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2014 Workshop and Plenary Nathaniel Packard IIBA – International Institute of Business Analysis Brenda Byers, I.S.P., ITCP, PMP, TOGAF9 CIPS – Canada’s.

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Presentation on theme: "2014 Workshop and Plenary Nathaniel Packard IIBA – International Institute of Business Analysis Brenda Byers, I.S.P., ITCP, PMP, TOGAF9 CIPS – Canada’s."— Presentation transcript:

1 2014 Workshop and Plenary Nathaniel Packard IIBA – International Institute of Business Analysis Brenda Byers, I.S.P., ITCP, PMP, TOGAF9 CIPS – Canada’s IT Professional Organization

2 2014 Workshop and Plenary Review the process to date Review the format of the competencies definitions Review the documented competencies so far Determine next steps Presented for background and understanding of terms Approve the current format Approve the competencies so far Validate direction Goal: To validate the competencies proposed so far from the June summit

3 2014 Workshop and Plenary Competency Workshop Objectives Define competency categories Determine the knowledge, skills, abilities (ie. Competencies) required in each category Assign each competency a mastery-level. The mastery-level is commensurate with a Role. For example, Influence - a User Interface Designer would have a mastery-level of 1, while the Chief Architect would be assigned a Level 4. This will lead to: Position/ role descriptions grouping the Position Family Competencies - Common to whole family grouping a set of Leadership competencies Completing a Competency Dictionary and map A clear, consistent, understandable and transparent progression path How to enter, and exit, and navigate and progress the career path

4 FEAPO 2014 Workshop and Plenary EA Position Families Enterprise Arch. Solution Arch. Design & Analyst Arch. EA Position Roles/ Paths SecurityInfrastructureTechnical… Competencies (categorize and list) Management/ Leadership Foundational / Core Technical Levels of Proficiency (4 to 6) UnderstandingApplying Analyzing/ Evaluating Creating

5 2014 Workshop and Plenary Included IEEE, Business Architecture Guild, IIBA, BCS, SFIA, Software Assurance Competency Model Competency categorization Really just for structure and organization Competency specification: “-” I “= “ Similar to BTM document ex. SFIA-PRMG=3 Proficiency level use Bloom or come up with our own or even map to something like SFIA

6 2014 Workshop and Plenary 1. Remembering: Retrieving, recognizing, and recalling relevant knowledge from long-term memory. 2. Understanding: Constructing meaning from oral, written, and graphic messages through interpreting, exemplifying, classifying, summarizing, inferring, comparing, and explaining. 3. Applying: Carrying out or using a procedure through executing, or implementing. 4. Analyzing: Breaking material into constituent parts, determining how the parts relate to one another and to an overall structure or purpose through differentiating, organizing, and attributing. 5. Evaluating: Making judgments based on criteria and standards through checking and critiquing. 6. Creating: Putting elements together to form a coherent or functional whole; reorganizing elements into a new pattern or structure through generating, planning, or producing.

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8 FEAPO 2014 Workshop and Plenary RefCompetencyStandard AT-1 Systems thinking – The ability to understand how processes within a system influence each other within the whole. BLOOM=2 AT2 Creative thinking - The successful generation and productive consideration of new ideas or the application of new ideas to resolve existing problem (IIBA) IIBA=B3 AT-3 Problem solving – The resolution (both reactive and proactive) of problems throughout the information system lifecycle, including classification, prioritisation and initiation of action, documentation of root causes and implementation of remedies to prevent future incidents. (SFIA-PBMG: problem management) SFIA-PBMG=B3 AT-4 Strategic thinking - The capability to recognise and exploit business opportunities provided by IT, (for example, the Internet), to ensure more efficient and effective performance of organisations, to explore possibilities for new ways of conducting business and organisational (SFIA-INOV: innovation) SFIA-INOV=B4 AT-5 …

9 FEAPO 2014 Workshop and Plenary RefCompetencyStandard AR-1 Modeling - Appropriately uses models to represent a simplified view of a complex reality and Ensures that information captured in different models is consistent and accurate (IIBA) The production of abstract or distilled representations of situations to aid the communication and understanding of existing, conceptual or proposed scenarios. Predominantly focused around the representation of processes, roles, data, organisation and time. Models may be used to represent a subject at varying levels of detail and decomposition. (SFIA) IIBA/SFIA=B4 AR-2 Design - the creation of a plan or convention for the construction of an object or a system that satisfies stated business objectives BLOOM=4 AR-3Process - The identification of new and alternative approaches to performing business activities. The analysis of business processes, including recognition of the potential for automation of the processes, assessment of the costs and potential benefits of the new approaches considered and, where appropriate, management of change, and assistance with implementation. May include the implementation of a process management capability/discipline at the enterprise level. (SFIA) (BPRE: Skill Business Process Improvement) SFIA-BPRE=B3

10 FEAPO 2014 Workshop and Plenary RefCompetencyStandard CO-1 Oral - Can communicate effectively in a variety of situations to ensure understanding (IIBA) (2.4.1) IIBA=B3 CO-2 Written - Can communicate effectively in a variety of situations to ensure understanding (IIBA)(2.4.3) IIBA=B3 FI – Finance RefCompetency Standard FI-1 Cost benefit analysis - Prioritizes effectively based on factors including business value, cost to deliver and time constraints (IIBA) (1.5.1) IIBA=B3 FI-2Budgeting BLOOM=5

11 FEAPO 2014 Workshop and Plenary RefCompetencyStandard IS-1 Influence – engendering ‘buy-in’ for new ideas, and reducing resistance to necessary changes (IIBA) (2.5.2) IIBA=B3 IS-2 Negotiation - Encouraging stakeholders to reach win/win outcomes on a regular basis; Understanding of political implications in conflicts and negotiates in a politically sensitive manner (IIBA) (2.5.1) IIBA=B3 IS-3 Conflict resolution - Ensuring that participants in a discussion correctly understand one another’s positions; Encouraging stakeholders to reach win/win outcomes on a regular basis; Understanding of political implications in conflicts and negotiates in a politically sensitive manner (IIBA) (2.5.1) Effective resolution of conflict; Developing trust among team members (IIBA) (2.5.3) IIBA=B2 IS-4Political savvy - The preparation of a sustainability strategy taking into account any established corporate strategy, Evaluation and inclusion, as appropriate, of political, legislative, economic, social and technological factors. Identification of major external standards, practices or schemes to be adopted. Consultation with identified relevant parties, either internal or external. Obtaining agreement to the strategy and the commitment to act upon it. (SFIA) (as SUST: Sustainability Strategy) also (IIBA) (1.4.4) SFIA-SUST=B3

12 FEAPO 2014 Workshop and Plenary RefCompetencyStandard LE-1 Project Management – Demonstrate the ability to effectively plan, manage and lead a business technology project (SFIA) (as PRMG: Project Management) SFIA-PRMG=4 / B3 LE-2 Portfolio Management - The development and application of a systematic management framework to define and deliver a portfolio of programmes, projects and ongoing services. Includes the implementation of a strategic investment appraisal and decision making process based on a clear understanding of cost, risk, inter-dependencies, and impact on existing business activities, enabling measurement and objective evaluation of potential changes and the benefits to be realised. The prioritisation of resource utilisation and changes to be implemented. (SFIA) (as POMG: Portfolio Management) SFIA-POMG=B3 LE-3Effectiveness – Competency models describe the knowledge, skills, abilities and other personal characteristics required for a person to be successful in a job and to perform that job effectively. A competent person is one who is capable of performing a role effectively and in a fashion that meets the reasonable standards and expectations of those he or she interacts with. (IIBA)(Page 7) Not a separate competency

13 FEAPO 2014 Workshop and Plenary RefCompetencyStandard MA-1 Decision making – Confidence of the participants in the decision-analysis process that a decision is correct; Decisions are effective in addressing the underlying problem; The impact of uncertainty and new information when making decisions can be effectively assessed (IIBA) (2.1.1) IIBA=B3 MA-2 Strategic Planning – The management of the infrastructure and resources required to plan for, develop, deliver and support services and products to meet the needs of a business. The preparation for new or changed services, management of the change process and the maintenance of regulatory, legal and professional standards. The management of performance of systems and services in terms of their contribution to business performance and their financial costs and sustainability. The management of bought-in services. The development of continual service improvement plans to ensure the infrastructure adequately supports business needs. (SFIA) (as ITMG: IT Management) Understands overall business structure, strategy and impact on work efforts (IIBA) (1.4.3) SFIA- ITMG=5/B4 MA-3 Coaching and Mentoring – Verifying that learners have acquired information that has been imparted to them; Ability of learners to use new skills or demonstrate new knowledge (IIBA) (2.4.2) IIBA=B2 MA-4 Policy /governance – The establishment and oversight of an organisation's approach to the use of Information and IT, including acceptance of responsibilities in respect of both supply of, and demand for IT; strategic plans for IT, which satisfy the needs of the organization’s business strategy; transparent decision making, leading to valid reasons for IT acquisitions with appropriate balance between benefits, opportunities, costs, and risks; provision of IT services, levels of service and service quality which meet current and future business requirements; policies and practices for conformance with mandatory legislation and regulations, which demonstrate respect for the current and evolving needs of all stakeholders. (SFIA) (as GOVN: IT Governance) SFIA-GOVN=5 / B4

14 FEAPO 2014 Workshop and Plenary RefCompetencyStandard TE-1 Software applications – Be able to explain software development methodologies, lifecycle and techniques. BLOOM=2 TE-2 System integration - The incremental and logical integration and testing of components and/or subsystems and their interfaces in order to create operational services. (SFIA) SFIA-SINT=5/B3 TE-3 Software quality assurance – “ensuring that the agreed quality standards within an organization are adhered to and that best practice is [disseminated] throughout the organization” (SFIA)(as QUAS: Quality assurance) SFIA-QUAS=3/B2 TE-4

15 2014 Workshop and Plenary Expand on competencies in each category Ensure no gaps exist in competency areas Map categories to career families to validate consistency Ensure competencies cover all job descriptions (roles)

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