration

s Mana

ger

Servic

e Mana

ger

System

s Anal

yst

Enterp

rise Ar

chitec

t

Solutio

ns Desig

ner

Busine

ss Info

rmatio

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ger

Project

Manag

er

Busine

ss Anal

yst

System

s Arch

itect

Cyber S

ecurity

Speca

ilist

Busine

ss Anal

yst

System

s Arch

itect

System

s Anal

yst

System

s Arch

itect

Solutio

ns Desig

ner

Data Sp

ecialist

Develo

per

Digital

Media

Speci

alist

Test Sp

ecialis

t

Digital

Educa

tor

Service

Desk A

gent

Cyber S

ecurity

Speca

ilist

Service

Desk A

gent

Data Sp

ecialist

Digital

Media

Speci

alist

Test Sp

ecialis

t

Data A

dminis

trator

Digital

Educa

tor

Service

Desk A

gent

Digital

transf

ormatio

n leade

r

Produc

t owner

Scrum

maste

r

Devops

exper

t

Data Sc

ientist

Digital

consu

ltant

Process

Competence Code

IS and Business Strategy Alignment A.1. 4 5 4 5 4 5 5 4 4 4

Service Level Management A.2. 4

Business Plan Development A.3. 4 5 4 4 4 4 4 4 4 4 5

Product / Service Planning A.4. 4 4

Architecture Design A.5. 4 4 3 4 4 4 3 4 5

Application Design A.6. 3 3 3 2 3 2

Technology Trend Monitoring A.7. 5 5 4 5 4 4 4 4 4 5 4

Sustainable Development A.8.

Innovating A.9. 4 4 4 4 4 4 4 5 4 4 4

Application Development B.1. 3 3 3 3 3

Component Integration B.2. 4 4 4 2 3 3 3 4

Testing B.3. 2 2 3 2 3 3 4

Solution Deployment B.4. 3 2 3 2 3

Documentation Production B.5. 3 3 3 3 2 3 2

Systems Engineering B.6. 4 4 4 4 4 4

User Support C.1. 2 2 2

Change Support C.2. 2 2 3 2 3

Service Delivery C.3. 3 1 1 1

Problem Management C.4. 4 3 2 2 2

Information Security Strategy Development D.1. 5 4 4

ICT Quality Strategy Development D.2. 4

Education and Training Provision D.3. 3 3 3 3

Purchasing D.4.

Sales Proposal Development D.5.

Channel Management D.6.

Sales Management D.7.

Contract Management D.8. 3

Personnel Development D.9. 4 4 4 3 3 3 3

Information and Knowledge Management D.10. 4 4 3 4 4 3 4 4 3 5

Needs Identification D.11. 4 4 4 4 4 4 4 4 4

Digital Marketing D.12. 2 2

Forecast Development E.1. 4

Project and Portfolio Management 3 E.2. 5 4 4 4 4 2 2

Risk Management E.3. 3 3 3 4 3 3 3 2 3 2 4

Relationship Management E.4. 4 4 4 3 4 3

Process Improvement E.5. 4 4 4 3 4 4 3

ICT Quality Management E.6. 3 3 4 3 4 4

Business Change Management E.7. 4 4 3 5 4

Information Security Management E.8. 3 3 3 3 4 3 3 4 4 3

IS Governance E.9. 5 5 5 5 5

ICT Strategy &

Governance

Control Objectives for Information and related

Technology (COBIT)

Certified in the Governance of Enterprise IT

(CGEIT)

Lean

Six Sigma

ISO 38500

Business and Market of

ICT

BPM CBOK™ (Business Process Management

Common Body of Knowledge – ABPMP)

CBPP® (Certification Program, Certified Business

Process Professional – ABPMP)

Outsourcing Professional Body of Knowledge

(OPBOK)

Project ManagementPrince2 Foundation, Practitioner (Projects IN

Controlled Environments)

IPMA certifications (International Project

Management Association)

PMI Certifications (PMP, CAMP, PgMP, PfMP,

PMI-ACP, PMI-PBA, PMI-RMP, PMI-SP)

Security ManagementCISM (Certified Information Security

Management- ISACA)

ISM (Information Security Management – ITILv3

CREST

EnCASE certification

CISSP (Certified Information Systems Security

Professional)

Quality Management ISO 9001: process quality

ISO/IEC 15504 Information technology — Process

assessment

CMM (Capability Maturity Model)

CMMI Practitioner Certifications

CMMI Instructor Certifications

CMMI Appraiser Certifications (SCAMPI)

ArchitectureEABOK (Enterprise Architecture Body of

Knowledge- MITRE)

TOGAF ADM (Architecture Development Method

The Open Group)

Business Architects Association Architect (CBA)

Data and Information

Management

DAMA-DMBOK (Data Management BOK – DAMA

International)

Software Engineering Institute (SEI) Certification

Network and Systems

Integration

WEBOK (Wireless Engineering Body of

Knowledge – IEEE

SNABOK (System and Network Administration

Body of Knowledge)

Software Design and

Development

SWEBOK v3.0 (Software Engineering Body of

Knowledge – IEEE Computer Society)

IEEE - Certified Software Development

Professional

CompTIA (Computing Technology Industry &

Association)

Vendor certifications (Microsoft, Cisco, IBM, etc.)

OMG Certified UML® Professional (OCUP)

Application Services Library (ASL)

OPEN CITS (Open Group Certified IT Specialist)

Human-Computer

Interaction Usability Body of Knowledge

Testing OPENCITS (Open Group Certified IT Specialist)

ISTQB (International Software Testing

Qualifications Board)

TMAP (Test Management Approach)

Operations and Service

Management

ITIL (Information Technology Infrastructure

Library)

ASL (Application Services Library)

COBIT (Control Objectives for Information and

related Technology)

Generic European Ethical Guidelines (as part of IT

Professionalism Framework)

Ethisch Manifest voor architecten (NL)

b

c

d

DIGITAL CAPABILITIES

EthicsSpecific Code of Ethics

Customer experience, Process digitisation,

Cross-cutting and emerging technologies

IT CAPABILITIES

A. PLAN

B. BUILD

C. RUN

D. ENABLE

E. MANAGE

e-

Competence

s (e-CF)

Operati

onal

Service

Delivery

Application Support

KNOWLEDG

E AREAS

(Foundation

al IT Body of

Knowledge)

Business Strategy &

Transformation

Information Strategy

& Transformation

Delivery Strategy &

Transformation

Business Change

Management

Governance

of Demand &

Supply

Application Enhancement &

Modernization

Busines

s

Operati

ons

And then you have a very ugly excel…

The meta-model


E-CF ROLE PROFILES (30)

CAPABILITY AREAS (9)

E-CF COMPETENCES

IT PROFFESIONALISM BUILDING BLOCKS

fBOK KNOWLEDGE AREAS

Ethics

Certifications

PLAN

BUILD

RUN

ENABLE

MANAGE

A1 – A9

B1 – B6

C1 – C4

D1 – D12

E1 – E9

From ICT Strategy & governance toOperations & Service Management (12)

Generic

Specific (applied)

….

IT Frameworks: fromCOBIT to ITIL (40+)

EU Ethical Guidelines

for Architects (NL)

4

5

2

Available in Excel & Power BI

How can companies benefit from a coordinated approach for the effective adoption of digital organisational frameworks and IT professionalism?


‘Effective adoption’

Understanding demand & demand generation

Survey: Nearly 2 out of 3 companies indicate interest in Digiframe

‘A coordinated approach’

It’s not just a technical exercise!

ROLES

Busine

ss Info

rmatio

n Mana

ger

CIO

ICT Op

eration

s Mana

ger

Busine

ss Anal

yst

Enterp

rise Arc

hitect

ICT Op

eration

s Mana

ger

Quality

Assura

nce Ma

nager

Busine

ss Anal

yst

Enterp

rise Arc

hitect

Cyber S

ecurity

Manag

er

ICT Op

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s Mana

ger

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e Mana

ger

System

s Anal

yst

Enterp

rise Arc

hitect

Solutio

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igner

Busine

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rmatio

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Projec

t Mana

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Busine

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System

s Arch

itect

Cyber S

ecurity

Speca

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System

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itect

System

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System

s Arch

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Data S

pecialis

t

Develo

per

Digital

Media

Specia

list

Test Sp

ecialist

Digital

Educat

or

Servic

e Desk

Agent

Cyber S

ecurity

Speca

ilist

Servic

e Desk

Agent

Data S

pecialis

t

Digital

Media

Specia

list

Test Sp

ecialist

Data A

dminis

trator

Digital

Educat

or

Servic

e Desk

Agent

Digital

transfo

rmatio

n leade

r

Produc

t owner

Scrum

maste

r

Devops

expert

Data S

cientist

Digital

consu

ltant

Process

Competence Code

IS and Business Strategy Alignment A.1. 4 5 4 5 4 5 5 4 4 4

Service Level Management A.2. 4

Business Plan Development A.3. 4 5 4 4 4 4 4 4 4 4 5

Product / Service Planning A.4. 4 4

Architecture Design A.5. 4 4 3 4 4 4 3 4 5

Application Design A.6. 3 3 3 2 3 2

Technology Trend Monitoring A.7. 5 5 4 5 4 4 4 4 4 5 4

Sustainable Development A.8.

Innovating A.9. 4 4 4 4 4 4 4 5 4 4 4

Application Development B.1. 3 3 3 3 3

Component Integration B.2. 4 4 4 2 3 3 3 4

Testing B.3. 2 2 3 2 3 3 4

Solution Deployment B.4. 3 2 3 2 3

Documentation Production B.5. 3 3 3 3 2 3 2

Systems Engineering B.6. 4 4 4 4 4 4

User Support C.1. 2 2 2

Change Support C.2. 2 2 3 2 3

Service Delivery C.3. 3 1 1 1

Problem Management C.4. 4 3 2 2 2

Information Security Strategy Development D.1. 5 4 4

ICT Quality Strategy Development D.2. 4

Education and Training Provision D.3. 3 3 3 3

Purchasing D.4.

Sales Proposal Development D.5.

Channel Management D.6.

Sales Management D.7.

Contract Management D.8. 3

Personnel Development D.9. 4 4 4 3 3 3 3

Information and Knowledge Management D.10. 4 4 3 4 4 3 4 4 3 5

Needs Identification D.11. 4 4 4 4 4 4 4 4 4

Digital Marketing D.12. 2 2

Forecast Development E.1. 4

Project and Portfolio Management 3 E.2. 5 4 4 4 4 2 2

Risk Management E.3. 3 3 3 4 3 3 3 2 3 2 4

Relationship Management E.4. 4 4 4 3 4 3

Process Improvement E.5. 4 4 4 3 4 4 3

ICT Quality Management E.6. 3 3 4 3 4 4

Business Change Management E.7. 4 4 3 5 4

Information Security Management E.8. 3 3 3 3 4 3 3 4 4 3

IS Governance E.9. 5 5 5 5 5

ICT Strategy &

Governance

Control Objectives for Information and related

Technology (COBIT)

Certified in the Governance of Enterprise IT

(CGEIT)

Lean

Six Sigma

ISO 38500

Business and Market of

ICT

BPM CBOK™ (Business Process Management

Common Body of Knowledge – ABPMP)

CBPP® (Certification Program, Certified Business

Process Professional – ABPMP)

Outsourcing Professional Body of Knowledge

(OPBOK)

Project ManagementPrince2 Foundation, Practitioner (Projects IN

Controlled Environments)

IPMA certifications (International Project

Management Association)

PMI Certifications (PMP, CAMP, PgMP, PfMP,

PMI-ACP, PMI-PBA, PMI-RMP, PMI-SP)

Security ManagementCISM (Certified Information Security

Management- ISACA)

ISM (Information Security Management – ITILv3

CREST

EnCASE certification

CISSP (Certified Information Systems Security

Professional)

Quality Management ISO 9001: process quality

ISO/IEC 15504 Information technology — Process

assessment

CMM (Capability Maturity Model)

CMMI Practitioner Certifications

CMMI Instructor Certifications

CMMI Appraiser Certifications (SCAMPI)

ArchitectureEABOK (Enterprise Architecture Body of

Knowledge- MITRE)

TOGAF ADM (Architecture Development Method

The Open Group)

Business Architects Association Architect (CBA)

Data and Information

Management

DAMA-DMBOK (Data Management BOK – DAMA

International)

Software Engineering Institute (SEI) Certification

Network and Systems

Integration

WEBOK (Wireless Engineering Body of

Knowledge – IEEE

SNABOK (System and Network Administration

Body of Knowledge)

Software Design and

Development

SWEBOK v3.0 (Software Engineering Body of

Knowledge – IEEE Computer Society)

IEEE - Certified Software Development

Professional

CompTIA (Computing Technology Industry &

Association)

Vendor certifications (Microsoft, Cisco, IBM, etc.)

OMG Certified UML® Professional (OCUP)

Application Services Library (ASL)

OPEN CITS (Open Group Certified IT Specialist)

Human-Computer

Interaction Usability Body of Knowledge

Testing OPENCITS (Open Group Certified IT Specialist)

ISTQB (International Software Testing

Qualifications Board)

TMAP (Test Management Approach)

Operations and Service

Management

ITIL (Information Technology Infrastructure

Library)

ASL (Application Services Library)

COBIT (Control Objectives for Information and

related Technology)

Generic European Ethical Guidelines (as part of IT

Professionalism Framework)

Ethisch Manifest voor architecten (NL)

b

c

d

DIGITAL CAPABILITIES

EthicsSpecific Code of Ethics

Customer experience, Process digitisation,

Cross-cutting and emerging technologies

IT CAPABILITIES

A. PLAN

B. BUILD

C. RUN

D. ENABLE

E. MANAGE

e-

Competence

s (e-CF)

Operati

onal

Service

Delivery

Application Support

KNOWLEDG

E AREAS

(Foundation

al IT Body of

Knowledge)

Business Strategy &

Transformation

Information Strategy

& Transformation

Delivery Strategy &

Transformation

Business Change

Management

Governance

of Demand &

Supply

Application Enhancement &

Modernization

Busines

s

Operati

ons

“I want to increase the level of cybersecurity of mycompany, but we have notfocussed on this topic in thepast. Where should I start?”

John, Director of a IT-usingSME

1. Digiframe connects capabilities to competences


“I want to increase the level of cybersecurity of mycompany, but we have not focussed on this topic in thepast. Where should I start?”

John, Director of a IT-using SME

Navigate DIGIFRAME to select relevant capability

Selected Capabilities:

1. IT Risk Management: Identify, manage, and mitigate risks, and ensure regulatory compliance in the areas of IT Security, Internal Controls, and Business Continuity.

2. Security Management: identification of an organization's assets (including people, buildings, machines, systems and information assets), followed by the development, documentation, and implementation of policies and procedures for protecting these assets.

It will show the corresponding competences for security management

� A.7. Technology Trend Monitoring

� A.9. Innovating

� D.1. Information Security Strategy Development

� D.3. Education and Training Provision

� E.3. Risk Management

� E.8. Information Security Management

� E.9. IS Governance

2. Digiframe illustrates which role(s) contribute to building a capability


“Who could I make responsible for developing a cybersecurity strategy for our company?”


DIGIFRAME shows roles ‘not-for-outsourcing’

1. Business Information Manager: Proposes, plans and manages functional development of the Information System (IS) focusing upon the needs of users.

2. Cyber Security Manager: Leads and manages the organisation digital security policy.

3. Data Scientist: Leads the process of applying data analytics. Delivers insights from data by optimizing the analytics process and presenting visual data representations.

4. Digital Transformation Leader: Provides leadership for the implementation of the digital transformation strategy of the organisation.

5. Product Owner: Represents the voice of the customer in an Agile team.

DIGIFRAME shows ALL roles that are relevant

• Account Manager

• Business Analyst

• Business Information Manager

• Chief Information Officer

• Cyber Security Manager

• Cyber Security Specialist

• Data Scientist

• Digital Consultant

• Digital Transformation Leader

• Enterprise Architect

• ICT Operations Manager

• Product Owner

• Quality Assurance Manager

• Scrum Master

• Systems Architect

3. Digiframe supports HR in creation of job profiles


“I want to hire a cyber security manager. What does this person need to be able to do?”


Cyber Security Manager: Leads and manages the organization digital security policy.

Competences of the role:

• A.7. Technology Trend Monitoring

• D.1. Information Security Strategy Development

• E.3. Risk Management

• E.8. Information Security Management

• E.9. IS Governance

• KPI: Security Policy effectiveness

Most important Skill:

D.1. S3 apply relevant standards, best practices and legal requirements for information security.

Relevant standards:

1. CISA: Certified Information Systems Auditor

2. CISM: Certified Information Security Manager

Navigate DIGIFRAME to select relevant roles

1. Business Information Manager: Proposes, plans and manages functional development of the Information System (IS) focusing upon the needs of users.

2. Cyber Security Manager: Leads and manages the organisation digital security policy.

3. Data Scientist: Leads the process of applying data analytics. Delivers insights from data by optimizing the analytics process and presenting visual data representations.

4. Digital Transformation Leader: Provides leadership for the implementation of the digital transformation strategy of the organisation.

5. Product Owner: Represents the voice of the customer in an Agile team.

4. Digiframe supports HR in decision to up-skill or hire


“We also need to fill the role of IT-specialist. Don’t we have employees close to that role whom we could up-skill?”

Maria, HR Director of a IT-using SME

Run assessment to compare as-is / to-be profile DIGIFRAME supports

� There is one employee with competences close to therequired profile, and HR looks up relevant frameworks & certifications to determine how to upskill

� The assessment reveals two employees together fulfill therequired competences for this role (one with Risk background, one with a Testing background)

� No one comes close: but DIGIFRAME indicated this role canbe outsourced

What will be the characteristics of the Security Specialist?


Description

• Ensures the implementation of the organisation’s cyber security policy by the secure and appropriate use of ICT resources.

Responsibilities

• New Technology Integration Proposal (Security)

• Map of Threats

Main tasks

• Evaluate cyber risks, threats and consequences

• Provide technical validation of security tools

• Monitor security developments to ensure data and physical security of the ICT resources

• Implements security techniques on all or part of a network or system within area of responsibility

Competences

A.7. Technology Trend Monitoring Level 4

A.9. Innovating Level 4

D.1. Information Security Management Level 4

D.3. Education and Training Provision Level 3

E.3. Risk Management Level 3

Specifications

Higher Vocational Education or higher

3 or more years of experience in IT Security

Knowledge of Information security policies, Information Security Expert (ISO 27002) including certificate, CISSP certificate.

Knowledge of Application Development, Scrum certificate

5. Digiframe supports HR in improving learning pathways for all professionals


“We also need to incorporate cyber security competences in other roles. What do these employees need to develop?”

Maria, HR Director of a IT-using SME

And for those roles what they need to develop

For instance:

� Enterprise architect > E.8. Information Security Management

� Data scientist > ‘Address data security through activepreventative strategies’

DIGIFRAME shows ALL roles that are relevant

• Account Manager

• Business Analyst

• Business Information Manager

• Chief Information Officer

• Cyber Security Manager

• Cyber Security Specialist

• Data Scientist

• Digital Consultant

• Digital Transformation Leader

• Enterprise Architect

• ICT Operations Manager

• Product Owner

• Quality Assurance Manager

• Scrum Master

• Systems Architect

It is not so much a technical exercise – it is about demand: how enterprises and SMEsintend to use it – what do they need? And when?


Frame digital challenge

• Understand threats and opportunities

• Assess digital maturity

• Transformative digital vision

Focus investment

• Identify where to excel

• Decide on new business model

• Strong enterprise level governance

Engage organization at scale

• Put in motion

• 2-way communication

• Encourage employees to identify new practices and opportunities

Sustain transformation

• Fill skill gaps

• Quantify and monitor progress

• Iterate and improve

Steps in conducting a digital transformation

Where and when could ‘DIGIFRAME’ support the digital transformation process and/or growth of SME’s?

Steps in conducting a digital transformation

Summarising the potential of Digiframe


User guidance

� Reference framework that can be used as input for discussion how to organize business & IT in a company or how to shape transformation

� Could be used as basis to monitor progress

� Depends on external tools for assessment of maturity / competences – and/or provides the basis for developing such tool

� Not exhaustive in terms of frameworks and certifications > crowdsourced tool?

� Does not (yet) include estimation of automation of skills

Target groups

• Leadership: support digital strategy,

governance, standardisation

• HR: understand skills gaps and act on it

(learning pathways, job profiles, skills

assessment)

• Professional: career orientation,

development, awareness

How governing boards address the digital challenge (or not)?


Prof. dr. Steven De Haes, Antwerp Management School – University of Antwerp

Next steps


Approach and where we stand today


• Structured inventory and

analysis: interviews, online

survey (with great support of

EuroCIO et al), consultations

representing bodies, in-depth

analysis most relevant

frameworks, outline of

reference framework

Workshop 1Workshop 1 Workshop 2Workshop 2 Workshop 3Workshop 3 Workshop 4Workshop 4

• Elaboration of proposal

for reference framework

and develop guidelines

for use

• Stakeholder

consultation via survey

and interviews

• Validation

• Finalisation

• Dissemination

ScanScan FocusFocus ActAct

State-of-playState-of-play Draft + GuidelinesDraft + Guidelines Final DIGIFRAMEFinal DIGIFRAME

Interim report Final report


Final conferenceFinal conference

14 June 2017 8 December 2017 21 June 2018 October 2018 27 November 2018

We’re working towards a solid contribution to foster digitisation of European enterprises


Final report

In addition to what is included in the interim report:

� A proposal for an integrated digital organisational reference framework;

� General guidelines for the use of the digital organisational reference framework;

� Conclusions and policy recommendations

Interim report

• A description of the state-of-play in the

EU including: • A structured inventory of IT

organisational and management frameworks;

• An evaluation of the importance and the value of related certifications;

• Best practices in the top ten EU countries (and sectors at EU level);

• An in-depth review of at least ten of the

most relevant and popular frameworks;

• An estimate of the potential benefits of

their possible use in conjunction with the

e-CF;


THANK YOU FOR YOUR ATTENTION!

designing for digital transformation

Documents