Project IP3.ch Extracts of the Draft Version 0.6 (2009_1118), edited by TJ Written by the Task Force Ugo Merkli then Bruno Montani (I-CH, I-CH+HES-SO),

Project IP3.chExtracts of the Draft

Version 0.6 (2009_1118), edited by TJ

Written by the Task ForceUgo Merkli then Bruno Montani (I-CH, I-CH+HES-SO),

Raymond Morel (Swiss IFIP GA representative),Thomas Jarchow-von Büren (BFH)

Reinhard Riedl and Andreas Spichiger (BFH) andFrançois Wollner (I-CH and ICTswitzerland)

to be presented at the next meeting of the managing board of ICTswitzerland in November 09

and for the project Phoenix on the 3rd of December 09

1. Executive Summary2. Introduction

2.1. IT-Professionalism2.2. The situation in Switzerland

3. The project IP3.ch3.1. The Swiss IT-certification authority3.2. Vision – a new CH-IT-Professionalism3.3. Aims and objectives of IP3.ch3.4. Expected side effects3.5. Life-time costs of IP3.ch3.6. Key Stakeholders

4. Outputs of the Project IP3.ch4.1. Course of action

5. Management of the Project - Quality Management5.1. Risks / Benefits Analysis

6. Prospective Human Resources and Budget Estimate6.1. Organization of project team6.2. Budget

7. List of possible partners and sponsors8. Appendix

8.1. The IFIP task Force IP38.2. IFIP documents and references

1. Executive Summary (1)

• Switzerland is one of leading nations when it comes to computer usage, even though there is an increasing shortage of IT-professionals in Switzerland (1) over the last years. The causes for this shortage are manifold, but for sure the chaotic IT-education landscape in Switzerland does not help attracting prospective students.

(1) We use in this text the term IT to include ICT, Informatik, computer scientist, etc. The manifold of IT-related labels also indicates the unsettled and chaotic situation of educational standardization internationally.

1. Executive Summary (2)

• The problem is severe :

the Swiss education system does not produce the number of qualified students anywhere close to the needs of the Swiss IT-industry. The gap is filled by IT-professionals from all over the world. However, finding applicants abroad and handling foreign job-applications is a difficult, time consuming a tedious task for IT-Managers as well as HR-departments.

1. Executive Summary (3)

• IT plays a central role in all Swiss industries and businesses as well as employer and as enabler of other business. In 2005 the BFS reports approximately 14’000 IT-companies (4.5% of all Swiss companies) with close to 160’000 employees [BFS]. In 2009 (?) the BFS reports that 80% of Swiss companies depend strongly on IT-services either provided by themselves or through external providers => strong link with PIB

1. Executive Summary (4)We propose a

Swiss certification authority for IT-professionals (IP3.ch) Such a Swiss certification authority would do two things:

1.IP3.ch operates a certification scheme, which is customized to the specific needs of the Swiss industry but remains compatible with corresponding IFIP international certification activities. Such a future Swiss IT-certification authority would not only simplify recruiting foreign IT-professionals for HR-departments and, therefore, increase the attractiveness of Switzerland for IT-professionals from abroad, it would also guide and lead to higher levels of professionalism within the Swiss IT-community and education.

2.IP3.ch plays an active role in IFIP (IP3) and actively participates in their international standardization activities to align those with the needs of the Swiss industry and business.

1. Executive Summary (5)• On the following slides we describe the project IP3.ch,

which lays foundation for a Swiss certification authority. We describe the current situation, motivation, the cardinal aims, the expected benefits, the expected side-effects, the costs and risks, and we sketch the work-program of IP3.ch.

Keywords: authentification / certification / training and education presentations for IT / immaterial economy / clarification in IT global profession domain / economical and political impacts / 4 modes in computer related services (WTO + Doha Round)

2. Motivation & Background• After taking in account the review of the Task Force

IP3[impact WCC’06 at Santiago] and related work by the Vorstand ICTswitzerland (many times since August 2007), it was decided on the 3rd of April to request a DRAFT PROJECT for the 19th of June at VS. The objective was to better understand the ways to be active (pro-active) at the international level and at the national level as well.

• In addition, after a meeting in 2008 on this subject with the head of BBT, they clearly stated that BBT, in view of the importance of the process, is not only interested (it fits with their priorities), but waits for a concrete proposal from the leaders of the professional branch and that they will accompany such a strategic project.

2.1 IT-Professionalism (1) • It seems that IT projects are doomed to fail: Gartner reports that

up to 75% for IT-projects exceed budget or overrun schedule. Not to mention, 33% of all IT-projects fail altogether. Similar numbers are found by OASIG stating that 80% to 90% of IT investments do not meet performance objectives, that 80% are delivered late and are over budget and that 40% are abandoned as failures. Gartner estimates the cost of IT failures for Western Europe at $140.5 Billions. These numbers indicate that project-failure is systemic and not an exception. We can expect that a mature Information Technology, backed by an adequately high level of professionalism, would not exhibit such poor performance. A key to improve the situation is to increase professionalism of IT-practitioners as well as IT-organizations.

2.1 IT-Professionalism (2) • Everybody believes in professionalism and assumes

an important role of professionalism to be successful.

• Professionalism is therefore an aspirational standard. However, only few seem to know what professionalism is and how it can be properly developed. Professionalism is founded on several essential elements :

Competence Integrity Responsibility Accountability Public obligation.

2.1 IT-Professionalism (3) • Competence encompasses relevant and up-to-date skills,

capabilities to fulfill a particular task as well as the appropriate non-technical skills in communication, business, leadership and management. Throughout the entire professional life, competencies have to be carefully maintained, nourished, and properly documented. Integrity implies a code of conduct and well-respected professional ethics, both typically accepted and recognized by professional communities. Professionals are willing to assume responsibilities and accountabilities alongside the usual contract-based obligations with their employer or client. Public obligation defines the social responsibility of an individual as well as each IT-practitioner’s commitment and contribution to the professional IT-community.

2.1 IT-Professionalism (4) • Increasing IT-professionalism improves the ability

of businesses and other organizations to exploit the potential of information technology more effectively and consistently. Other industrial professions have shown how organizing and standardizing their area of competencies increases professionalism and guaranties a high level of quality (e.g. medicine, law, and accountancy). Today there is the need that IT-professionalism reaches similar levels. Competent suppliers working with competent customers are eight times more likely to deliver successful projects [Office of Government Commerce LIT].

2.1 IT-Professionalism (5) • A more standardized profession makes

education better comparable, which in turn increases the overall IT-quality and performance. However, the benefit would not only be for the IT-professionals in form of better education and higher productivity, it would also improve the understanding of IT-companies of the skill-sets and competencies needed for a specific job or role.

2.2 The situation in Switzerland (1) • In Switzerland approximately 160'000 in IT-companies. An astonishing

large number of more than 70%, has neither an accredited degree nor a professional education in an IT-related field [6]. Furthermore, there is a severe shortage of 2’500 to 4’500 Swiss IT-professionals every year, as 5’000 to 7’000 IT-professionals retire whereas only 2’500 students (including Berufslehre) graduate. And on top of this, the number of first-year students signing up for IT-related courses has dropped by 60% to 70 % between 2001 and 2006. In 2007 the number of new students was as low as in 1981 [7]; in numbers: 106 men and women enrolled at the ETH Zurich in 2007, which is even 10% less then in 2006 [8]. The number of freshmen in computer science has dropped by an alarmingly 50% over the last five years for all Swiss universities together [9].

• (6) Carl August Zehnder: „Еrosion der Informatikausbildun“,, In: NZZ-Online:

http://www.nzz.ch/nachrichten/medien /erosion_der_informatikausbildung_1.649088.html

• (7) CASH special, Business Computing: “Immer weniger wollen Informatiker werden“, 16th May 2008.• (8) NZZ-Online: “Informatiker braucht das Land ”, http://www.nzz.ch/nachrichten/zuerich/aktuell/informatiker_sucht _das_land_1.579712.html• (9) Medienmitteilung Informatica08: „Informatiker werden Mangelware in der Schweiz“

2.2 The situation in Switzerland (2) • A more distinctive educational program, with clear cut

educational goals, decisive objectives along established international standards will attracted more students, will help to preserve work-experience, and will allow to specifically target educational goals and objects for specific tasks. For a prospective student, starting an educational endeavor for the next couple of years, it is mandatory to understand fully, the distinctive competencies he/she will gain during the courses. Needless to say, that competencies and the area of expertise are crucial for subsequent job opportunities and employment.

• + a lot of things written/discuss

during INFORMATICA08

3.1. The Swiss IT-certification authority

Après le 19 mars 2009

3.2. Vision – a new CH-IT-Professionalism (1)

Make Switzerland a leading IT-nation.

Our vision is the creation of a Swiss IT-profession, equivalent in prestige and structure to other established professions such as law, accountancy and medicine and to enable businesses and organizations to exploit the potentials of information technology with greater effectiveness and consistency.

3.2. Vision – a new CH-IT-Professionalism (2)

Make Switzerland a leading IT-nation.

A Swiss IT-profession renders essential services to a broad range of stakeholders including employees, employers, customers, governments and key national as well as international bodies. Moreover it is a source of real pride and aspiration for IT-professionals.

3.2. Vision – a new CH-IT-Professionalism (3)

Make Switzerland a leading IT-nation.

To develop Swiss IT-professionalism we suggest

a Swiss IT-certification authority, which assures quality,

guarantees professional-standards, and keeps up with

the ever faster changing world of IT. The certification

authority demands for an organizing structure and

a set of professional certification schemes recognized

and trusted nationally as well as internationally.

Certificates as well as accreditation of organizations are

delivered through the certification authority.

3.2. Vision – a new CH-IT-Professionalism (4)

Make Switzerland a leading IT-nation.

Certificates are available to suitably qualified

IT-professionals and are supported by development

frameworks for both individuals as well as organizations.

Certificates are available for IT-competence,

personal integrity, responsibility, accountability,

public obligation as well as non-IT core

competencies including (social-) communication,

project-management, and leadership.

3.2. Vision – a new CH-IT-Professionalism (5)

Make Switzerland a leading IT-nation.

Certificates are available to suitably qualified

IT-professionals and are supported by development

frameworks for both individuals as well as organizations.

Certificates are available for IT-competence,

personal integrity, responsibility, accountability,

public obligation as well as non-IT core

competencies including (social-) communication,

project-management, and leadership.

3.2. Aims and objectives of IP3.ch (1)

Aims

• IP3.ch has a broad foundation within all IT-related organizations in Switzerland,which is maintained over the whole lifetime of the IP3.ch-project.

• IP3.ch organizes the Swiss IT-landscape by introducing an accreditation scheme for IT-educational organizations that allows them to issue certificates.

• IP3.ch acts as national certifier of international certificates and implements an easy-to-understand accreditation scheme for Swiss as well as foreign IT-professionals based on diplomas and other certificates (IFIP, EU, IEEE,..).

• IP3.ch adapts international certificates to the needs of the Swiss industry and

businesses.

3.2. Aims and objectives of IP3.ch (2)

Aims

• IP3.ch participates and influences standardization activities within international bodies, such as IFIP, and makes sure that the Swiss certificates are compatible internationally (IFIP, EU, IEEE,…).

• IP3.ch supports "self-made" professionals as well as specialists by accrediting proven practical experience in academia, business and industry.

• IP3.ch broadens IT-professionalism by including non-IT-related skills, such as project-management, communication skills, etc. These certificates are provided in accordance to the specific governing organizations or bodies. (e.g. Project management providers)

• IP3.ch allows for exam-based certification of actual as well as legacy technology through qualified educational institutions. IP3.ch does not issue product specific certificates (e.g. Microsoft, CISCO, etc), however IP3.ch uses these for their own certification process.

3.2. Aims and objectives of IP3.ch (3)

Aims

• IP3.ch streamlines the educational efforts to the needs of the industry. (Deliver the "right stuff" for high-quality and high-performance industrial jobs. Employable nerds.)

• IP3.ch accreditation scheme for evaluation and certification requires only moderate resources.

• IP3.ch certificates bridge the gap between international certificates and those tailored to the specific needs and IT-knowhow of the Swiss industry and educational system.

• IP3.ch supports and encourages life long learning and development by documenting and preserving the educational investments properly, e.g. a proper job “certified” title.

3.3. Strategies of IP3.ch (1)

• IP3.ch will convince a strong minority of stakeholder:

(1)The IT-landscape in Switzerland has to change.

(2) More IT-professionalism is urgently needed.

(3) The proliferating chaos in IT-education has to be straightened out as soon as possible.

• IP3.ch adopts from the very beginning on and during all subsequent project-phases a consensus based multi-stakeholder approach.

• IP3.ch will establish and cultivate direct cooperation with strong partners and good two-way communication with important industrial stakeholder.

3.3. Strategies of IP3.ch (2)• IP3.ch will involve interested IT-professionals as well as -- and

equally important -- young people.

• IP3.ch will use all available technology for its internal and external communication and interaction (e.g. from standard paper-based investigations over social-networks to Web 2.0 based technologies, knowledge management, etc.)

• IP3.ch will proceed in the spirit of Kotter’s 8-phase change management process (1) and will work with boundary objects following current practice. Our key message will adapt Howard Gardners ‘Five Minds for the Future’ (2) for the market of IT-professionalism:

That is, the disciplinary capability comes first, but other capabilities like that for integration and that for creative invention are equally needed for truly sustainable success in the IT-business.(1) Kotter, John P. (1996). Leading Change. Harvard Business School Press. ISBN 0-87584-747-1.

(2) Howard Gardner (2007). Five minds for the future. Harvard Business School Press: Cambridge, MA.

3.4. Expected side effects of IP3.ch (1)

• The structure provided by IP3.ch will significantly reduce the current chaos in IT-education and of IT-qualifications.

• We expect more prospective student in IT-related professions. We also expect greater motivation of the students, as they will understand better the enabling power, innovative potential, and idealistic values of IT.

• An explicitly and openly defined set of goals and objectives, a well defined body of knowledge, skills and professional values will strengthen the understanding of IT as a credible discipline.

• A common educational standard will simplify education and will make learning more efficient. It also increases competition between educational institutions, which leads to an increase in quality and quantity of the provided education.

3.4. Expected side effects of IP3.ch (2)• Through a certification authority assimilation of new

technologies in their educational programs can be accelerated to avoid the leeway of misaligned of business needs and educational programs.

• A common and well defined body of knowledge and a set of standards has a positive impact on productivity and makes it easier to manage IT-projects.

• The hiring of IT-professionals becomes easier. The standards provided by the IP3.ch certification authority make it easier to hire IT-professionals and makes job-profiles more transparent and easier to understand. A direct consequence will a reduction miscasts, usually an expensive and time-consuming error. Standards also make easier to describe job-profiles and to match the qualities of the applicants, leaving more room for the HR-departments to focus on their core competencies. This will create economic growth beyond the IT-business itself.

3.5. Life-time of IP3.ch

• The life cycle of IP3.ch starts by a careful analysis of the national as well as international stakeholders and their demands and needs. In the following step the adequate organizational structures of certification authority are implemented. In later stages IP3.ch will incorporate business-, government-, education-, and industry-experts as well as the inevitable organizational maintenance. The project proposed here, will take up only a minor part of the whole life-time resources of IP3.ch. However, this step will significantly influence the overall costs as well as the overall success of the IP3.ch implementation.

• The focus of this project lies on the initiating IP3.ch.

3.6. Key Stakeholders of IP3.ch

• Young people and prospective students who are interested in IT itself and in becoming IT-professionals.

• IT-professionals and non-IT professionals relying on IT knowledge.

• Originations that provide IT-Education (Applied and traditional Universities, ETH, BBT/Berufslehre, private sector educational institutions.)

• Industries that have IT as foundation for execution.

• HR-professionals, HR-departments, and specialized recruitment organizations.

• IT-organizations and associations (ICT Switzerland, IFIP, …)

• Government departments (such as BBT, immigration, SECO, etc.)

4. Project plan to initiate IP3.ch4.1. Course of action

In the first steps three documents representing the key aspects of the analysis will be created.

The first step is to define and develop based on investigations a task and method landscape (TML).

In a second step (partly parallel to step one) a qualification and experience landscape (QEL) is developed, which takes all forms of qualifications as depicted above into account.

In the third step, a qualification certificate scheme (QCS) will be identified, with mappings between the QEL and the QCS as well as the QCS and the TML.

for more info cf. full report IP3.ch

4.2. International Activities of the IP3.ch-Project

In order to develop a certification scheme, which is linked to international schemes, IP3.ch will have to assume an active role at the international level as well. Participating in international bodies will give IP3.ch the opportunity to excerpt some influence towards specific needs of the Swiss industry and business.

This will require taking the lead within IFIP in developing some modules, which seems possible based on exiting contacts and information. Such participation would properly establish Switzerland as one of the leading IT-nations. IFIP on the other hand has vital interest (1) to distribute their responsibilities among participating organizations, and (2) therefore to win strong national partners able to issue certificates on compatible with IFIP.

5. Project- and quality management • The IP3.ch project will be managed following established standards (1)

Considerable resources will be spent to ensure that all partners fully understand the cardinal aims of the project including the anticipated side effects, which requires, according to our experience, a moderate, but constant flow of information, careful anticipatory management of the announcement and milestones, as well as high redundancy in communication.

• Project management will start with the precise definition of several registers (Risk, Stakeholders, including national and international time-lines, etc.), which will be maintained and adapted throughout the whole project. Additionally, a quality management plan will be used and maintained throughout the whole project, which includes a clear definition of in-between products, the affiliated quality goals, and milestones. On the basis of the registers and the quality management plan a resource management plan will be developed.

• The key success factors for this project are a good concept and careful communication, to convince the different stakeholders and to respect their

different perspectives without being to unspecific. (for more info cf. full report IP3.ch)

(1) Ould M., Managing Software Quality and Business Risk (Paperback) Wiley, 1999, ISBN 047199782X.

5.1. Communication

• Communication will be the critical virtue for IP3.ch, especially during the proposed initialization project.

• Internally project success will be reported to the project steering committee, using both a traditional milestone reporting (referring to the work program) and a cockpit reporting (referring to various critical success dimensions).

• Depending on the stakeholders’ involvement different communication channels will be used. It is important to establish a two-way communication between the project team and the different stakeholders of the project. We will use several different communication paradigms (for more info cf. full report IP3.ch) :

• Traditional one-way mass media information.

2. Two-way communication relationships with key stakeholders and their representatives, as well as with opinion leaders in politics, business, and industry.

3. Many-way Web 2.0 networking groups as well as discussion forums.4. A project and progress presentation at the annual ICT Networking Party.5. Cockpit-like presentation of the project process to the steering committee and semi-annual workshops with the steering committee, to

obtain feedback from its members.

5.2. Risks and Benefits • The project IP3.ch involves considerable expenses that have to be

measured against the expected beneficial impact of IP3.ch and the involved risks.

• First, there arises considerable economic risk, when IP3.ch is not be implemented. There is a recent increase in national and international competition, partially due to the drastically slowed economic growth. This demands for Switzerland to initiate measures to increase productivity and to gain a competitive advantage. By not implementing a certification scheme, when most other relevant economies are doing so, is a disadvantage for the Swiss economy (e.g. when hiring) and might lead to a lower or slower growth rate. The ongoing activities of IFIP will lead to certification authorities in several other countries, which will attract highly qualified IT-professionals. Against which Switzerland has to compete for human resources.

5.3. Other Risks

• Certification intervenes with the existing curricula of educational organizations and can lead to additional costs when adapting courses, accrediting the organization, etc. It also allows for better comparison of the educational organizations, increasing the competition between them. Factors that can induce opposition by some of the organizations, however, a proper certification will increase the overall number of IT-students, which still is the best legitimation for involved educational institutions.

5.4. Benefits• Due to the nature of IP3.ch and the dependency on education, many

benefits will become apparent in the long run and will not materialize immediately.

• IP3.ch will reduce an immanent risk of the Swiss economy: Switzerland is one of the world leaders in IT usage and the lack of own IT-professionals increases the dependency on a constant influx of foreign IT-professionals. This couples the Swiss economy to the situation in other countries, especially as Switzerland has become one of the leaders in the development of an immaterial economy.

• In the short term range of the first 1-2 years we expect only little benefit to be visible. There might be some positive effect of launching the project, which will influence the ongoing discussions and adaptations of the curricula within educational organizations.

• In the mid-term range of 3-5 years we expect to see an effect on the growth of the Swiss IT-based economy, e.g. a reduction of growth risks to Swiss economy (which is difficult to quantify).

6. Prospective Human Resources and Budget Estimate

6.1. Organization of project team

There will be a project team, responsible for project work, and a project

steering committee, responsible for supervising and steering the project work.

6.2. Steering committeeThe steering committee will consist of representatives of ICT Switzerland or

from the Foundation and of other major stakeholders of the project. It will

meet twice a year to evaluate the project success and to discuss steering and

PR activities.

6.3. Project teamThe project team will consist of IT experts, management experts, and

communication experts. It will include the following roles:

6.3. Project team

The project team will consist of IT experts, management experts, and

communication experts. It will include the following roles:

• Project leader (experienced in leadership of multi-disciplinary teams,

with both Swiss and international work-background)

• Coordinator with IFIP (with a broad IT-related knowledge background

and international experience)

• Project architect, responsible for architecting the landscapes and the mappings

between them (with a broad IT-related knowledge and practical modeling expertise)

• Communication experts (with experience in stakeholder communication for

innovation programs and at least a good general understanding of the IT business)

• Researchers responsible for work package contributions (with both practical

and theoretical knowledge background in IT, information management, and teaching)

• Administrative assistant (able to communicate in German, French, and English)

6.4. First draft of a budget estimates

We envision that the IP3.ch project will be initiated within 3 years

and will generate approximately 13.5 person years of work.

Therefore about 2 million Swiss francs are needed for human resources

plus another 600’000 Swiss franc for other expenses.

The cost-benefit ratio is therefore e 2.6 million Swiss francs of

investment for securing sustainable growth of Swiss economy.

This will be met through both, an increased attraction of the IT

business for young people and an easier recruiting of foreign experts.

(The project work will include investigations research, design,

validation, and communication.)

6.5. Overview of human resources for the project phases

6.6. Overview of other expenses for the project phases

R. Morel / 20.11.09

Rappels sur la démarche IP3 Pour ces trois dernières années (2007-2008-2009) :

• consulter la rubrique « Reports » du SIC http://www.ict-21.ch/SIC/spip.php?article9

• consulter le site de l’IFIP sur la rubrique

PROJECT IP3http://www.ifip.org/index.php?option=com_content&task=view&id=62&Itemid=122

• consulter les IFIP Newslettershttp://www.ifip.org/index.php?option=com_content&task=view&id=44&Itemid=69

• consulter le site dédié à IP3http://www.ipthree.org/

La présente présentation se trouve en

A PROFESSIONAL FUTURE FOR IT

CHARLES HUGHESBCS President 2005-2006IFIP Task Force, Chairman

Background - IFIP

International Federation for Information Processing

• UNESCO Consultative Committee

• 95 nations: 800,000+ members

• Founded 1960

• Not for Profit

• International representation for IT professionals

International Professional Practice Programme

• WORLD COMPUTER CONGRESS August 2006

• IFIP DECISIONS– Executive October 2006– Council March 2007– General Assembly August 2007

• INTERNATIONAL TASK FORCE November 2006– Members: Australia, Canada, UK (Chair), USA, IFIP – Associates: CEPIS, South Africa– Meeting: Cape Town January 2007

London April 2007Montreal October 2007Dublin April 2008

Background – I3P

• Vigorous programme to promote professionalism worldwide to:

– improve the ability of business to exploit IT effectively and consistently

– build IT professionalism to world standards– develop a profession which is respected and valued

• Ensure the voice of the IT practitioner is clearly and powerfully expressed

• Opportunity for IFIP to raise substantially its global profile and represent IT practitioners internationally

• Significant benefits to sponsors

Objectives

• Return on investment• Forces of Globalisation

• Maturation of IT industry

• Pride and prestige of IT professionals

• Attracting talented people• Governance and Security

Major Drivers

• International IT profession based on global standards

• Common terminology to describe skills and competences

• Standard means of measurement and independent assurance of skills and competences

• World wide and local communities – sense of belonging

Opportunity

What do we mean by “IT Professional”?

– Competence

– Obligations

– Conduct

Professionalism

• Practitioner – increased recognition and reward

– greater mobility

– career path

– professional accountability

• Employers– improve risk management and corporate governance

– more successful IT enabled business change

– enhance recruitment and talent management

– heighten reputation

– larger talent pool

Benefits and Outcomes

• A modern world-wide IT profession• Building and developing an international cadre of IT

professionals• Support for professional development • Range of professional qualifications with IITP as ‘gold

standard’• Awarded by accredited member societies• Emerging nations focus

The International IT Profession

Building Blocks

• Sponsorship by world renowned companies e.g. Microsoft• 1st class marketing and communications• Need to gain active support of:

– IT Professionals

– Employers of IT practitioners

– Business and governments

– Member societies

– Academia

• High profile global launch in 2009

Marketing Plan

Platinum SponsorsRequirement

- global involvement- time, talent and finance- 3 or 4 maximum- Microsoft support

Package- global recognition- association with professionalism and high standards- direct involvement in forging the IT profession- significant branding and PR opportunities - CSR and support for developing nations- networking

Gold and Silver SponsorsRegional and National opportunities similar to Platinum sponsorship

I3P Sponsorship

• Demonstrate the need…

– Key issues; scale and scope; add testimonial and expert support

• Explain the program and how it works to resolve the issues… – Broad overview of the program, and roll-out process

• Create momentum and motivate the audience to take action… – Excite and energize our target audiences so they will support and

promote the program

Communication Objectives

• Vigorous programme – gradual evolution is insufficient

• Must gain support and commitment of global IT employers and government agencies

• Platinum sponsors

• Active support and involvement of member societies essential

• Cultural transformation on a global scale takes time, effort and significant resource

Summary

A PROFESSIONAL FUTURE FOR IT

CHARLES HUGHESBCS President 2005-2006IFIP Task Force, Chairman

BUILDING THE NEW IT

PROFESSION

Specialist Disciplines

Body of Knowledge

Skills & CompetenceFramework

Qualifications Framework

Admission Processes

CPD Process

Disciplinary & Support

Processes

Development Services

Governance Structure

Scope Ethical &Behavioural

Skills

Competence

CPD

IT PROFESSION INFRASTRUCTURE

GOVERNANCE & ADMINISTRATION

REQUIRED STANDARDS

Academic

IT STUDENTS & TRAINEES

QUALIFIED IT PROFESSIONALS

CHARTERED

IT PROFESSIONALS

© 2006 The British Computer Society