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Competency Management

G
gharth

The document discusses competency management including developing standard competencies using a LUGI/KSB matrix, conducting internal assessments of roles, initiating competency management on projects, developing centers of excellence, and onboarding processes. Key aspects include defining roles and competencies for consultant and client positions on projects, assessing skills and assigning people to roles and committees accordingly, and designating competency managers to onboard new employees.

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Competency Management The LUGI/KSB Matrix and developing Standard Competencies, conducting an Internal Assessment, initiating it on Projects, developing Centers of Excellence, and On-Boarding
LUGI/KSB Matrix (1) Testable Prepared Knowledge : Testable (on-line pre and post education session quizzes, tests (all based on trust since productivity on assignments does/does not validate it) Skills : Observable (assign and watch a task) or Demonstrable (provide an example of a Deliverable or other artifacts; relevant to Recruiting Process when artifacts should be requested) Behaviors : Reflect Guiding Principles/360: Must do to get steady stream of feedback required to change behavior or facilitate leaving the organization if poor cultural fit Hiring (BEI) and on-going 360 assessment criteria encompass: Enabling Competencies: Problem Solving, Decision Making, Results and Team Oriented Domain Competencies: Functional/process and/or technical Observable B ehaviors Observable, Demonstrable S kills Improves a system or process Leads a team or group Functions largely independently K nowledge I nnovate G uide U se L earn ROLE
LUGI/KSB Matrix (2) Testable Prepared Learn : Has adequate command of pre-requisites to complete the Roles Deliverables Use : Can complete a set of tasks to autonomously complete the Roles Deliverables Guide : Can teach how to complete the Workstreams Deliverables Innovate : Can improve the process or one or more of the Workstreams Deliverables Observable B ehaviors Observable, Demonstrable S kills Improves a system, process or deliverable Teaches others Functions largely independently K nowledge I nnovate G uide U se L earn ROLE Project Manager Finance Specialist Supply Chain Specialist Change Manager Role Examples Supply Chain Team Lead Web Developer Graphic Artist Writer-Editor Training Developer Basis Specialist Basis Team Lead .
Develop Standard Competencies LUGI/KSB Template Standard Project Role Descriptions ITIL and other Academic Sources of IT Job Descriptions Internet Job Postings Post to Confluence Provide Incentives; Invite Expert Participation JIRA Standard Project Tasks by Role A combination of selecting the right participants, providing recognition at least initially via tangible culturally-appropriate rewards and allowing the invited participants to self-select their level of participation is critical to getting goals accomplished Adding an element of competition among the invited participants by publishing their levels of participation accelerates completion and agreement
Conduct Internal Assessment Role-Specific Questions Role Descriptions Consultant Stakeholder dBase Provide Incentives; Invite Staff Participation Performance and Position Management Systems A Role-based iterative survey accessible in Confluence asks questions of prioritized participants and records the answers in the People section of the Stakeholder dBase Inviting self-assessment and rewarding timely completion surfaces skill gaps and development interests, establishes communities of expertise, provides a document peer review network and facilitates enterprise-wide collaboration and, with Calendar Coordination, assignment On-Line Surveys (populate the dBase) LUGI/KSB Roles in Confluence
On Projects Start with ( Extended ) Project Team Workstream(s), ECT, BEN, UAT, etc. Roles Poll Legacy Systems, other sources to establish Stakeholder Database for Client Invite, encourage and reward Client Stakeholders to self-evaluate against Roles in Competencies Competency Management System Add Interview, select, invite, populate Qualifications Behaviors Observable Skills Demonstrable Knowledge Testable I Innovate G Guide U Use L Learn ROLE : Manager, Project Management Y/N Interest in Learning? (Top 3)
On Projects Competencies are defined by the Standard Project tasks and attributes assigned to Roles : Two Macro-Groups : Consultant and Client At Least Two Micro-Groups : PMO and OCM (plus as many others as there are additional Workstreams in a Project, i.e. Basis, FICO, Supply Chain) Five Levels : Executive, Director, Manager, Workstream/Team Lead, Specialist People often have more than one Role; Roles are NOT Jobs Nearly all Consultant Roles are joined at the hip duplicated for Client personnel to assure two-way knowledge transfer
On Projects Roles determine the Committees and Teams to which people are assigned Because Committees and Teams have periodic meetings or telcos, the number of roles assigned to a person commits him or her to attending these meetings (to manage the work i.e. issues and tasks filtered in JIRA), enabling Workload Estimation, again, in JIRA
Develop Centers of Excellence ALL Documents subject to Consultant, Client, Sub-Contractor Status All Project Documents Subset Each project has a point person per workstream; work is done collaboratively (per 4 step process incorporating peer reviews) Any Other Project Writing Center of Excellence Subset BPLM Center of Excellence Subset FICO Center of Excellence Subset Training Center of Excellence Subset
Competency and On-Boarding A person may be assigned to many projects over time but retains membership in one or more Competencies A person can be a member of more than one competency because of the Roles played on projects Nevertheless, each person has a principal or home competency although this can change as the person develop professionally Therefore welcoming and on-boarding an employee is the responsibility of a persons primary Competence Manager Set the new employees calendar to begin attendance at one or more weekly Competency telcos As assigned, set the new employees calendar to begin attendance at Project telcos/meetings

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Competency Management

  • 1. Competency Management The LUGI/KSB Matrix and developing Standard Competencies, conducting an Internal Assessment, initiating it on Projects, developing Centers of Excellence, and On-Boarding
  • 2. LUGI/KSB Matrix (1) Testable Prepared Knowledge : Testable (on-line pre and post education session quizzes, tests (all based on trust since productivity on assignments does/does not validate it) Skills : Observable (assign and watch a task) or Demonstrable (provide an example of a Deliverable or other artifacts; relevant to Recruiting Process when artifacts should be requested) Behaviors : Reflect Guiding Principles/360: Must do to get steady stream of feedback required to change behavior or facilitate leaving the organization if poor cultural fit Hiring (BEI) and on-going 360 assessment criteria encompass: Enabling Competencies: Problem Solving, Decision Making, Results and Team Oriented Domain Competencies: Functional/process and/or technical Observable B ehaviors Observable, Demonstrable S kills Improves a system or process Leads a team or group Functions largely independently K nowledge I nnovate G uide U se L earn ROLE
  • 3. LUGI/KSB Matrix (2) Testable Prepared Learn : Has adequate command of pre-requisites to complete the Roles Deliverables Use : Can complete a set of tasks to autonomously complete the Roles Deliverables Guide : Can teach how to complete the Workstreams Deliverables Innovate : Can improve the process or one or more of the Workstreams Deliverables Observable B ehaviors Observable, Demonstrable S kills Improves a system, process or deliverable Teaches others Functions largely independently K nowledge I nnovate G uide U se L earn ROLE Project Manager Finance Specialist Supply Chain Specialist Change Manager Role Examples Supply Chain Team Lead Web Developer Graphic Artist Writer-Editor Training Developer Basis Specialist Basis Team Lead .
  • 4. Develop Standard Competencies LUGI/KSB Template Standard Project Role Descriptions ITIL and other Academic Sources of IT Job Descriptions Internet Job Postings Post to Confluence Provide Incentives; Invite Expert Participation JIRA Standard Project Tasks by Role A combination of selecting the right participants, providing recognition at least initially via tangible culturally-appropriate rewards and allowing the invited participants to self-select their level of participation is critical to getting goals accomplished Adding an element of competition among the invited participants by publishing their levels of participation accelerates completion and agreement
  • 5. Conduct Internal Assessment Role-Specific Questions Role Descriptions Consultant Stakeholder dBase Provide Incentives; Invite Staff Participation Performance and Position Management Systems A Role-based iterative survey accessible in Confluence asks questions of prioritized participants and records the answers in the People section of the Stakeholder dBase Inviting self-assessment and rewarding timely completion surfaces skill gaps and development interests, establishes communities of expertise, provides a document peer review network and facilitates enterprise-wide collaboration and, with Calendar Coordination, assignment On-Line Surveys (populate the dBase) LUGI/KSB Roles in Confluence
  • 6. On Projects Start with ( Extended ) Project Team Workstream(s), ECT, BEN, UAT, etc. Roles Poll Legacy Systems, other sources to establish Stakeholder Database for Client Invite, encourage and reward Client Stakeholders to self-evaluate against Roles in Competencies Competency Management System Add Interview, select, invite, populate Qualifications Behaviors Observable Skills Demonstrable Knowledge Testable I Innovate G Guide U Use L Learn ROLE : Manager, Project Management Y/N Interest in Learning? (Top 3)
  • 7. On Projects Competencies are defined by the Standard Project tasks and attributes assigned to Roles : Two Macro-Groups : Consultant and Client At Least Two Micro-Groups : PMO and OCM (plus as many others as there are additional Workstreams in a Project, i.e. Basis, FICO, Supply Chain) Five Levels : Executive, Director, Manager, Workstream/Team Lead, Specialist People often have more than one Role; Roles are NOT Jobs Nearly all Consultant Roles are joined at the hip duplicated for Client personnel to assure two-way knowledge transfer
  • 8. On Projects Roles determine the Committees and Teams to which people are assigned Because Committees and Teams have periodic meetings or telcos, the number of roles assigned to a person commits him or her to attending these meetings (to manage the work i.e. issues and tasks filtered in JIRA), enabling Workload Estimation, again, in JIRA
  • 9. Develop Centers of Excellence ALL Documents subject to Consultant, Client, Sub-Contractor Status All Project Documents Subset Each project has a point person per workstream; work is done collaboratively (per 4 step process incorporating peer reviews) Any Other Project Writing Center of Excellence Subset BPLM Center of Excellence Subset FICO Center of Excellence Subset Training Center of Excellence Subset
  • 10. Competency and On-Boarding A person may be assigned to many projects over time but retains membership in one or more Competencies A person can be a member of more than one competency because of the Roles played on projects Nevertheless, each person has a principal or home competency although this can change as the person develop professionally Therefore welcoming and on-boarding an employee is the responsibility of a persons primary Competence Manager Set the new employees calendar to begin attendance at one or more weekly Competency telcos As assigned, set the new employees calendar to begin attendance at Project telcos/meetings