Mind the Gap! Skills transformation at Transport for London Amit Srivastava, AKS Consulting Services Tracey Scott, Transport for London UK
Nov 07, 2014
Mind the Gap! Skills transformation at Transport for London
Amit Srivastava, AKS Consulting Services Tracey Scott, Transport for London UK
Agenda
• Context • Business case • Approach • A step by step journey • Lessons learnt
Context • TfL goal is to keep London
working, growing and to make life in London better
• One of the world’s largest and most integrated transport authority
• Objective is to deliver consistently high standards of operational performance and service excellence TfL IM vision & people objective
“To be a trusted partner at the heart of tackling London’s transport challenges” Make IM a great place to work
The business case • Need to establish a method to define, assess, and identify
professional skills across the IM/T department for improved resource management
• Need for a structured, facts based skills gap analysis to prepare effective career development plans for individuals
• Need for establishing effective talent management practices
• Need for allocating right people to right opportunities at the right time
Approach
Guiding principles: • Razor sharp focus
• Practicality of the approach
• Keeping things as simple as possible
• Alignment with other initiatives
Approach
People • Proactive
engagement • Communications • How it will help
me?
Process • Leverage
existing • Simple
Technology • Effective and
simple • Quick learning
curve
Supported by Effective Change Management
…continued
A step by step journey • Based on Industry good practices • Simple to introduce
IT Skills Management Framework
• Aligned with IT Operating Model • Collection of skills
IT Professional Profiles
• Proactive communications • Listening to concerns People engagement
• Understand the context • Identify gaps (JD perspective)
Job description analysis
IT Professional Profile Group:
A standard set of IT professional profiles:
IT Professional Profile: IT Profile Name
IT Position:
Pay Band & Rate
Job Description
Career Level
A Person
Job Title
SFIA Skills (About 8)
SFIA Skill Levels: (lower & upper)
IT Profile Group Name
Relevant Group Profile Qualifications
TfL Behaviours and Competencies (new are WIP)
IT Knowledge
are aligned to
Remain Unchanged:
IT Skills Management Framework
• Proactive people engagement – Road shows – Individual benefits
• Alignment with wider organization level change initiatives – How SFIA initiative fits with other
• Be there to help / support / guide – FAQs – Glossary of terms
People engagement
Skill
CategorySFIA Skills
SFIASkill Code
Core: Project management PRMG 4 5 X 6 X X X X X X X X X X 5 X XPortfolio, program and project support PROF 3 4 5 X X X X X X X X X X X X X XStakeholder relationship management RLMT 4 5 6 6 X X X X X X X X X X X X 7Supplier relationship management SURE 3 5 6 6 X X X X X X X X X X X X 7Quality assurance QUAS 3 4 5 5 X X 4 5 X X X X X X X X XPrograme management PGMG X X 6 6 X X X X X X X X X X X X XPortfolio management POMG X X X 6 X X X X X X X X X X X X XSystem design DESN X X X X 4 5 4 5 3 4 5 X X X X X 7Requirement definition and management REQM X X X X 4 5 X X 3 4 5 4 5 6 X X 6Methods and tools METL X X X X 4 X X X X X X 4 X 6 6 X XEmerging technology monitoring EMRG X X X X 4 X X X X X X 4 X X X X XSolution architechture ARCH X X X X X 5 X X X X X X X X X X XApplication support ASUP X X X X X X 4 5 X X X X X X X 3 XBusiness analysis BUAN X X X X X X 4 5 X X X 4 5 6 X X XTesting TEST X X X X X X 4 5 3 4 5 X X X X X XConformance review CORE X X X X X X X X 3 4 5 X X 6 X X 6Learning and development assessment LEDA X X X X X X X X X 4 5 X X X X X XService acceptance SEAC X X X X X X X X X 4 5 X X X X X XSystems development and management DLMG X X X X X X X X X X X X X X 6 X 7Software development process improvement SIPM X X X X X X X X X X X X X X 6 X XService level management SLMO X X X X X X X X X X X X X X X 3 X
Contributes to: Business risk management BURM 4 5 6 6 X 5 X X X X X X X X 5 4 7Release and deployment RELM 3 4 X X X X X X X X X X X X X X XChange management CHMG X 4 6 6 X X 4 5 X X X X X X X X XChange implementation planning and management CIPM X X X 6 X X X X X X X X X X X X XProgramming and software development PROG X X X X 4 X X X 3 X X 4 5 X 5 X XTesting TEST X X X X 4 X X X X X X 4 5 5 X 3 XBusiness analysis BUAN X X X X 4 X X X X X X X X X X X XEnterprise and business architecture development STPL X X X X X 5 X X X X X X X X X X XService acceptance SEAC X X X X X X 3 5 X X X X X X X X XSupplier relationship management SURE X X X X X X 3 5 X X X X X X X X XContinuity management COPL X X X X X X X X 3 X X X X X X X XAvailability management AVMT X X X X X X X X 3 4 5 X X X X X XCapacity management CPMG X X X X X X X X X 4 5 X X X X X XContract management ITCM X X X X X X X X X 4 5 X X X X X XMethods and tools METL X X X X X X X X X X X X 5 X X X XData analysis DTAN X X X X X X X X X X X X 5 6 X X X
Awareness of: Service acceptance SEAC 4 5 6 6 X X 3 X X X X X X X X X X
Enterprise and business architecture development STPL X X 5 5 X X X X X X X X X X X X X
Project management PRMG X X X X 4 5 X X X X X 4 5 5 X X 6Procurement PROC X X X X 4 X X X 4 4 5 4 X X 5 X X
Supplier relationship management SURE X X X X 4 5 X X X 4 5 4 4 5 5 3 X
Stakeholder relationship management RLMT X X X X X 5 4 5 X X X X X X 5 X X
Software development process improvement SPIM X X X X X X 5 X X X X X X X X X X
Solution architechture ARCH X X X X X X X 5 X X X X 5 5 X X X
Release and deployment RELM X X X X X X X 5 X X X X X X X X X
Information security SCTY X X X X X X X X 3 4 5 X X X X X X
Programme management PGMG X X X X X X X X X X X X 5 5 X X 6Data analysis DTAN X X X X X X X X X X X X X X 5 3 X
Job description analysis
Job descriptions SF
IA S
kills
(Cor
e, C
ontr
ibut
e,
Awar
e)
Lessons learnt • Start with clearly defining the stimuli Stimulus • Lay the groundwork for a successful
improvement effort Initiating • Determine where you are relative to
where you want to be Diagnosing • Plan the specifics of how you will reach
your destination Establishing
• Do the work according to the plan Acting • Learn from the experience and improve
your ability to adopt Learning
• Why do you have to change? Why SFIA?
Start with the basics
• Identify and discuss crises, potential crises or major opportunities
Establish a sense of urgency
• Keep it realistic, focused and adaptable
Develop a shared vision
• Plan for visible performance improvement. Recognize and reward
Create short term wins
• Articulate the connections between new way of doing things and business success
Institutionalize new approaches
Lessons learnt …continued
Q & A