Embed Size (px)
Citation preview
P A G E 1
Information ManagementCapabilities & Staff Maturity AssessmentV E R S I O N 1 . 2
P A G E 2
EIM goals and strategies are business-driven for
the entire enterprise, underpinned by guiding
principles supported by senior management
Roles, responsibilities, structures and
procedures to ensure that data assets are
under active stewardship
Processes, procedures and
policies to ensure data is fit for
purpose and monitored
Metadata capture, management,
& manipulation to place data in
business & technical context
Proactive planning for the information lifecycle
including from acquisition through manipulation,
access, & use to archiving & disposal
The identification of appropriate data
integration approach for business challenges
e.g. ETL, P2P, EII, DV, EII or EAI
Appropriate and fit for purpose Information
security processes & controls to manage &
provide authorization, authentication,
access & audit of information assets
Organise information to align with business &
technical goals using Enterprise, Conceptual,
Logical & Physical models
Management of Data Warehouses and creation
of actionable Business Intelligence to provide
intelligence and analytics for business benefit
Identification, management and delivery to
consuming applications of the core shared data
concepts required enterprise wide
Manage diverse data sources across the
organisation from transaction data
management, to data warehousing and
business intelligence, to Big Data analytics
Enterprise Information Management FrameworkDevelopment of realistic Information Management strategies to align the desired Information capabilities and services with business motivations and
strategies. The information initiatives can be accelerated by use of our Reference Architecture models to understand the capabilities, and typical functional
areas for each IM discipline under consideration (such as MDM, DQ, Data Integration etc.). Our Architecture Reference models contain the typical areas of
functionality & capabilities observed in each IM discipline. Our EIM framework has capability & maturity models for each of the IM disciplines together with
the typical processes and activities observed in mature organisational services for each.
Information Management Maturity Assessment*Our EIM Framework has methods, principles, roles & responsibilities, and Maturity assessment models for each of the IM disciplines. Current state maturity
is assessed, and a target state determined. Following a gap analysis we develop a framework for improving the IM capabilities and a prioritised realistic
transition plan.
Note*: IM maturity frequently varies across business areas & a first cut review assesses overall IM Maturity
2
1.52
1.51.5
2
1.51.5
1.5
2
4
4
4
3
443.5
4
3.5
4
0
1
2
3
4
5IM Principles
DataGovernance
IM Planning
Data Quality
IM LifecycleManagement
DataIntegration &
Access
Data Models& Taxonomy
MetadataManagement
Master DataManagement
DW & BI
IM Maturity Assessment
Current
Target
1.51.51.521.5
1.5
3.5
3.5
43.5
3
3
0
1
2
3
4
5People
Processes
ExecutiveSponsorship /
Leadership
Technology
Compliance
Measurement
IM Enablers Maturity Assessment
Current
Target
What? Content and Artifacts
CONTENT FRAMEWORK
When and How?
Current and Target Maturity
MATURITY MODEL
Who? Skills and Roles
SKILLS FRAMEWORK
IM Maturity Assessment
To mature the IM Practices within the existing IT Processes, there is the
need to mature people and process along with technology
Across all of the IM disciplines key enablers exist whose maturity impacts the success of an IM
initiative.
IM maturity is a assessed across the core IM disciplines. Maturity also
includes the provision of technology to support the IM area.
Competencies, Capabilities, Skills & Services UpliftUsing our Competency framework in association with the maturity assessments, we identify the current maturity and capability related tomethods, principles, roles & responsibilities from provision of IM services to the organisation. From a gap analysis we develop a roadmap andpragmatic transition steps. The outputs provide organisations with recommended roles, responsibilities, the skills necessary and therecommended data services and “Information” related artefacts to be produced throughout the SDLC.
What? Content and
Artifacts
CONTENT FRAMEWORK
When and How?
Current and Target Maturity
MATURITY MODEL
Who? Skills and Roles
SKILLS FRAMEWORK
Assess current and target position
regarding people, skills & services
to deliver Information capabilities
to the business
Irrespective of role, staff should
exhibit desired behaviours &
attitudes. Typically these are
observed in 4 core areas.
Delivery Competencies
Capability Junior Consultant IPL Grade 5
Consultant IPL Grade 6
Senior Consultant IPL Grade 7
Principal Consultant IPL Grade 8
Director / Officer IPL Grade C/D
Delivering Business Change
Aligns work with project business change requirements acting in a QA role to ensure business change is delivered. Engages with client staff on the project to explain to them the change a particular project is introducing. Works sensitively with client’s staff who may be reacting to the changes Business Consulting are initiating within their company.
Aligns projects with business change requirements ensuring required change is delivered. Engages with client staff to lead them comfortably through change. Anticipates any negative reactions in client staff to the changes IPL are initiating within their company and proactively addresses any likely responses.
Proactively devises and manages significant programmes of change within a client operation. Maintains a focus on core objectives during periods of change. Uses uncertainty, where appropriate, as an opportunity to shape change. Understands, anticipates and eases personal resistance to change.
Works effectively with organisations on the design and implementation of programmes of large scale change. Manages client staff in a supportive and professional way through difficult periods of change.
Provides personal leadership for programme and other client staff in delivering major change.
Delivering Results and meeting Customer Expectations
Able to build and maintain credibility with the client throughout and beyond the assignment. Makes a sound judgement and has the confidence to act on it. Aware of the required standard of quality that needs to be delivered and takes personal responsibility for delivering it.
Demonstrates the confidence to challenge through questioning, to move the assignment forward. Able to build rapport quickly with the client to ensure they create the most productive working relationship. Identifies when a client is asking for something greater than their brief and asks for support/advice to ensure the client’s expectations are exceeded.
Facilitates the client to identify their perception of the situation through adopting an effective questioning technique and correctly interprets and addresses the true situation while acknowledging the clients perception of it. Provides insightful solutions based on logical factual data. Challenges both the client and the project team to ensure best possible solutions are implemented. Has the confidence to assertively deliver bad news to clients in an objective manner
Demonstrates a commercial awareness that enables them to step outside of their role to make logical and informed decisions. Identifies potential risks and minimises their effect for the client and the project team. Applies good judgement when making decisions that affect the assignment. Manages post project reviews
Demonstrates a commercial awareness that enables Team members to step outside of their role to make logical and informed decisions. Identifies potential risks and minimises their effect for the client and the assignment team. Ensures project review learning is embedded
Intellectual Rigour Can take a relatively straight forward business issue and define the capabilities needed to address this issue.
Can take a complex business issue and define the capabilities needed to address the issue. Recommends well conceived courses of action to clients which address their requirements exactly.
Helps clients explore the range of possibilities in a complex situation. Leads clients through a rigorous decision making process towards the capabilities they need to address this issue.
Uses current approaches such as SIPOCs & Critical Thinking, Treacy Wiersema Value Disciplines, CMMI confidently in new client situations.
Uses existing approaches confidently in situations that are new to IPL as well as to the client. Is confident with techniques such as SIPOC’s, Critical Thinking, Treacy Wiersema Value Disciplines, CMMI. Develops new approaches which add value in solving client problems.
Leadership & Management Competencies
Capability Junior Consultant IPL Grade 5
Consultant IPL Grade 6
Senior Consultant IPL Grade 7
Principal Consultant IPL Grade 8
Director / Officer IPL Grade C/D
Build Key Skills & Competencies
Identifies gaps in knowledge capital and assists in the development of “consulting core tools” skill set.
Contributes to specific areas of practice development.
Manages specific areas of practice development.
Leads and directs a significant area of Capability Development, such as Information Management, Enterprise Architecture, Business process Management, or Programme Management.
Leads and directs multiple areas of Capability Development. Is acknowledged as expert in one or more capability areas.
Thought Leadership
Contributes to specific capability group areas through research and knowledge gathering to help build the latest thinking on the subject matter.
Supports the Capability Group to apply the research and knowledge ensuring that the latest thinking is mapped across the capability group expertise.
Supports SC in producing articles on approaches and thought leadership within their own functional area of expertise (if one exists).
Actively contributes to the development of thought leadership in a given area on behalf of IPL. Supports IPL in producing articles on approaches and thought leadership.
Leads the development of thought leadership in a given area on behalf of IPL Regularly leads / writes articles on approaches and thought leadership.
Business Management
Contributes in the research and development of information for PCs and Directors which helps to better manage the business.
Supports the PCs and Directors in managing the business through being involved in internal work, developing knowledge objects, etc.
Supports the PCs and Directors in managing the business through being involved in internal work, developing knowledge objects, etc.
Support Directors in meeting Business plan objectives.
Ensure business plan objectives are met. Actively monitors their area of the business for opportunities, divergence from the plan, areas of risk etc. and feeds this back into the business management process.
Recruitment Identifies potential recruits in the marketplace.
Identifies potential recruits in the marketplace.
Identifies potential recruits in the marketplace.
Identifies the type and quantity of resource required and their profile. Identifies potential senior recruits in the market place.
Identifies the type and quantity of resource required and their profile. Identifies potential senior recruits in the market place.
Knowledge Management
Keeping information up to date. Keeping information up to date. Keeping information up to date. Actively contributing knowledge papers to the IPL knowledge bank on approaches, methods, etc.
Keeping information up to date. Actively contributing knowledge papers to the IPL knowledge bank on approaches, methods, etc.
Keeping information up to date. Actively contributing knowledge papers to the IPL knowledge bank on approaches, methods, etc.
Training / Coaching
Seeks to build relationships with peers and colleagues for learning support. Identifies personal goals, takes account of business requirements and then identifies development opportunities.
Identifies personal goals, takes account of business requirements and then identifies development opportunities. Acts as a coach and mentor to staff.
Identifies personal goals, takes account of business requirements and then identifies development opportunities. Manages own personal development planning. Acts as a coach and mentor to staff
Ensures and helps their staff manage their training and development requirements. Ensures staff are developed reflecting their own personal objectives and the organisations goals. Acts as a coach and mentor to staff being managed.
Ensures and helps their staff manage their training and development requirements. Ensures staff are developed reflecting their own personal objectives and the organisations goals. Acknowledged as highly competent by staff and acts as a coach and mentor.
Core Competencies
Capability Junior Consultant Grade 5
Consultant Grade 6
Senior Consultant Grade 7
Principal Consultant Grade 8
Director / Officer Grade C/D
Insight Builds understanding of technical matters. Demonstrates commercial acumen
Lead input in specialist area. Highlights integration issues. Resourceful investigation and resolution of technical matters. Frontline knowledge transfer to client
Lead role in solution development and project planning. Expert input in own area. Crossdiscipline integration.
Deep expertise in core skill area. Strong capability in related areas, enabling content leadership of complex cross-discipline consulting programmes Expert assurance role, e.g. subcontractors’ work, overseeing suppliers’ responsibilities
Externally and Internally recognised as expert in a service specialisation. Expert advisor to clients. Provides significant contributions to professional eminence (e.g. publications, public speaking, standards committees)
Business Development
Supports bid development and solution design. May be responsible for some areas of bid development
Identifies new opportunities. Contributes key content to project bids and proposed solution design
Bid/Project Manager. Evidence of maintaining client relationships after project completion. Using existing relationships to generate access to new relationships
Relationships with senior clients and identified rising Clients Account opening and development: initial sale, on-sale, Non-competitive sale Pricing and negotiation experience from large bids.
Senior Client relationship building and development. Board-level consulting (strategy, programme control) Planning and revenue responsibility for major accounts or segment
Leadership and Relationships
Seeks to build relationships with peers and colleagues for learning support. Accurate recording of personal financial information. Contributes to the development and delivery of IPL BC activities.
Learning support to peers, juniors and colleagues. Accurate collection of team and personal financial information.
Management of staff matters within team. Professional mentor to more junior staff. Revenue management and collection at project level.
Formal staff responsibilities – career counselling / appraisal for 3 - 6 staff Professional Mentor to more junior staff. Delegated P&L responsibility at Account/Segment level?
Service Group leadership responsibility for engagements of staff Business planning & management. P&L responsibility within Business Unit
Assignment Management
Responsible for discrete areas of project work. Identifies issues in project delivery and communicates to team, identifying solutions where possible. Organises work documentation in a methodical and efficient manner.
Leads project work stream and small teams (mixed staff)
Small to mid-scale project management. Leads joint client/consultant teams, including sub-contractors
Leads large projects and/or major components of multi-stream programmes. Senior delivery responsibility in client’s eyes. Leads mixed programme teams including client project managers.
Complex programme and project delivery. Accountable directly to senior client for delivery / quality assurance
Consultancy Skills
Able to break down simple problems into parts and analyse. Applies tools and techniques to research data, document results and present findings in a comprehensive manner. Builds relationships with clients. Prepares quality deliverables.
Undertakes accurate and insightful analysis Communicates complex ideas simply at the working level. Builds productive working relationships and working consensus. Prepared high quality deliverables
Leads creative analysis and solution development Builds consensus with project leadership and key stakeholders Facilitates effective working on dayto- day level.
Senior Supplier role at client’s programme board. Senior Influencer in client’s programme. Expert intervention in the analytical process
Provides Executive-level facilitation and support. Senior Client Board participation Brings strategic perspective from other clients’ experience and the marketplace
Staff capabilities & competencies in
key disciplines should improve &
mature. Typically these are in 5
main areas:
Core Skills
Business Development
Client Relationship Management
Assignment Delivery
People Leadership/management.
People undertake role(s), which are part of a
role family such as “Architecture & Design”
or “Software Engineering & Quality”. Each
role family has many disciplines each with
many roles.
Architecture & Design has
many disciplines including
“Information Architecture”
itself with many roles
A role requires skills at a level of
competency from 1 (awareness)
through to 5 (expert).
Recommendations &
roadmap utilise our
core frameworks
P A G E 5
Big Data Readiness Assessment
1. IM & Enablers Maturity: The organizations IM maturity level is measured, IM processes & technology capabilities & human resource skill sets reviewed.
2. Data Governance: A strong governance program combined with a metadata management policy will help lessen or mitigate risk intrinsic in broadening the types of information accessed.
3. Data Sourcing & Access: Identify the sources of information required and the business case for each.
4. Integration & Exploitation: Determine how to gain value from, interpret and integrate the data. Big Data vs RDBMS will be assessed.
5. Data Lifecycle: Review the data retention period for each source, what should be kept long term vs passed through to help in the next step.
6. Technology Enablement & Services: What portfolio of services should be offered, which are the most appropriate technology enablers
7. Transition: What is the roadmap & pragmatic transition path to accomplish your vision?
New
Insights
Manage & exploit Big Data
analytical approaches to
yield new actionable insights
What does Big Data really imply, do you need it and are you ready to
exploit it?
Our Big Data readiness assessment helps organisations address these
questions, determine which of the “little data” disciplines absolutely
must be in place before embarking on a Big Data initiative, and what
other foundational aspects must established for a project to succeed.
P / 6
@inforacer
uk.linkedin.com/in/christophermichaelbradley/
+44 7973 184475 (mobile) +44 1225 923000 (office)
infomanagementlifeandpetrol.blogspot.com
Contact
T R A I N I N G
A D V I S O R Y
C O N S U L T I N G
C E R T I F I C A T I O N
