Open Standaarden voor een Slimmere IT Organisatie

Transcription

1 28 januari 2010 Open Standaarden voor een Slimmere IT Organisatie Herman van Dellen Monique van Maare 2009 IBM Corporation

2 Agenda Slimmere (IT) Organisatie (Herman van Dellen) Rol van de IT Architect People Capability Maturity Model Scope, Architectuur, Pragmatische Toepassing door de IT Architect IBM Implementatie Slimmere IT Architecten (Monique van Maare) Realiteit in de uitvoering van de rol van architecten Professionaliseren Open Standaard: ITAC Q&A 2 28 jan 2010

3 Slimmere Organisatie 2009 IBM Corporation

4 Slimmere Organisatie een Rol voor de IT Architect? helping the organization to recognize weak links in their IT strategy and implementation in a way that helps to facilitate the organization s closure of gaps establish Architectural Process, Policies, and Procedures Experience establishing business and/or IT governance process and organization frameworks. Experience in the broader aspects of IT governance (not just project-level governance). Experience in applying business and IT governance frameworks that facilitate the alignment of business processes to business and IT function. Experience in the application of enterprise-wide IT and industry standards and processes. ITAC L3 Guide: Organization Responsibilities of the IT Architect 4 28 jan 2010

5 Open Standaarden / Frameworks: ITIL, CMMi, COBIT, TOGAF, ACMM, ISO,. en. People CMM Change Capability Competency People Inconsistent 5 28 jan 2010

6 People Capability Maturity Model The People CMM is an organizational change model It provides a roadmap for implementing workforce practices that continuously improve the capability of an organization s workforce Integrated model for HRM, Competency, Performance Mngt Resource Talent The People CMM enables organizations to: Characterize maturity of workforce practices Set priorities for improving workforce capability Integrate improvements in process and workforce Align workforce development with strategic business objectives Become an employer of choice 6 28 jan 2010

7 P-CMM: Complementary to other CMMI models The primary objective of: a CMM is to improve the capability of an organization. the CMMI (DEV, ACQ, SVC), is to improve the capability of an organizations processes. the People CMM is to improve the capability of an organization s workforce. The People CMM, defines capability as the level of knowledge, skills, and process abilities available within each workforce competency of the organization to build its products or deliver its services. People CMM CMMI-DEV, ACQ, SVS Workforce capability enables Process capability predicts Performance 7 28 jan 2010

8 Boeing implemented P-CMM and reported additional benefits Employee Satisfaction Index increased by 15% Customer satisfaction has remained high current year to date satisfaction index is 7.6 on a 10 point scale Post Release Defects reduced by 50% Rework Ratio reduced by 15% Labor Effort Variation reduced by 35% Schedule Variation reduced by 38% Utilizing the People CMM to Leverage Organization Success Kenneth Foster, SEPG Conference jan 2010

9 Multiple Models/Technologies Architectures Business Goals and Objectives Product line architectures CMMI People CMM Organization & Integration and Interaction Software and Systems Knowledge and Skills Infrastructure Measurements Six Sigma PSP/TSP Adapted from John Vu: SEPG 2006 Lean Enterprise: Simplify and Standardize 9 28 jan 2010

10 10 28 jan 2010

11 Practices: Example Institutionalization Co1 Co2 Ab1 Ab2 Ab3 Ab4 Level 3 Competency Analysis The organization establishes and maintains a documented policy for conducting its Competency Analysis activities. An organizational role(s) is assigned responsibility for coordinating Competency Analysis activities across the organization. A responsible individual(s) coordinates the Competency Analysis activities for defining, developing, and maintaining each workforce competency. Adequate resources are provided for performing Competency Analysis activities. Individuals performing Competency Analysis activities develop the knowledge, skills, and process abilities needed to perform their responsibilities. The practices and procedures for performing Competency Analysis are defined and documented. Pr1 The workforce competencies required to perform the organization`s business activities are identified. Implementation Pr2 Pr3 Pr4 Pr5 Pr6 Each of the organization`s workforce competencies is analyzed to identify the knowledge, skills, and process abilities that compose it. Workforce competency descriptions are documented and maintained according to a documented procedure. Workforce competency descriptions are updated on a periodic and event-driven basis. The competency-based processes to be performed by capable individuals in each workforce competency are established and maintained. Information about the use of competency-based processes is captured and made available. Pr7 Pr8 Competency information regarding the capabilities of individuals in their workforce competencies is collected and maintained according to a documented procedure. Current resource profiles for each of the organization`s workforce competencies are determined. Pr9 Competency information is updated on a periodic and event-driven basis. Me1 Me2 Ve1 Ve2 Ve3 Measurements are made and used to determine the status and performance of Competency Analysis activities within each unit and across the organization. Measurements are made and used to determine the quality of workforce competency descriptions and competency information. A responsible individual(s) verifies that Competency Analysis activities are conducted according to the organization`s documented policies, practices, procedures, and, where appropriate, plans; and addresses Executive management noncompliance. periodically reviews the Competency Analysis activities, status, and results; and resolves issues. The definition and use of competency descriptions and competency information are periodically audited for compliance with organizational policies.

12 Maturity Levels Maturity Level Focus Practices Level Characteristics 1 - Initial Ad Hoc Inconsistent, Applied without analysis of impact, Constantly reinvented Unit level Turnover, Results depend on heroes / fire fighters, Displacement of Responsibility, No shared vision 2 - Managed People Basic, Repeatable Unit level Focus on skills, Dependency on management. Little cross-unit synergy 3 - Defined Competency Competencybased, Aligned with business strategy Organization level Integration of knowledge, skills, and process abilities (Competencies), Professionalism, Participatory 4 - Predictable Capability Measured & empowered Organization, Strategic level Integrated multidisciplinary process, Quantitative capability management, Predictable, Trust => Empowerment, High performance teams, Mentoring 5 - Optimizing Change Continuously Improving Organization, Strategic level Innovation, Performance excellence jan 2010

13 Maturity Level 2 Change Capability Competency People Inconsistent jan 2010

14 Maturity Level 3 Change Capability Competency People Inconsistent jan 2010

15 Maturity Level 4 Change Capability Competency People Inconsistent jan 2010

16 Maturity Level 5 Change Capability Competency People Inconsistent jan 2010

17 People CMM Checklist & Roadmap for IT Architects Formal Mentoring Knowledge Decision making roles & process defined Empowerment Workgroups tailor methods & processes, Recruitment at organization level Enhanced selection process incl. internal candidates Work assignments serve career objectives, IDP Compensation strategy adjusted Graduated career opportunities Talent programs, Professional Certification, Lateral assignments, Promotions Graduated training & development, Certifications, Mentoring, Communities of Practices, meetings Workforce needs, Competency development plan Hiring plan, Succession plans Strategic Demand IT Professional profiles Continuous Workforce Innovation Organizational Performance Alignment Continuous Capability Improvement Capability Mentoring Organizational Capability Quantitative Performance Competency-Based Assets Empowered Workgroups Competency Integration Competency Participatory Culture Workgroup Development Competency-Based Practices Career Development Competency Development Workforce Planning Competency Analysis Change Education / Training (Quality, Planning) Job rotation Feedback, mentoring Recognition, Talent identification, Promotions Work place, Tools, Equipment, Support, Security (ITA) Communities, Collaboration culture, tools & education People Compensation Training and Development Performance Work Environment Communication and Coordination Staffing Inconsistent 2 Recruitment, Assignments, Team Diversity 1

18 People-CMM Assessment jan 2010

19 Staffing Communication & Coordination Work Environment Performance management Training & Development Compensation Competency Analysis Workforce Planning Competency Development Career Development Competency-Based Practices Workgroup Development Participatory Culture Competency Integration Empowered Workgroups Competency-Based Assets Quantitative Performance Organizational Capability Mentoring Continuous Capability Improvement Organizational Performance Alignment Continuous Workforce Innovation Open Standaarden voor een Slimmere IT Organisatie Categoriseren van Issues 1 Initial Inconsistent jan Managed Defined Predictable Optimizing People Competency Capability Change

20 Hoe gebruikt IBM het Model? 2009 IBM Corporation

21 Technical Steering Committee Governance TEC Technical Experts Council Technical Advise Technology & Skills Standards Execution Red Team Technology Communication Delivery Excellence / Lean Communities of Practice Technology TPC - Technical Professions Council Workstreams Market-Driven Competency Development Career & Talent Development, Pipeline Technical Professions Sustainability of Improvements New Hires Integration External Communication, OpenGroup Awards Profession Leaders HR Partners Business Unit CTOs Resource Managers Talent Technical Community jan 2010

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23 Slimmere IT Architecten 2009 IBM Corporation

24 Realiteit in rol architecten - Veel voorkomende disconnects Architect Responsibility Areas Design Business Architecture Design IT principles Design App/Inf Architecture Design Infra Architecture Advise on Implementaton plan Advise on Designs Review Designs jan 2010 Business Disconnect Architects are not always trusted to understand business concerns Discipline Disconnect silo s in integrated design between app/inf & infra architecture Role Disconnect Project Managers are responsible for Implementation Plans Project Disconnect Architects generally not involved in project execution related to their architectures

25 Professionaliseren van IT vraagt een gedegen aanpak Create Common Role Reference Profiling Mentoring & Development Certification Outputs Job Career Framework Architect Learning Curriculum Individual Development Reports Community Development Areas Closed Development Gaps Increased sense of Community Certified Architects: increased quality of architectural work, transparancy in skills attainment Organizational Advice jan 2010

26 IT Architect Certification Program (ITAC) als mogelijke meetlat Yellow = Input areas jan 2010

27 IT Architect Soft Skills net zo belangrijk? IT Architect Fundamental Skills IT Architect Soft Skills The IT Architect skills radar helps define the level at which to complete self assessment at ITAC level 1 or 2 Candidates completes profile package with CV and ITAC self assessment file (word) In a validation interview with qualified IBM IT Architects and experienced assessors, the package is reviewed. Online PAPI questionnaire identifies preferred work styles and behaviour. Questionnaire results are input for development interview - focused on understanding work preferences, comparing these to a target IT Architect profile and giving development advice. Candidates receive a written evaluation report before ITAC development interview In the ITAC development interview, development areas are discussed. Candidates will receive: An integrated development report providing insight into individual strengths and increased focus for development areas towards external certification. will receive Consolidated, anonimised report provides insight into vitality of the IT Architect community as a whole, and input for development actions, e.g. leadership development areas jan 2010

28 Hoe professioneel is de community als geheel? Wat zijn verbetergebieden? Consistently High Group Education Recommended Heterogeneous Group 95% Confidence Interval ITAC Lvl 1 Target IBM interviewer

29 Some links People CMM: CIO Study: Open Group: Link naar de Open Group - deze pagina beschrijft de consultancy services voor ITAC en heeft een link naar onze flyer IBM Institute for Business Value: PAPI Scan: Herman van Dellen: vdellen@nl.ibm.com Monique van Maare: monique.van.maare@nl.ibm.com jan 2010

30 Questions? jan 2010

31 Backup slides 2009 IBM Corporation

32 Open Group ITAC Certification jan 2010

33 PAPI: Personality and Preference Inventory Assessment of Behaviour and Preferred Work Styles jan 2010

34 IT Governance (Whitepaper NAF Website) jan 2010

35 IT Governance (NAF Werkgroep) jan 2010

36 Enterprise Architecture Maturity Level 0: None No enterprise architecture program. No enterprise architecture to speak of. Level 1: Initial Informal enterprise architecture process underway. 1. Processes are ad hoc and localized. Some enterprise architecture processes are defined. There is no unified architecture process across technologies or business processes. Success depends on individual efforts. 2. Enterprise architecture processes, documentation, and standards are established by a variety of ad hoc means and are localized or informal. 3. Minimal, or implicit linkage to business strategies or business drivers. 4. Limited management team awareness or involvement in the architecture process. 5. Limited operating unit acceptance of the enterprise architecture process. 6. The latest version of the operating unit's enterprise architecture documentation is on the web. Little communication exists about the enterprise architecture process and possible process improvements. 7. IT security considerations are ad hoc and localized. 8. No explicit governance of architectural standards. 9. Little or no involvement of strategic planning and acquisition personnel in the enterprise architecture process. Little or no adherence to existing standards. Level 2: Under Development Enterprise architecture process is under development. 1. Basic enterprise architecture process is documented based on OMB Circular A-130 and Department of Commerce Enterprise Architecture Guidance. The architecture process has developed clear roles and responsibilities. 2. IT vision, principles, business linkages, Baseline, and Target Architecture are identified. Architecture standards exist, but not necessarily linked to Target Architecture. Technical Reference Model (TRM) and Standards Profile framework established. 3. Explicit linkage to business strategies. 4. awareness of architecture effort. 5. Responsibilities are assigned and work is underway. 6. The DoC and operating unit enterprise architecture web pages are updated periodically and are used to document architecture deliverables. 7. IT security architecture has defined clear roles and responsibilities. 8. Governance of a few architectural standards and some adherence to existing Standards Profile. 9. Little or no formal governance of IT investment and acquisition strategy. Operating unit demonstrates some adherence to existing Standards Profile jan 2010

37 Enterprise Architecture Maturity Level 3: Defined Defined enterprise architecture including detailed written procedures and TRM. 1. The architecture is well defined and communicated to IT staff and business management with operating unit IT responsibilities. The process is largely followed. 2. Gap analysis and Migration Plan are completed. Fully developed TRM and Standards Profile. IT goals and methods are identified. 3. Enterprise architecture is integrated with capital planning and investment control. 4. Senior management team aware of and supportive of the enterprise-wide architecture process. actively supports architectural standards. 5. Most elements of operating unit show acceptance of or are actively participating in the enterprise architecture process. 6. Architecture documents updated regularly on DoC enterprise architecture web page. 7. IT security architecture Standards Profile is fully developed and is integrated with enterprise architecture. 8. Explicit documented governance of majority of IT investments. 9. IT acquisition strategy exists and includes compliance measures to IT enterprise architecture. Cost benefits are considered in identifying projects. Level 4: Managed Managed and measured enterprise architecture process. 1. Enterprise architecture process is part of the culture. Quality metrics associated with the architecture process are captured. 2. Enterprise architecture documentation is updated on a regular cycle to reflect the updated enterprise architecture. Business, Data, Application, and Technology Architectures defined by appropriate de jure and de facto standards. 3. Capital planning and investment control are adjusted based on the feedback received and lessons learned from updated enterprise architecture. Periodic re-examination of business drivers. 4. Senior management team directly involved in the architecture review process. 5. The entire operating unit accepts and actively participates in the enterprise architecture process. 6. Architecture documents are updated regularly, and frequently reviewed for latest architecture developments/standards. 7. Performance metrics associated with IT security architecture are captured. 8. Explicit governance of all IT investments. Formal processes for managing variances feed back into enterprise architecture. 9. All planned IT acquisitions and purchases are guided and governed by the enterprise architecture jan 2010

38 Enterprise Architecture Maturity Level 5: Optimizing Continuous improvement of enterprise architecture process. 1. Concerted efforts to optimize and continuously improve architecture process. 2. A standards and waivers process is used to improve architecture development process. 3. Architecture process metrics are used to optimize and drive business linkages. Business involved in the continuous process improvements of enterprise architecture. 4. Senior management involvement in optimizing process improvements in architecture development and governance. 5. Feedback on architecture process from all operating unit elements is used to drive architecture process improvements. 6. Architecture documents are used by every decision-maker in the organization for every IT-related business decision. 7. Feedback from IT security architecture metrics are used to drive architecture process improvements. 8. Explicit governance of all IT investments. A standards and waivers process is used to make governance-process improvements. 9. No unplanned IT investment or acquisition activity jan 2010

39 TOGAF jan 2010

40 SOA jan 2010

41 The purpose of Work Environment is to establish and maintain physical working conditions and to provide resources that allow individuals and workgroups to perform their tasks efficiently without unnecessary distractions. Goal 1 The physical environment and resources needed by the workforce to perform their assignments are made available. Goal 2 Distractions in the work environment are minimized. Goal 3 Work Environment practices are institutionalized to ensure they are performed as managed processes jan 2010

42 The purpose of Compensation is to provide all individuals with remuneration and benefits based on their contribution and value to the organization. Goal 1 Compensation strategies and activities are planned, executed, and communicated. Goal 2 Compensation is equitable relative to skill, qualifications, and performance. Goal 3 Adjustments in compensation are made based on defined criteria. Goal 4 Compensation practices are institutionalized to ensure they are performed as managed processes jan 2010

43 The purpose of Workforce Planning is to coordinate workforce activities with current and future business needs at both the organizational and unit levels. Goal 1 Measurable objectives for capability in each of the organization s workforce competencies are defined. Goal 2 The organization plans for the workforce competencies needed to perform its current and future business activities. Goal 3 Units perform workforce activities to satisfy current and strategic competency needs. Goal 4 Workforce Planning practices are institutionalized to ensure they are performed as defined organizational processes jan 2010

44 The purpose of Competency Development is to enhance constantly the capability of the workforce to perform its assigned tasks and responsibilities. Goal 1 The organization provides opportunities for individuals to develop their capabilities in its workforce competencies. Goal 2 Individuals develop their knowledge, skills, and process abilities in the organization s workforce competencies. Goal 3 The organization uses the capabilities of its workforce as resources for developing the workforce competencies of others. Goal 4 Competency Development practices are institutionalized to ensure they are performed as defined organizational processes jan 2010

45 The purpose of Career Development is to ensure that individuals are provided opportunities to develop workforce competencies that enable them to achieve career objectives.. Goal 1 The organization offers career opportunities that provide growth in its workforce competencies. Goal 2 Individuals pursue career opportunities that increase the value of their knowledge, skills, and process abilities to the organization. Goal 3 Career Development practices are institutionalized to ensure they are performed as defined organizational processes jan 2010

46 The purpose of Competency-Based Practices is to ensure that all workforce practices are based in part on developing the competencies of the workforce. Goal 1 Workforce practices are focused on increasing the organization s capability in its workforce competencies. Goal 2 Workforce activities within units encourage and support individuals and workgroups in developing and applying the organization s workforce competencies. Goal 3 Compensation strategies and recognition and reward practices are designed to encourage development and application of the organization s workforce competencies. Goal 4 Competency-Based Practices are institutionalized to ensure they are performed as defined organizational processes jan 2010

47 The purpose of Workgroup Development is to organize work around competencybased process abilities. Goal 1 Workgroups are established to optimize the performance of interdependent work. Goal 2 Workgroups tailor defined processes and roles for use in planning and performing their work. Goal 3 Workgroup staffing activities focus on the assignment, development, and future deployment of the organization s workforce competencies. Goal 4 Workgroup performance is managed against documented objectives for committed work. Goal 5 Workgroup Development practices are institutionalized to ensure they are performed as defined organizational processes jan 2010

48 The purpose of a Participatory Culture is to enable the workforce s full capability for making decisions that affect the performance of business activities. Goal 1 Information about business activities and results is communicated throughout the organization. Goal 2 Decisions are delegated to an appropriate level of the organization. Goal 3 Individuals and workgroups participate in structured decision-making processes. Goal 4 Participatory Culture practices are institutionalized to ensure they are performed as defined organizational processes jan 2010

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52 The purpose of Performance is to establish objectives related to committed work against which unit and individual performance can be measured, to discuss performance against these objectives, and to continuously enhance performance Goal 1 Unit and individual performance objectives related to committed work are documented. Goal 2 The performance of committed work is regularly discussed to identify actions that can improve it. Goal 3 Performance problems are managed. Goal 4 Outstanding performance is recognized or rewarded. Goal 5 Performance practices are institutionalized to ensure they are performed as managed processes jan 2010

53 The purpose of Competency Analysis is to identify the knowledge, skills, and process abilities required to perform the organization s business activities so that they may be developed and used as a basis for workforce practices. Goal 1 The workforce competencies required to perform the organization s business activities are defined and updated. Goal 2 The work processes used within each workforce competency are established and maintained. Goal 3 The organization tracks its capability in each of its workforce competencies. Goal 4 Competency Analysis practices are institutionalized to ensure they are performed as defined organizational processes jan 2010

54 Defining Workforce Competency Knowledge represents the comprehension acquired by experience and or study. Skills represents the proficiency or ability in techniques or tools that an individual must be able to demonstrate. Process abilities is the capacity to perform individual skills in the sequencing or method used in the organization. Knowledge Process + Skills + = abilities Workforce Competency jan 2010

55 The purpose of Staffing is to establish a formal process by which committed work is matched to unit resources and qualified individuals are recruited, selected, and transitioned into assignments. Goal 1 Individuals or workgroups in each unit are involved in making commitments that balance the unit s workload with approved staffing. Goal 2 Candidates are recruited for open positions. Goal 3 Staffing decisions and work assignments are based on an assessment of work qualifications and other valid criteria. Goal 4 Individuals are transitioned into and out of positions in an orderly way. Goal 5 Staffing practices are institutionalized to ensure they are performed as managed processes jan 2010

56 The purpose of Communication and Coordination is to establish timely communication throughout the organization and to ensure that the workforce has the skills to share information and coordinate activities efficiently. Goal 1 Information is shared across the organization. Goal 2 Individuals or groups are able to raise concerns and have them addressed by management. Goal 3 Individuals and workgroups coordinate their activities to accomplish committed work. Goal 4 Communication and Coordination practices are institutionalized to ensure they are performed as managed processes jan 2010

57 The purpose of Training and Development is to ensure that all individuals have the knowledge and skills required to perform their assignments and are provided with relevant development opportunities Goal 1 Individuals receive timely training that is needed to perform their assignments in accordance with the unit s training plan. Goal 2 Individuals capable of performing their assignments pursue development opportunities that support their development objectives. Goal 3 Training and Development practices are institutionalized to ensure they are performed as managed processes jan 2010

58 Maturity Level 3 Maturity Level Focus Practices Level Characteristics 1 - Initial Ad Hoc Inconsistent, Applied without analysis of impact, Constantly reinvented Unit level Turnover, Results depend on heroes / firefighters, Displacement of Responsibility, No shared vision 2 - Managed People Basic, Repeatable Unit level Focus on skills, Dependency on management. Litle cross-unit synergy 3 - Defined Competency Competencybased, Aligned with business strategy Organization level Integration of knowledge, skills, and process abilities (Competencies), Professionalism, Participatory 4 - Predictable Capability Measured & empowered Organization, Strategic level Integrated multidisciplinary process, Quantitative capability management, Predictable, Trust => Empowerment, High performance teams, Mentoring 5 - Optimizing Change Continuously Improving Organization, Strategic level Innovation, Performance excellence jan 2010