hris-american express hr - tool]

Embedding Performance Management Accountability and Execution

Company OverviewAmerican Express Company is a diversifi ed worldwide travel, fi nancial, and network services company. It is the leading issuer of commercial cards and the largest corporate travel management company in the world, servicing nearly 70% of the Fortune 500, along with tens of thousands of midsized companies. The company recorded revenue of $29 billion in 2004 and employs about 78,000 full-time personnel.

Key Metrics

2004 Revenue: US$29 Billion Number of Company FTEs: 78,000

Developing the Next-Generation IT Workforce

Focusing on Managers as Agents of Employee Commitment

American Express’s performance management program is focused on enhancing manager quality through four key elements. First, the company creates manager accountability by hardwiring objective measures of employee development into manager performance reviews. Second, the company rewards employees for demonstrating qualities compiled on a short list of high-impact culture traits. Third, the company creates targeted tools to help managers and employees identify core skill requirements and encourage employee self-development. Finally, American Express invests in coaching first-line managers in providing constructive feedback

Navigating the Performance Management Challenge

Challenging Economic Conditions Lead to Aggressive Cost-Cutting and IT Outsourcing

In 2001, American Express confronted severe financial pressures and the direct impact of the September 11 terrorist attacks. The result was a significant drop in earnings that prompted the company to pursue aggressive cost savings and outsource a portion of IT to instill more flexibility in its cost structure.

American Express established ambitious cost-savings goals of more than $250 million dollars annually between 2002 and 2004. In addition, the company reduced IT headcount by almost 50% through “out-tasking,” or outsourcing work to select partners such as IBM.

Investing to Retain Top Talent During Turbulent Times

Understandably, the organization wanted to retain its best talent through the transition and thus invested in a multicomponent Performance Management strategy that includes investments at the corporate level as well as targeted efforts within the IT function. Significantly, American Express was able to maintain its status as an employer of choice throughout this period. American Express has earned a spot on Fortune Magazine’s coveted “Best Places to Work” list for the past six years in a row.

Key InsightTo retain top IT talent, IT leaders should invest in performance management processes that ensure managerial ownership and accountability for employee development.

American Express: Embedding Performance Management Accountability and Execution

Practice Drivers and Overview

Manager Accountability and Incentives Manager Tools and Training

Hardwiring Development Accountability

Incenting High-Impact Cultural Traits

Road-Mapping IT Skill Migrations Providing a Closed-Loop for Constructive Feedback

4

➤

31 2

Navigating the Performance Management Challenge

Size of Retained IT Staff at American Express Before and After Out-Tasking

Indexed

2001 2002 2003

100%

86%

54%

…by investing in performance management strategies to develop and retain talent

During a critical period of economic turbulence, layoffs, and outsourcing…

…American Express maintains strong employee commitment…

Track Record as an “Employer of Choice”

• Earned a spot on Fortune’s “Best Places to Work” for the sixth year in a row

Source: American Express Company; CIO Executive Board research.

DAILY NEWS

AmEx Again Named to Fortune’s Best Places to Work

100

86

54

Personalized Development Plan

Goal Develop intermediate level skills in Business Process Design

Development Steps Participate in process mapping for upcoming database project

Completion Date October 2004

Progress 1 September—Reviewed existing maps and identifi ed two effi ciency opportunities


What Gets Measured Gets Done

To ensure managers are personally accountable for driving results, developing employees, and creating a high-performing culture, American Express develops a personal balanced scorecard that is the basis for the performance management process.

American Express ties 50% of every manager’s evaluation to a review of quantitative results and 50% to a review of qualitative leadership competencies. The quantitative performance assessment includes contribution to shareholder results, customer results, and employee results.

Cascading Corporate Goals to Each Employee

By linking 25.0% of manager performance expectations to shareholder returns and 12.5% to both customer delivery and satisfaction, managers are forced to clearly link performance to business objectives.

The shareholder results derive from strategic goals that cascade from the CEO through to the CIO and in turn each employee. Customer results are objectively assessed through business partner surveys and project delivery rates.

Rewarding Managers for Staff Development

Employee results include objective metrics of manager quality based on employee satisfaction survey results as well as retention and promotion rates. Managers are expected to conduct root-cause analysis on problems highlighted in employee satisfaction surveys and construct targeted improvement efforts.

A Personal Balanced Scorecard for Managers

Key InsightIn using objective measures of manager quality, such as employee survey results and talent retention rates, IT leaders ensure the review process and expectations are transparent.


Employee Name: _______________________________ Title: _______________________________

Category Weight Rating

Results Review 50.0% 3.5

1. Shareholder Results

2. Customer Results

3. Employee Results

25.0%

12.5%

12.5%

4–Exceeds Expectations

4–Exceeds Expectations

2–Below Expectations

Employee ResultsEmployee Survey Results = 15%Retention of High-Potential Talent = 10%

• Improvement in Employee Survey Ratings—Conducted interviews and root cause analysis to identify reasons for decline in scores. Set up a detailed implementation plan and feedback process to improve favorable scores.

• Retention—Two of my direct reports left the company• Promotion—None of my direct reports were promoted

in last review period• Quality of Feedback—Identifi ed at least one development

opportunities for each direct report and provided resources to take advantage of them.

• Frequency of Feedback—Met monthly with each team member to provide feedback and coaching. Conducted monthly team meetings.

Employee Results = 2Employee Survey ResultsRetention of High-Potential Talent

• Improvement in Employee Survey Ratings—Conducted interviews and root-cause analysis to identify reasons for decline in scores; set up a detailed implementation plan and feedback process to improve scores

• Retention—Two of my direct reports left the company• Promotion—None of my direct reports was promoted

in last review period• Quality of Feedback—Identifi ed at least one development

opportunity for each direct report and provided resources to take advantage of these opportunities

• Frequency of Feedback—Met monthly with each team member to provide feedback and coaching; conducted monthly team meetings

A Personal Balanced Scorecard for Managers

Shareholder Results = 4

• Benefi ts Accountability—Revenue on three new products boosted our group’s revenue by 25% vs. expected 15%.

• Continuous Cost Improvement—Reduced the time spent on maintaining current processes by 25%

Shareholder Results = 4

• Benefi ts Accountability—Revenue on three new products boosted our group’s revenue by 25% versus expected 15%

• Continuous Cost Improvement—Reduced the time spent on maintaining current processes by 25%

Customer Results = 4

• Project Delivery Results—Completed projects on-time and on-budget.

• Customer Satisfaction Ratings—Over 85% of sampled customers rated new platform as “Very Favorable.”

Customer Results = 4

• Project Delivery Results—Completed projects on time and on budget

• Customer Satisfaction Ratings—More than 85% of sampled customers rated new platform as “Very Favorable”

Manager scorecards balance results and leadership competencies…

…with specifi c accountability for employee development…

…linking each manager to corporate goals and objective metrics of performance management quality

Component #1: Hardwiring Development Accountability

Joe Wolf Senior Project ManagerManager Performance Assessment

Results Review = 50%

Leadership Review = 50%

Strategic Goal Cascading—A clear link from manager to corporate objectives and business.

1Emphasis on Employee Results—Ensures manager accountability for staff development.

2



Building Blocks for a Performance Culture

Transforming Culture by Rewarding Specifi c Behaviors

The remaining 50% of the personal balanced scorecard rates performance against firmwide leadership competencies. American Express defines eight leadership competencies, and each is equally weighted in determining the overall review rating, thereby clearly signaling expected behavior.

Cross-Firm Leadership Competencies Replace IT-Specifi c Competencies

Previously, American Express defined IT-specific competencies to complement its firmwide leadership expectations. However, in order to strengthen development of business-focused IT leaders, the IT function now rates employees against a common set of global leadership expectations consistent with those for business unit leaders across the company.

Competencies Refreshed to Refl ect New Business Climate

These revised leadership competencies were defined in 2002 in an effort to strengthen the organization and reflect changes in the competitive landscape. According to Ursula Fairbairn, the former EVP of Human Resources, “We wanted to ensure that our culture reflected and supported the behaviors needed to win in the marketplace and to accelerate growth.”

Key InsightIT leaders should reinforce development of corporate values by tying performance reviews to the specifi c cultural attributes most closely linked to employee effort.


Building Blocks for a Performance CultureEight qualitative criteria ensure reviews are tied to the most important cultural performance drivers

Manager Performance Assessment

Results Review = 50%

Leadership Review = 50%

Component #2: Incenting High-Impact Cultural Traits

Joe Wolf Senior Project ManagerLeadership Review Review Weighting: 50%

Employee Name: ____________________________________ Title: ___________________________________

High-ImpactPerformance Driver

American ExpressLeadership Competency

Rating 1–5 Competency Defi nition

Overall Leadership Rating 3 • Needs to Improve Employee Development, Team-Building, and Communication Skills

Developing People

➤

Builds Diverse Talent 2 • Provides timely, clear, and actionable performance feedback

Builds and Leverages Relationships 2 • Proactively helps people understand their roles in projects

Communication Communicates Effectively 3 • Shapes conversations to ensure focus and understanding • Infl uences and convinces others to achieve acceptance

and agreement

Integrity Drives Results 4 • Acts with integrity and shows energy and resilience

Demonstrates Personal Excellence 4 • Maintains commitment and remains positive in the face of setbacks and obstacles

Innovation Drives Innovation and Change 4 • Seeks continuous improvement by considering solutions that make novel use of existing ideas, approaches, technologies, or products

Flexibility Develops Winning Strategies 4 • Adjusts actions to respond and capitalize on changing circumstances • Takes personal accountability for achieving individual and

shared goals

Customer Focus Focuses on the Customer and Client 4 • Proactively anticipates customer needs and identifi es specifi c requirements



Linking Skills Assessment to Available Training

The skills map is presented online alongside career path definitions and course lists. Training opportunities are linked to specific skill-development needs and include a range of options from computer-based, classroom, and experience-based learning.

Mapping Skills to Identify Gaps and Support Career Development

To provide tools for managers and employees to guide their own career development through the outsourcing transition, American Express Technologies creates a multicomponent Skills Framework. The framework helps employees identify core roles and examples of potential career paths within the retained IT organization. These tools provide managers with a framework to help guide employee career-pathing and to identify potential skills gaps.

Defi ning Degree of Technical and Business Skills

The Proficiency Assessment Tool highlights expected skill levels for every retained role in the IT organization. The tool includes skill definitions and rating guidelines for 10 business skills and 52 technical skills and clarifies the level of proficiency expected in each role.

Focusing on Career Goals and Development Needs

The tool helps IT employees rate themselves against skills, corroborate their own ratings with their manager’s assessment, and ultimately have informed discussions with managers to support career development around identified skill gaps. Furthermore, employees annually update their current skill ratings, providing the IT leadership team with valuable information about the current portfolio of staff skills and areas of potential skills gaps across the entire IT organization.

Providing the Framework for Career Transitions

Key InsightTo help employees and their managers plan career paths in core retained roles, IT leaders should develop transparent skills defi nitions and tools to highlight development resources and potential skill migrations.


Address:

StopForwardBack Refresh !

Providing the Framework for Career TransitionsAmerican Express Technologies offers a range of tools to assist with career and skill development

IT Profi ciency Assessment Tool

http://intranet.americanexpress.com/AETSkillsFramework

Component #3: Road Mapping IT Skill Migrations

American Express Technologies Skills Framework

Skill Profi ciency AssessmentTarget Role: Director of Technology DevelopmentCurrent Role: Business Systems Analyst Rating Scale: 0 = No Competency; 4 = Expert

Skill Category Target Competency Current Competency Gap to Goal

Business Skills

Value Management 3 2 (1)

Consulting 3 1 (2)

Business Process Design 2 1 (1)

Technical Skills

Project Management 2 1 (1)

IT Architecture 3 1 (2)

IT Industry: Trends and Directions 2 1 (1)

Potential Career Paths

VP, Program Manager

Portfolio Manager

Project Manager

Senior Project Manager

Career Paths

Implementation Guide on pp. 59–64.

Transparent Skill Mapping—Empowers employees to identify skills needed to make desired career transitions.

2

Skill Rating GuidelinesBusiness Process Design Defi nitionKnowledge and ability to implement business process design that focuses on maximizing overall organizational performance.

1 Basic: Basic understanding of key business processes and rules in own area

2 Intermediate: Has analyzed a process, associated business logic, and recommended simplifi cation or elimination

3 Advanced: Able to present the results of process-reengineering experience to business management

4 Expert: Participates in setting strategy for business process reengineering within the organization

Skill Rating Guidelines—Ensure consistent and transparent skill defi nitions.

3


Skill Requirements—Identifi es level for every role across 10 business skills and 52 technical skills.

1


Embedding Informal Feedback and Coaching in Managers Workfl ow

To improve the quality of managers’ development and feedback skills, American Express focuses on four key attributes:

Quality of Feedback—Employees are encouraged to use their personalized development plans to focus on targeted skills gaps identified through the Proficiency Assessment Tool. Employees work with their managers to outline specific steps, time lines, and development resources needed to address these gaps.

Frequency of Feedback—Feedback frequency is embedded into all managers’ performance expectations.

Actionability of Feedback—Development plans focus on objective measurable goals to facilitate actionability and execution.

Mutual Accountability—Employees and managers are rewarded based on each employee’s fulfillment of performance management goals. The annual employee survey also measures employee ratings of manager quality in development plans and feedback.

Key InsightTo ensure focus on the quality and frequency of managers’ feedback, IT leaders should embed training, tools, and incentives into the performance management process.

Development and Coaching Accountability


Development and Coaching AccountabilityTo upgrade manager-led development, American Express embeds coaching

into workfl ow through training, tools, and performance expectations

Quality of Feedback• All managers go through

coaching training that highlights tools and approaches for quality feedback.

• Development plans address specifi c skill gaps highlighted in the Profi ciency Assessment Tool.

Frequency of Feedback• Development plans are

formally updated twice annually and informally updated as needed.

• Feedback frequency is embedded in managers’ performance review guidelines.

1

2

$Mutual Accountability• Development plan

achievement infl uences staff performance reviews.

• Development plan and feedback quality is assessed in managers’ upward performance reviews and tied to overall performance rating on “Employee Results.”

• The employee survey captures manager effectiveness in providing feedback.

Useability of Feedback• Areas for improvement are

incorporated into objective, measurable goals for the development plan.

4

3

Component #4: Providing a Closed Loop for Constructive Feedback

Goal Develop intermediate-level skills in business process design

Development Steps Participate in process mapping for upcoming database project

Completion Date October 2004

Progress 1 September—Reviewed existing maps and identifi ed two effi ciency opportunities

Personalized Development Plan



Committing to Continuous Improvement

Improved Employee Satisfaction During Transition

As a result of its focused investment on performance management quality, American Express has been able to consistently improve its levels of IT employee satisfaction even during a period of significant transition in the function.

Since 2002, American Express has seen a 10% increase in the number of IT employees agreeing to this statement: “I feel that I can grow and develop at AmEx.” Additionally, for eight years in a row, American Express overall employee satisfaction has increased.

Skills Framework Critical to Development Planning

As a testament to the effectiveness of its efforts to help IT employees navigate potential career paths, American Express reports that 68% of employees agree that “The AET Skills Framework has been helpful in planning my development.”

Low Employee Turnover Rates Go Lower

Finally, in one of the most important measures of success, American Express has seen its voluntary turnover rates decline by 60% from already low, single-digit levels.

Key InsightInvestments in performance management programs should target key measures of success that infl ect employee effort and retention such as development plan effectiveness and quality of feedback.


Committing to Continuous ImprovementBy ensuring manager accountability and attention to employee commitment…

Annual Voluntary IT Employee Attrition Before and After Out-TaskingIndexed

2001 2004

5%

2%

…American Express benefi ts from strong employee development and retention

IT Employee Satisfaction Survey“The IT Skills Framework has been

valuable in planning my development”

68%

Agree

Source: American Express Company; Mayfl ower Group; CIO Executive Board research.

32%

Neutral or Disagree

American Express Rank Relative to Peers in Agreement“My leader gives me feedback that helps me improve my performance.”

2002 2004

75%90%

+ 75%+ 90%

100

40

Percentage of IT Employees in Agreement“I feel that I can grow and develop at American Express”

(Indexed)

2002 2003 2004

77%

82%85%

100

106109

60%

Results


Business A B C A B C

American Express Business Functions 2 1 (1) Global Perspective 2 1 (1)

Business Process Design 2 1 (1) Knowledge of American Express 2 2 0

Consulting 2 1 (1) Quality Management 3 2 (1)

Core Applications Systems 2 1 (1) Risk Management 2 1 (1)

External Resource Management 2 1 (1) Value Management 2 2 0

Technical

Application Delivery Process 3 2 (1) IT Environment

Application Design, Architecture 2 2 0 IT Industry: Trends and Directions 2 1 (1)

Application Development Tools 1 1 0 IT Standards, Procedures, Policies 2 2 0

Application Maintenance 1 1 0 IT Systems Management

Asset Management (IT) JAD

Audit and Control (IT) Middleware

Capacity Planning Modeling: Data, Process, Events, Objects 3 1 (2)

Change Control Network Architecture

Computer Facilities Management Networking/Communications Hardware

Computer Operations Networking/Communications Software

Contingency and Disaster Recovery 2 1 (1) Performance Measurement and Tuning

Data Administration Product and Vendor Evaluation 1 1 0

Data Security Administration Programming 1 1 0

Data Warehousing Project Management 2 1 (1)

Database Backup and Migration Query and Database Access Tools

Database Design (Physical) RAD

Database Development Tools Relational Databases

Database Structures Remote/Mini Data Center Management

Emerging Technologies 1 1 0 Software Licensing

Functional Requirements Analysis 3 2 (1) System and Technology Integration 2 1 (1)

Hardware Infrastructure System Development Life Cycle 3 1 (2)

Hardware Installation and Support Systems Software Infrastructure 1 1 0

Implementation 1 1 0 Technical Troubleshooting

Information Management 1 1 0 Technical Writing/Documentation 3 2 (1)

Information Security Management 2 1 (1) Telecommunications

IT Architecture 1 1 0 Testing 3 1 (2)

Wide Area Networks

PROFICIENCY ASSESSMENT TOOL

Note: Clicking a skill will launch your browser and take you to the respective page showing learning solutions on AETVU.

Directions

Mgr-Business Systems Dev 351. Select a position title from the list box to see recommended

proficiencies in 'A' blank cell = no proficiency required

2. Enter your self-assessment of proficiency in 'B'

- Use as a guide the complete explanations of proficiency levels that are attached to each skill

0 = No Knowledge or Experience

1 = Basic

2 = Intermediate

3 = Advanced

4 = Expert

n = Strength (n) = Growth Opportunity

1 (1) = small 3 (3) = large

3. Review strengths and growth opportunities in 'C'

represented as the difference between your

self-assessment and the recommended proficiency 2 (2) = moderate 4 (4) = major

Proficiency Assessment ToolAmerican Express’s assessment tool allows employees to compare their personal profi ciencies

to the recommended profi ciencies for any position and then locate relevant training

How to Use

3. Review strengths and growth opportunities in “C” that are the difference between your self-assessment and the recommended profi ciency

n = Strength(n) = Growth Opportunity

1 (1) = Small 3 (3) = Large

2 (2) = Moderate 4 (4) = Major

1. Select a position title from the list box to see recommended profi ciencies in “A”


1 = Basic

2 = Intermediate

3 = Advanced

4 = Expert

blank cell = no profi ciency required

4. Click a profi ciency name to launch browser and see recommended learning opportunities.

Skill-Rating Guidelines

2. Enter your self-assessment of profi ciency in “B”

Profi ciency levels are defi ned for each skill (see left side)

Implementation Guide

Complete Skills Assessment Spreadsheet Available for Download at www.cio.executiveboard.com.


Core Applications Systems

Defi nition: Knowledge of major production application systems used for delivery of service to internal and external clients

1. Basic • Can identify the organization’s core application systems• Basic understanding of core applications supported by own area• Understands major functions or services supported by core apps• Able to locate and use documentation and information for these systems

2. Intermediate• Can identify core application systems for a major business unit or function• Aware of key players, criticalities, roles, and responsibilities• Can discuss application-related issues with the client• Aware of key functions, benefi ts, and impact of disruption on core

applications• Can describe the features of a major applications system and subsystems

3. Advanced• General understanding of related core applications in other business areas• Able to discuss application-related issues and implications with clients• Can describe key interfaces and interdependencies among applications

systems• Can describe features and benefi ts of applications for multiple business

units• Can discuss existing and planned applications in major business unit• Familiar with enhancement, conversion, and retirement plans for core

applications

4. Expert• Understands strategic business impact of core applications• Has consulted on conversion and retirement of core systems• Can describe key features and considerations for all major core applications• Can articulate and communicate the application architecture for core

applications• Can discuss major competitors’ core-applications environment• Can conceptualize and describe high-level data fl ows between systems





Consulting 2 1 (1) Quality Management 3 2 (1)


External Resource Management 2 1 (1) Value Management 3 2 (1)

Technical

Application Delivery Process 3 2 (1) IT Environment

Application Design, Architecture 1 2 1 IT Industry: Trends and Directions 2 1 (1)


Application Maintenance 2 1 (1) IT Systems Management



Capacity Planning Modeling: Data, Process, Events, Objects 1 1 0





Data Administration Product and Vendor Evaluation 2 1 (1)








Functional Requirements Analysis 2 2 0 System and Technology Integration 2 1 (1)

Hardware Infrastructure 1 System Development Life Cycle 3 1 (2)


Implementation 3 1 (2) Technical Troubleshooting

Information Management 1 1 0 Technical Writing/Documentation 1 2 1

Information Security Management 2 1 (1) Telecommunications

IT Architecture 1 1 0 Testing 1 1 0

Wide Area Networks



Directions

Project Manager-Technologies 351. Select a position title from the list box to see recommended





1 = Basic

2 = Intermediate

3 = Advanced

4 = Expert


1 (1) = small 3 (3) = large

jor




Proficiency Assessment Tool (Continued)

Profi ciency Rating for IT Project Manager

Project Management

Defi nition: Ability to plan, organize, monitor, and control projects ensuring effi cient utilization of technical and administrative resources

1. Basic • Can explain the phase, activity, task, and deliverable• Can defi ne and explain the concept of critical path• Can identify project management tools and requirements within own function• Can describe an existing project and discuss key objectives, phases, and deliverables

2. Intermediate• Has participated in planning, estimating, and executing a project involving a few people• Has estimated, planned, and organized own tasks using project management tools• Relates own tasks to others on project and to the project’s critical path• Assists team members in planning, estimating, and controlling specifi c activities• Maintains open communication among project participants and affected parties

3. Advanced• Experienced with planning, estimating, staffi ng, organizing, and managing multiple projects• Has held regular and ad hoc project reviews with project teams, sponsors, and clients• Has monitored plan, critical path, and risk areas and defi ned proactive or corrective steps• Identifi es reporting requirements and creates monitoring and control mechanisms• Can describe techniques for monitoring progress identifying and resolving bottlenecks• Has consulted on development and implementation of project plans

4. Expert• Provides project management consulting and educational support• Monitors critical path of major projects, implements corrective actions• Has championed company’s project management methodology, tools, and techniques• Has consulted on project planning and management on high-risk, high-impact projects• Ensures effi cient utilization of resources—technical, administrative, and otherwise• Able to resolve contractual issues involving technology vendors and consultants

Implementation Guide (Continued)




Profi ciency Rating for Enterprise Strategy Architect



Business Process Design 2 1 (1) Knowledge of American Express 3 2 (1)

Consulting 3 1 (2) Quality Management 2 2 0



Technical

Application Delivery Process 2 2 0 IT Environment 2

Application Design, Architecture 4 2 (2) IT Industry: Trends and Directions 3 1 (2)

Application Development Tools 1 1 0 IT Standards, Procedures, Policies 3 2 (1)

Application Maintenance 1 IT Systems Management

Asset Management (IT) JAD 2

Audit and Control (IT) Middleware 3

Capacity Planning Modeling: Data, Process, Events, Objects 3 1 (2)



Computer Operations 1 Networking/Communications Software

Contingency and Disaster Recovery 1 Performance Measurement and Tuning


Data Security Administration Programming 1

Data Warehousing Project Management 1 1 0


Database Design (Physical) RAD 1



Emerging Technologies 3 1 (2) Software Licensing 2

Functional Requirements Analysis 2 System and Technology Integration 3 1 (2)

Hardware Infrastructure 2 System Development Life Cycle 2 1 (1)

Hardware Installation and Support Systems Software Infrastructure 2 1 (1)

Implementation 1 Technical Troubleshooting

Information Management 1 1 0 Technical Writing/Documentation 2

Information Security Management 3 1 (2) Telecommunications 1

IT Architecture 3 1 (2) Testing 1

Wide Area Networks



Directions

Enterprise Strategy Architect 401. Select a position title from the list box to see recommended





1 = Basic

2 = Intermediate

3 = Advanced

4 = Expert


1 (1) = small 3 (3) = large




IT Architecture

Defi nition: Knowledge of concepts and philosophies regarding the design and deployment of information technologies and associated architectural concepts, principles, and tools

1. Basic • Familiar with the fundamental idea of an information technology architecture• Aware of architectural initiatives and blueprints for own area• Understands the need for and the components of an information technology architecture• Can describe the local technology architecture

2. Intermediate• Can identify and describe architectural principles relevant to own area of responsibility• Can discuss key standards, guidelines, principles, and practices relevant to own function• Able to interpret and use architectural guidelines in own work• Can describe local hardware, software, and telecommunications components• Familiar with concepts of open architectures

3. Advanced• Familiar with integration and implementation issues and their architectural implications• Active in design of architectural components• Experienced in the integration and migration of existing and planned platforms• Has consulted with others on planning, migration, and implementation issues• Active in defi ning architectural principles and standards• Can discuss issues and considerations for an open architecture

4. Expert• Has breadth of knowledge of existing and planned architecture• Has led design of operating platforms for multiple functions• Monitors design to ensure coherent, viable architectural platforms• Has led development of technical architecture and standards• Signifi cant experience in defi ning philosophy and principles for global architecture• Monitors vendor and industry experience; assesses impact for company







Consulting 2 1 (1) Quality Management 2 2 0

Core Applications Systems 1 1 0 Risk Management 3 1 (2)


Technical

Application Delivery Process 1 2 1 IT Environment 3

Application Design, Architecture 2 IT Industry: Trends and Directions 2 1 (1)


Application Maintenance

1

IT Systems Management 3

Asset Management (IT) 2 JAD

Audit and Control (IT) 2 Middleware

Capacity Planning Modeling: Data, Process, Events, Objects



Computer Operations 3 Networking/Communications Software



Data Security Administration Programming






Emerging Technologies

2

Software Licensing

Functional Requirements Analysis 2 System and Technology Integration

Hardware Infrastructure 2 System Development Life Cycle

Hardware Installation and Support Systems Software Infrastructure 2 1 (1)

Implementation 1 Technical Troubleshooting

Information Management 2 1 (1) Technical Writing/Documentation

2Information Security Management 2 1 (1) Telecommunications 2

IT Architecture 2 1 (1) Testing

Wide Area Networks 0



Directions

Relationship Manager 351. Select a position title from the list box to see recommended





1 = Basic

2 = Intermediate

3 = Advanced

4 = Expert


1 (1) = small 3 (3) = large



self-assessment and the recommended proficiency

1

2

2

2

3

2 (2) = moderate 4 (4) = major


Profi ciency Rating for Relationship Manager

External Resource Management

Defi nition: Ability to effectively manage the utilization of external services (for example, product or platform vendors, service providers, contractors, consultants, outsourced functions)

1. Basic • Understands the need for practices in dealing with vendors and suppliers• Understands American Express’s process for soliciting and selecting external resources• Aware of the procedures for management of external providers• Aware of practices for interacting with outside personnel

2. Intermediate• Able to locate and deal with appropriate vendor personnel• Provides feedback on vendor performance to responsible contract administrators• Able to resolve routine issues or problems with vendors• Familiar with terms, conditions, and schedules of agreements with service providers• Aware of alternative vendors for own area

3. Advanced• Able to interpret documents detailing service provision and fi nancial arrangements• Regularly meets with vendors to monitor and address product or service performance• Participates in appropriate user groups• Reviews and monitors vendor performance against contracts and agreements• Stays informed on major developments for strategic vendors and products• Infl uences existing and new vendor relationships and the approved vendor list

4. Expert• Comprehensive knowledge of industry practices• Signifi cant experience in managing external resources• Develops rationale for use of external resources• Leads development of selection criteria for approved vendor status• Documents service provider problems and terminates as appropriate• Ensures orderly technology and administrative transfer processes





Profi ciency Rating for Change Management Analyst


American Express Business Functions 1 1 0 Global Perspective 1 1 0

Business Process Design 1 1 0 Knowledge of American Express 2 2 0

Consulting 1 1 0 Quality Management 2 2 0

Core Applications Systems 1 1 0 Risk Management 1 1 0

External Resource Management 1 1 0 Value Management 2 2 0

Technical

Application Delivery Process 2 2 0 IT Environment

Application Design, Architecture 1 2 1 IT Industry: Trends and Directions 1 1 0









Contingency and Disaster Recovery 1 1 0 Performance Measurement and Tuning









Functional Requirements Analysis 1 2 1 System and Technology Integration 1 1 0

Hardware Infrastructure System Development Life Cycle 1 1 0




Information Security Management 1 1 0 Telecommunications


Wide Area Networks



Directions

Change Management Analyst 301. Select a position title from the list box to see recommended





1 = Basic

2 = Intermediate

3 = Advanced

4 = Expert


1 (1) = small 3 (3) = large




Risk Management

Defi nition: Knowledge of process, tools, and techniques for assessing and controlling an organization’s exposure (assets, liabilities, reputation…)

1. Basic • Can identify common types of business risks• Can cite company-specifi c examples of business risks and potential consequences• Is aware of key issues and benefi ts of risk management practices• Knows where and how to obtain more information on risks and risk management policies

2. Intermediate• Experienced with implementing or managing risk management processes and tools• Can describe the key steps of a risk management process and associated procedures• Can identify common technology, security, or fi nancial risks relevant to own function or unit • Familiar with a risk-assessment model and techniques relevant to a specifi c line of business• Can produce and interpret common risk-assessment and management reports

3. Advanced• Experienced with implementing function-wide risk management processes and tools• Has in-depth knowledge of a risk assessment model and analysis tools and processes• Can describe key benefi ts, drawbacks and rationale for risk management practices• Can identify and elaborate on key risk management benchmarks• Has knowledge of cross-functional risk management processes, tools and audit mechanisms• Can describe the pros and cons of various risk management models

4. Expert• Experienced with implementing enterprise-wide risk management programs• Consults on matching risks and risk management tools, processes, and benchmarks• Monitors industry and marketplace experiences; can cite relevant case studies• Can discuss the Internet and e-commerce considerations and the effect on current business risks• Can discuss geographical, technological, and social issues associated with risk management• Has participated in a process for identifying and anticipating long-term risks or threats





American Express Business Functions 1 1 0 Global Perspective 1 1 0

Business Process Design 1 1 0 Knowledge of American Express 2 2 0

Consulting 1 1 0 Quality Management 2 2 0

Core Applications Systems 1 1 0 Risk Management 1 1 0

External Resource Management 1 1 0 Value Management 2 2 0

Technical

Application Delivery Process 2 2 0 IT Environment

Application Design, Architecture 2 2 0 IT Industry: Trends and Directions 1 1 0









Contingency and Disaster Recovery 1 1 0 Performance Measurement and Tuning









Functional Requirements Analysis 2 2 0 System and Technology Integration 1 1 0

Hardware Infrastructure System Development Life Cycle 1 1 0




Information Security Management 1 1 0 Telecommunications


Wide Area Networks



Directions

Business Systems Analyst 351. Select a position title from the list box to see recommended





1 = Basic

2 = Intermediate

3 = Advanced

4 = Expert


1 (1) = small 3 (3) = large





Profi ciency Rating for Business Systems Analyst



Value Management

Defi nition: The process for ensuring funded projects have the necessary value and execution characteristics to secure ultimate success as measured against original projections of time, cost, fi nancial return, and value to be delivered.

1. Basic • Understands that American Express Technologies focuses on investing in areas that will provide the

greatest overall growth opportunities to the company• Understands that the customer perspective is the key defi ner of value (the worth or quality of a

product or service)• Understands it is critical to focus on up-front planning and then deliver on the value we have promised

to our customers• Aware of the “lethal issues” questions that can be asked to help reduce project risk

2. Intermediate• Ensures that key stakeholders are brought together to participate in value management activities early

in the project life cycle• Able to recognize and challenge weak value propositions and business cases• Can apply the “lethal issues” questions to improve project performance and reduce project risk• Understands managing to value requires that a project delivers the intended return on investment by

identifying and mitigating risks or by stopping the project• Ensures risk-mitigation plans include success criteria and evaluation of plan execution

3. Advanced• Can identify the effectiveness and completeness of business and technology strategies and ensure

alignment with AXP and other applicable cross-organization strategies• Experienced in assessing business benefi ts, costs, and risks on multiple types of projects• Creates environment where identifying project risks is positive• Plays a leadership role in conducting value assessments using value management tools and job aids• Ensures the business case is updated regularly based on changes in cost, scope, and/or schedule, and

includes metrics that quantify the value proposition and benefi t for each customer group as well as AXP

4. Expert• Signifi cant experience in weighing business risks and opportunities for complex technology projects

and making or recommending balancing-act decisions• Has contributed to or formulated policies and procedures for justifi cations of IT expenditures• Ability to clearly articulate the link between value management results and project success or failure• Extensive experience on projects with high-level, high-impact, or high-cost technology expenditures• Recognized expert in quantifying business benefi ts, costs, and risks and can articulate to senior

management