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