it competence framework in shell sfia
TRANSCRIPT
SFIA V3 BasedSFIA V3 Based
IT Competence Framework in Shell
December 2008December 2008
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OUR REFRESHED IT COMPETENCE FRAMEWORK IS DESIGNED TO MEET CHANGING BUSINESS DEMANDS
The role of IT in Shell is changingwhich means that
How and where we deliver IT services from is changingso we have developed a
New Integrated Delivery Model (IDM) for ITwhich requires
so we have developed a
New / different IT job familiesthat need
which requires
Different sets of competences
that need
so we haveso we have
Refreshed the IT competence framework and t th d t iti f IT l i d
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strengthened opportunities for IT learning and development
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New My:IT Websitehttp://sww.shell.com/it/hr/myitp y
Information displayed is filtered by the users choice of job family and job grade and what they want to do on the portal
View information for line managers/ HR Professional, by individual, the competence framework and 3 step or about communities
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IT Competence Framework
IT JOB MAPIT Skill Pool JG 8 JG7 JG6 JG5 JG4 JG3 JG2 JG1 JGA JGB
Executive RolesManagement RolesSupervisory & Advisory Roles
Technical & Project Roles
IT M t JG 3 B
Business Systems Management
IT Governance
IT Strategy, Planning & Portfolio Management
IT Management JG 3 - B
Business Systems Management JG 4 - AIT Strategy, Plan & Portfolio Mgmt JG 3 - A
IT Architecture JG 3 - A
IT Supplier Management JG 3 - A
IT Service Management JG 5 - AIT Service Compliance & Assurance JG 6 - 2
IT Project & Programme Management
IT Service Management & Integration
Information Security JG 5 - 1
IT Project & Programme Management JG 5 - AIT Project Management Office JG 7 - 3
Business Analysis JG 6 - 1Business IT Change Management JG 4 - 1
Software Development & Deployment JG 7 - 3
Business Analysis
IT Solutions Consulting & Development
IT Consultancy JG 5 - 2Data Analysis JG 6 - 2
IT Process Management JG 5 - 3Software Testing JG 7 - 4
IT Service Delivery & Support IT Service Delivery & Support JG 7 - 3Data Management & Administration JG 7 - 3
IT Service Desk JG 8 - 5
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SO WHY CHOOSE SFIA & SFIASO WHY CHOOSE SFIA & SFIA
PLUS?PLUS?
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WHY SFIA?
• I f ti T h l i t b i f Sh ll d d t l k f t l• Information Technology is not a core business for Shell, so we needed to look for an external framework rather than build our own.
• As a global organisation we need to be able to satisfy many different interestsAs a global organisation we need to be able to satisfy many different interests.
• SFIA was assessed as the only viable external competence model.
SFIA ff h i b h k l i h j f h• SFIA offers the opportunity to benchmark ourselves against other major users of the framework.
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SECOND – WHY SFIA PLUS?
• Our existing framework dating from 2001/2002 was built using the BCS Industry Structure modelOur existing framework dating from 2001/2002 was built using the BCS Industry Structure model version 3.
• SFIA Plus was considered to be a logical step forward.g p
• SFIA Plus came with migration guidance for ISM3 users
• We were able to map existing ISM3 based job families to SFIA to gain confidence in the framework• We were able to map existing ISM3 based job families to SFIA to gain confidence in the framework.
• We were able to map the Shell Job Grade structure to SFIA levels via the mapping guidance between ISM3 and SFIA.ISM3 and SFIA.
• SFIA Plus is externally hosted, easy to access globally and cost effective!
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Initial mapping of Job family from ISM3 to SFIA Plus v3to SFIA Plus v3
Mapped New Defined
Skillpool Job Family JGISM3 Role LEVEL
ppSFIA3 Skill
Mapped LEVEL
SFIA3 Skill LEVEL
Project Management IT Project Management 4 PRMG 4 PRMG 5 PRMG 5CPIM 5CPIM 5BENM 5
IT Project Management 3 PRMG 5 PRMG 5 PRMG 5CPIM 5BENM 5
PRMG 6 PRMG 5 PGMG 6 PGMG 6
IT Project Management 2 PRMG 8 PRMG 7 PRMG 6PRMG 7 PRMG 6 PGMG 6PGMG 8 PGMG 7 CPIM 6PGMG 8 PGMG 7 CPIM 6
BENM 6
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Project Management JG4
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IMPLEMENTATION
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Framework describes jobs & competences we need going forward
A job family (defined
U i SFIA Pl V3)
2.
A position belongs
to a job family
1.
Each job family has a 3.
IT JOB MAP Executive RolesManagement RolesSupervisory & Ad isor Roles
Technical & Project Roles
Using SFIA Plus V3)
belongs to a skill poolcompetence profile with defined proof points
IT JOB MAPIT Skill Pool JG 8 JG7 JG6 JG5 JG4 JG3 JG2 JG1 JGA JGB
Business Systems Management
gAdvisory Roles
j
IT Service Management JG 5 - A
IT Governance
IT Strategy, Planning & Portfolio Management
IT Service Management & Integration
IT Management JG 3 - B
Information Security JG 5 - 1
Business Systems Management JG 4 - AIT Strategy, Plan & Portfolio Mgmt JG 3 - A
IT Architecture JG 3 - A
IT Supplier Management JG 3 - AIT Consultancy Business Analysis Techniques
Business and IT Investment ProposalsBusiness Characteristics / EnvironmentBusiness Process Improvement TechniquesConsultancyInformation Capture Techniques
Business Analysis JG 6 - 1Business IT Change Management JG 4 - 1
Software Testing JG 7 - 4Software Development & Deployment JG 7 - 3
IT Service Compliance & Assurance JG 6 - 2
Business Analysis
IT Solutions Consulting & Development
IT Consultancy JG 5 - 2Data Analysis JG 6 - 2
IT Project & Programme Management
IT Service Management & Integration
IT Project & Programme Management JG 5 - AIT Project Management Office JG 7 - 3
p qIT Project Management Planning and Organisation
Personal &Business Analyses & Solves ProblemsCommunicates and PersuadesTeam Working
Group Leadership Champions Customer & Stakeholder FocusIT Process Management JG 5 - 3
g
IT Service Delivery & Support IT Service Delivery & Support JG 7 - 3Data Management & Administration JG 7 - 3
IT Service Desk JG 8 - 5
Using Shell People (Shell’s 4.Staff can compare5.Staff can use the job map6
Leadership…Pers & Bus……IT F ti l
HR System), staff
develop a personal
competence profile
their personal profile
to their job profile
to identify
development needs
to plan their future
career and development
needs
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IT Functional…Other…
The My:IT portal and booklet will support the implementation and use of the new IT Competence
– The booklet will be made available to all IT staff following the staff
p pFramework
gengagement sessions
– Staff engagement sessions (mixture of face-to-face and web casts) were run Sept thru Nov 2008casts) were run Sept thru Nov 2008
– The My:IT portal will: • Provide the information needed for IT staff and Line Managers to
complete the competence assessment and develop a learning plan• Show the learning and development opportunities available per job
family and for each IT Functional Competence• Provide descriptions of the competences and the different skill levels
expected at each job grade in each job family• Provide examples of career paths in Shell ITProvide examples of career paths in Shell IT• Answer frequently asked questions and contact points for assistance• Provide links to communities (e.g. project manager) in Shell IT
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An example of a career pathIT Career Path Example ‘Business’ Focus
Supervisory & Advisory RolesScope & dimensions: Member of a local/regional/global team or projectDevelopment goals: • Technical expertise (SAP IBM MS etc )
Technical & Project Roles
Early in the career, most graduates or new recruits with a technology focus tend to follow a ‘specialist’ career path in the Infrastructure and/or Application skill pool to build core IT skills and gain IT
At the mid-level career, staff are encouraged to deepen and broaden their technical expertise as well as develop
IT Career Path Example - ‘Business’ Focus
Staff qualified to progress to senior level tend to focus on innovations, strategic contributions to businesses and IT/business partnerships. Typical roles
Very few will reach executive level to take on Group or Business IT executive leadership roles e g CIOs
Early in the career, most graduates or new recruits with a business focus tend to follow a ‘specialist’ career path in the Business Analysis skill pool to build knowledge in business operations and processes, and core IT skills in applications and support in one
At the mid-level career, staff are encouraged to deepen their business knowledge & broaden their professional skills (e.g. Project Mgt, Business Analysis). Typical roles i l d B i A l t P j t• Technical expertise (SAP, IBM, MS etc.)
• Process knowledge (ITIL etc.)• Cross-business experience (i.e. EP, DS, ST, GF)• Project & team working experience• Support & service delivery experience• Personal & business effectiveness
pool to build core IT skills and gain IT service delivery experiences in one or more businesses. Typical roles include Support Analyst, Systems Engineer, Service Manager etc.
technical expertise as well as develop professional skills (e.g. Project Mgt, Service Mgt, Consultancy). Typical roles include IT Project Manager, IT Service Manager, IT Consultant/Architect etc.
include IT Portfolio Mgr, Programmer Mgr, Business Systems Mgr etc.
leadership roles e.g. CIOsIT skills in applications and support in one or more lines of businesses. Typical roles include Business Analyst, Data Analyst, Apps Support Analyst,etc.
include Business Analyst, Project Mgr, Customer Service Mgr, IT Solution Consultant etc.
G8 JG4 JGB JGAJG1JG2JG3JG5JG6JG7
Senior-level CareerMid-level CareerEarly Career
Executive-level career
IT Job MapIT Strategy, Planning & Portfolio Mgmt
Business Systems Mgmt
IT Supplier Mgmt
IT ManagementAugment with moves in and out of Business
IT Manager
Business Systems Manager Global Bus Systems Mgr
IT Service Compliance & Assurance
IT Service Mgmt & Integration
IT Job MapInformation Security
IT Architecture
Sr/Lead Project
IT Portfolio Manager
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IT Governance
Skill Pool Colour Code:
IT Consultancy
Business Analysis
Business IT Change Mgmt
IT Project Mgmt Office
IT Project & Programme Mgmt
PMO Analyst
Business Analyst Sr / Lead Business Analyst
Programme Manager
Business Analyst
Project Manager
PMO Manager
Sr/Lead Project Manager
IT Strategy, Planning & Portfolio Mgmt.
B i A l i
IT Project & Programme Management
IT Service Management & Integration
Business Systems Management
IT Process Mgmt
Software TestingSoftware Development & Deployment
Data Analysis
IT Consultancy
Data Analyst
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Business Analysis
IT Solutions Consulting & Development
IT Service Delivery & SupportIT Service DeskData Mgmt & Administration
IT Service Delivery & SupportApp Support Analyst
The Competence Management Process drives d l t
How is it being implemented?
development
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Use learning & development guidelines to address competence gaps
Any form of material
L&D Guidelines
4 B M d lythat can be used as a reference. Examples:
• Books• Publications• Websites
Any form of training that can be followed in any format. Examples:
• Shell Open University courses
4-Box Model
Training CoursesReference Materials• Websites• Newsletters• Networks /
Community
• SkillSoft or other e-learning• External training• Training based professional
certification
O th J b + C hiProfessional
Any formal or informal activities that may support you in your
Specific experience that may support you in your development. Examples:On-the-Job + Coaching
Experiencessupport you in your development. Examples:
• Coaching• Mentoring
Examples: • Experiences that prepare
you for your position• Professional certification• Membership / Involvement
• Contacts with 3rd
parties• Engaging
stakeholders
with Professional Bodies• Roles you may want to
consider• Projects• Responsibilities you may
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p y ywish to include as part of your role
IT Competence Learning & Development Guide
lExample
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Project Management Methods Learning & Development Guide
Welcome to the Project Management Methods Learning & Development Information Guide.
This Guide profiles IT Learning & Development suggestions linked to Project Management Methods from websites to on-the-job activities.
Use the guide as a starting point to generate ideas when you are having a Development Discussion with your Line Manager. Think about how you like to learn, and how you can develop your competences
on-the job. Support for any of these activities (in terms of time or financial commitment) needs to come from your Line Manager and must be in line with local HR Policy. Please discuss with your Line
Manager or local HR Representative to learn of any specific guidelines for your region or line of business.
Definition Project Management Methods – Principles, methods, techniques and tools for the effective management of projects from
initiation through to implementation. Example: PMI PMBOK, Project Delivery Framework and PM Toolkit.
FeedbackThis is intended to be an evergreen document. Do you have an idea about how to develop an area that you would like to add to the Portfolio? Please send your ideas for future versions by way of email to
Training Courses
On-the-Job + Professional
Reference Materials
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On the Job Coaching
Professional Experiences
Project Management MethodsTraining CoursesReference Materials
Provider Course Contact Level
Shell Learning IT PMFE - Shell IT Project Management Toolkit (PDU10);
IT PMFE - Project Delivery Framework (PDU 7);
Project Management with MS Project 2000;
ESI Managing Projects (PDU 22.5);
PMI – PMP Exam Preparation (PDU 15);
Project Leadership, Management & Communications (PDU 22.5);
ESI Leading Complex Projects (PDU 22.5);
SOU portal Knowledge / SkillSkillSoft 24/7 books
• Project Management Book of Knowledge (PMBOK), 3rd Edition
• PMP exam preparation, Rita Mulcahy
• Project Management, Harold Kerzner
Other books• Project Manager’s Spotlight on Change Management – ISBN 0782144101 g p j ( )
ESI Requirements Management: A Key to Project Success (PDU 22.5)
ESI – Taking Charge of Organisational Change (PDU 22.5)
Vendor Selection & Management: A Collaborative Approach (PDU 22.5)
j g p g g g
Publications• Shell IT Project Delivery Framework Handbook, Type Guides, Support Guides, and Control Level
Guides - http://sww-deliveryframework.shell.com/index.asp?p=guides
Web links• Shell IT Project Management Functional Excellence
• IT Project Delivery Framework
SkillSoft
Virtual Project Management (PDU 2)
TestPrep Project Management Professional (PDU 52.5)
Project Execution
C C t i B i A l i
eLearning via
SOU portalAwareness /
Knowledge
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• IT Project Management Toolkit
• Project Management Institute (PMI)
P f i l E iOn-the-Job + Coaching
Core Concepts in Business Analysis
Effective Supplier Management Strategies (Skillbrief)
Professional ExperiencesJ g
ROLES
• Roles in IT service operations and support as well as technology evaluations & implementations to acquire technical expertise, broaden technical scope,
and gain understanding of end-to-end IT service delivery to the businesses
• Role as junior/fully competent IT project manager applying project management methods, tools and techniques to deliver projects of low/medium
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• Familiarise with project management standards, methodologies, & tools, and get mentoring from a certified project manager
• Take project management courses and participate in technology implementation projects to gain experience
• Get PMP certification and manage business IT projects of medium complexity
• Take on project management office roles to deepen project management knowledge and gain insight complexity
• Role in project management office (PMO) advocating and applying project management methods, tools and best practices to support IT projects
• Role in business IT to deepen knowledge of business operations & build relationship with business stakeholders
• Role as senior/lead project manager delivering business IT projects of high complexity, often of regional or global nature, in a multi-cultural and multi-
vendor environment with direct reporting line into the project steering committee and senior business stakeholders.
a e o p oject a age e t o ce o es to deepe p oject a age e t ow edge a d ga s g tto tools & best practices
• Take on business IT project management roles of increasing size, scope and complexity, broaden business knowledge and gain more experience in change management, stakeholder & supplier management, and working in a multi-cultural environment
• Get internal PM accreditation, broaden project type and scope
• Participate in project management network / community to share experiences and best practices in project management, and coach and mentor less experienced staff in this area.
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QUESTIONS ?QUESTIONS ?
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