1. Best Practice IT Professional Development

2. Why? Constant evolution in IT –“Commodity technical skills are going overseas” (Computing – Jan 2007) New “Skills profile” –Business aware, good communicator, able to manage business relationships, creative, innovative, leadership ability (Computing – Jan 2007)

3. Understand the Strategic context What are the strategic business objectives? How does IT enable them? How are they supported by the current people development processes? What is the HR strategy/ HR objectives?

4. Managing the IT resources in different environments What skills have we got? What level of skill? Basic? Expert? How many? How can we evaluate? What do we need?

5. Defining the skills we need Yesterday Programming Analysis/Design Operations Support Management Today Innovation Transformation Communication Leadership….

6. Create a Skills Management Strategy Determine the business case for skills/resource management, professional development, and other strategic change Analyse professional development processes/strategy vs a Maturity Model of professional development

7. Create Skills Directory Determine the key Skills Establish a measurement framework Create a skills matrix Re-invent the wheel?

8. Skills Framework Skills Framework “ SFIA describes what people do, not necessarily what their jobs are called ” introduction to SFIA

9. Skill Categories Strategy and planning Development Business change Service provision Procurement and management support “Ancillary”

10. Levels

11. Planning development

12. Personal development

13. Planned Professional Development

14. The Process Assess Individual Skill Needs Where am I now? –Skills Framework (SFIAplus) Where do I want/need to be? –Skills Matrix (organisation’s needs) How can I get there –Development process -> –Fill the gaps

15. The Process Development Cycle Create Cycle Record Progress Pursue Actions Development Objectives, based on Skill needs, and Actions to achieve them Review Progress Verify Record & Sign off Cycle Practitioner & Manager Practitioner Manager Create Journals, linked to planned Actions Agree new Actions as appropriate Add comments to close cycle

16. Integrate the Personal Development Process with Performance Management Formalise the Development Process Agree parameters for measuring the effectiveness of the process –Eg time frames, quality criteria, filling skills gaps Set performance targets, using these parameters

17. Corporate relationships with The BCS Group membership Accredited professional development programmes –Individual development planned, monitored and reviewed –Well tested Success Factors and Performance Indicators –Annual audit by BCS

18. Corporate relationships with The BCS “Trusted Source” arrangements Streamlined nomination process for BCS Membership grades “CITP Processing Agreements”

19. Membership Structure CHARTERED STATUS Chartered IT Professional (CITP) Chartered/Incorporated Engineer (CEng/IEng) Chartered Scientist (CSci) PROFESSIONAL GRADES Member (MBCS)Fellow (FBCS) ORDINARY GRADES AffiliateStudent Associate (AMBCS)