JOB COMPETENCY PROFILE MANAGER, CS 0 CLIENT PORTFOLIO MANAGEMENT (CPM) LARGE AND MEDIUM ORGANIZATIONS JOB NUMBER GNCS00001 Organizational Readiness Office V 1.0
TABLE OF CONTENTS Introduction... i Job Competency Profile Manager, CPM Competency Summary Manager, CPM...1 Change Leadership...2 Client Focus...2 Communication...3 Decision Making...3 Developing Others... Influence... Networking/Relationship Building...5 Organizational and Environmental Awareness...5 Visioning and Strategic Direction...6 Business Analysis...6 IT Project Management...7 Service Management Processes...7
INTRODUCTION Job Competency Profiles (JCP s) are one of many products developed as part of IT Community Generics. Our goal is to provide you with a consistent and coordinated approach to managing resources across government, with IT employees regarded as community resources. Within the IT community, jobs are categorized within a work stream which represents a function. There are currently eight IT streams in the large and medium organizations 1 and a competency profile has been developed for each generic job/role within each stream. Because the Job Competency Profiles are designed based on the organizational models and the Generic Work Descriptions, they should only be used in conjunction with the implementation of IT Community Generics. The Job Competency Profiles for the community describe the essential behavioural and technical competencies that employees must demonstrate and maintain throughout the course of their careers as IT professionals. In addition to representing current requirements, the competencies also reflect the dynamic and evolving nature of the IT discipline. They are therefore the foundation from which IT professionals can base their continuing professional development. In summary, then, a JCP is a set of competencies and associated behaviours at the appropriate proficiency level, that link directly to work that needs to be done in order to achieve overall strategic priorities. A competency profile can be used by individuals and groups as a source document for a variety of human resources activities. The level of detail will depend on the application. For example, when establishing the staffing requirements of a role/position, it is generally necessary to focus only on the bring competencies those that are identified as key to immediate successful performance on the job. These are often behavioural and technical competencies the candidates must have learned, developed or acquired prior to commencing in the position. The learn competencies, on the other hand, are critical to successful performance once the employee is on the job. These would therefore not be assessed during the recruitment and selection process but could be included in the employee s learning plan. When you use the Job Competency Profiles for staffing, learning and development and career planning, please provide us with your feedback. We intend to continue making revisions to the Profiles based on your experience. For further information, please refer to the following documents on the ORO website www.itgenerics.gc.ca: o o Implementation Guide; Behavioural and Technical Dictionaries, which provide an in-depth description of competency proficiency levels. The IT Job Competency Profiles were developed through a series of consultation sessions with subject matter experts from across government. We wish to thank all participants in the process for their assistance and guidance. 1 Large and medium organizations are based on the size of the CS population. Medium: 150 99. Large: greater than 500. i
COMPETENCY SUMMARY MANAGER, CLIENT PORTFOLIO MANAGEMENT (CPM) COMPETENCY Change Leadership COMPETENCY DEFINITION Managing, leading and enabling the process of change and transition while helping others deal with their effects. PROFICIENCY LEVEL Client Focus Communication Decision Making Identifying and responding to current and future client needs; providing service excellence to internal and external clients. Listening to others and communicating in an effective manner that fosters open communication. Making decisions and solving problems involving varied levels of complexity, ambiguity and risk. 3 Developing Others Fostering the development of others by providing a supportive environment for enhanced performance and professional growth. Influence Networking/ Relationship Building Organizational & Environmental Awareness Visioning and Strategic Direction Business Analysis IT Project Management Service Management Processes Gaining support from and convincing others to advance the objectives of the organization. Building and actively maintaining working relationships and/or networks of contacts to further the organization s goals. Understanding the workings, structure and culture of the organization as well as the political, social and economic issues, to achieve results. Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring alignment with the organization s vision and values. Knowledge and ability to apply the principles of business analysis in the planning, reengineering, requirement gathering for government business environments, operations, processes and practices. Knowledge and ability to apply formal project management principles and practices during the planning, implementation, monitoring and completion of projects, ensuring effective management of scope, resources, time, cost, quality, risk and communications. Knowledge and ability to implement the methods, practices and policies governing the design, development and use of the IT support processes designed to keep the IT environment functioning efficiently, effectively and securely. 3 Manager, Client Portfolio Management (CS 0) Page 1
BEHAVIOURAL COMPETENCIES CHANGE LEADERSHIP Change Leadership is the ability to manage, lead, and enable the process of change and transition while helping others deal with their effects. CPM Managers keep up to date on key national and international trends and developments in service management and computer systems analysis techniques and practices. They are able to communicate a compelling vision for the organization by describing how change will have a positive impact. They manage the people side of change through communication, coaching and training and work with employees to establish structures and processes to plan and manage the orderly implementation of change. In this way, CPM Managers help employees to clearly understand what they will need to do differently as a result of changes in the organization. TARGET LEVEL: Aligns change initiatives with organizational objectives Link projects/objectives to department s/public service s change initiatives and describe the impact on operational goals Present realities of change and, together with staff, develop strategies for managing it Identify future needs for change that will promote progress toward identified objectives CLIENT FOCUS Client Focus means identifying and responding to current and future needs and providing service excellence to internal and external clients. CPM Managers must ensure that they actively and visibly support the Government of Canada s (GC) enterprise initiative by encouraging the development of client-centred approaches to product and service delivery. These approaches include constantly soliciting, collecting and acting on client feedback. They also ensure that client needs are balanced with policy objectives. CPM managers are directly involved in the research and preparation of the groundwork leading up to partnership/client agreements and take personal responsibility for the quality of their area s service. TARGET LEVEL: Fosters a client-focused culture Track trends and developments that will affect his/her own organization s ability to meet current and future client needs Identify benefits for clients, look for ways to add value Seek out and involve clients or prospective clients in assessing services, solutions or products to identify ways to improve Establish service standards and develop strategies to ensure staff meet them Manager, Client Portfolio Management (CS 0) Page 2
COMMUNICATION Communication involves listening to others and communicating in an effective manner that fosters open communication. CPM managers must be able to present complex issues with clarity, credibility and impact. They are skilled at using a variety of media to inform, sell a message, resolve problems and collect feedback. They promote open dialogue throughout their organization and create opportunities for staff to share information. This allows them to keep their fingers on the pulse of their organizations and to foster an environment of open, honest and vibrant communication critical to preventing potential problems, solving existing ones and achieving long-term strategic objectives. TARGET LEVEL: Communicates complex messages Handle complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media) Communicate complex issues clearly and credibly with widely varied audiences Use varied communication systems, methodologies and strategies to promote dialogue and shared understanding Deliver difficult or unpopular messages with clarity, tact and diplomacy DECISION-MAKING Decision-making involves coming to conclusions and solving problems with varied levels of complexity, ambiguity and risk. CPM Managers must be able to quickly size up a situation, weighing competing demands and using objectivity and vision in order to identify the most workable and expedient course of action. They are able to identify key issues, relationships and objectives when they are faced with a problem-solving situation and rely on experts to provide additional information and perspectives before they begin to diagnose a problem or issue. When it is necessary to make decisions without the benefit of complete information, they review risk factors and identify mitigation steps critical components of any decision-making process. When sound decisions are made quickly, costs are reduced and performance enhanced. TARGET LEVEL: 3 Makes decisions in situations where there is scope for interpretation of rules Apply guidelines and procedures that leave considerable room for discretion and interpretation Make decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information As needed, involve the right people in the decision making process Balance the risks and implications of decisions across multiple issues Develop solutions that address the root cause of the problem and prevent recurrence Recognize, analyze and solve problems across projects and in complex situations Manager, Client Portfolio Management (CS 0) Page 3
DEVELOPING OTHERS Developing Others is fostering the development of others by providing a supportive environment for enhanced performance and professional growth. CPM Managers demonstrate a genuine intent to foster the long-term learning and development of others through coaching, managing performance and mentoring. They provide practical assistance, ensuring financial support whenever feasible, arranging and encouraging appropriate and helpful assignments, formal training and other experiences in order to foster learning and development. CPM Managers may also identify a training and development need and establish or support a new program to bridge the gap. Fostering their growth allows employees to better meet organizational needs by performing more efficiently, giving them greater job satisfaction. TARGET LEVEL: Provides opportunities for development Ensure that resources and time are available for development activities Ensure that all employees have equitable access to development opportunities Provide opportunities for development through tools, assignments, mentoring and coaching relationships, etc. INFLUENCE Influence involves gaining support from and convincing others to advance the objectives of the organization. As senior authority for managing the development and delivery of IT services to client organizations, CPM Managers are frequently called on to influence others to adopt a specific course of action, whether it be the client organization, the IT management group, committees and teams, both internal and interdepartmental, and consultants. The ability to influence others relies heavily on the manager s credibility, built as a result of a successful track record, as well as his/her ability to build behind the scenes support in preparation for the presentation of ideas and initiatives. TARGET LEVEL: Builds coalitions, strategic relationships and networks Assemble coalitions, build behind the scenes support for ideas and initiatives Develop an extensive network of contacts Use group process skills to lead or direct a group Manager, Client Portfolio Management (CS 0) Page
NETWORKING / RELATIONSHIP BUILDING Networking/relationship building involves building and actively maintaining working relationships and/or networks of contacts to further the organization s goals. Critical to the CPM Manager role is the ability to build and maintain cooperative partnerships, alliances and coalitions. Relationships with influential internal and external contacts with whom CPM Managers have shared interests result in decisions and actions that are mutually beneficial. By sharing power and responsibility with others, CPM Managers can help to minimize the waste, inefficiency and duplication that are inevitable when those with shared interests operate independently or at cross-purposes. TARGET LEVEL: Strategically expands networks Build networks with parties that can enable the achievement of the organization s strategy Bring informal teams of experts together to address issues/needs, share information and resolve differences, as required Use knowledge of the formal or informal structure and the culture to further strategic objectives ORGANIZATIONAL & ENVIRONMENTAL AWARENESS Organizational and environmental awareness involves understanding the workings, structure and culture of the organization as well as the political, social and economic issues, to achieve results. To be effective, a CPM Manager must understand and be able to use formal and informal systems and contacts to gain support for initiatives. The CPM Manager represents the IT organization in consultations and negotiations with senior IT managers within the department, in other federal departments and in external organizations. He/She must have a sound understanding of the organization and the larger Public Service and IT environments in order to seek common ground, make decisions and move initiatives forward. TARGET LEVEL: Understands organizational politics, issues and external influences Anticipate issues, challenges and outcomes and effectively operate to best position the organization Support the changing culture and methods of operating, if necessary, for the success of the organization Ensure due diligence by keeping informed of business and operational plans and practices Manager, Client Portfolio Management (CS 0) Page 5
VISIONING & STRATEGIC DIRECTION Visioning and strategic direction involves developing and inspiring a commitment to a vision of success; supporting, promoting and ensuring alignment with the organization s vision and values. Those reporting to the CPM Manager will be more productive if they have a clear idea of what is expected of them, both in the short- and the long-term. Well-articulated business goals that are clearly linked to the organizational vision foster a sense of purpose in employees, encouraging them to achieve their performance objectives, and provide a context within which employees can make sound decisions. Employees commitment is further strengthened when they are involved in developing program plans and objectives. TARGET LEVEL: 3 Aligns program/operational goals and plans Work with teams to set program/operational goals and plans in keeping with the strategic direction Regularly promote the organization, its vision and values to clients, stakeholders and partners Work with staff to set strategic goals for own sector of the organization Assess the gap between the current state and desired future direction and establish effective ways for closing the gap in own sector TECHNICAL COMPETENCIES BUSINESS ANALYSIS Business Analysis is the knowledge and ability to apply the principles of business analysis in the planning, reengineering and requirement gathering for government business environments, operations, processes and practices. TARGET LEVEL: Advanced Validate business requirements, apply government and corporate priorities Gather/refine complex business requirements, recommend or make decisions on business requirements/interdependencies Develop complex business cases Carry out impact analyses and environmental scans in order to make recommendations Lead business process reengineering efforts Present and defend complex positions and strategies for business decisions, processes and plans Guide other business analysts Advise on compliance, governance structures and audit principles Manager, Client Portfolio Management (CS 0) Page 6
IT PROJECT MANAGEMENT IT Project Management is the knowledge and ability to apply formal project management principles and practices during the planning, implementation, monitoring and completion of projects, ensuring the effective management of scope, resources, time, cost, quality, risk and communication. TARGET LEVEL: Advanced Manage complex, multifaceted/interrelated projects that span own area or departmental boundaries Conduct comprehensive risk assessment and develop plans for eliminating or mitigating the risks identified Mentor other project managers Understand the impact of the project on the department as a whole Develop complex plans (e.g., with interdependencies or cross-department) Implement standards SERVICE MANAGEMENT PROCESSES Service Management Processes is the knowledge and ability to implement the methods, practices and policies governing the design, development and use of the IT support processes designed to keep the IT environment functioning efficiently, effectively and securely. TARGET LEVEL: Advanced Implement and manage services using the principles and methods associated with Information Technology Infrastructure Library (ITIL) and other industry best practices Identify whom to call for severe or complex problems Manage the provision of help desk services and problem resolution Analyze problem trends and makes recommendations Develop service management processes Write/negotiate SLAs for operational level agreements and internal SLAs Develop customer satisfaction surveys Set guidelines for others to follow Manager, Client Portfolio Management (CS 0) Page 7