1. IT Professionalism as a Reality
Colin Tweddle
C li T ddl
Head of Personal Tax and Credits Portfolio, HMRC IMS
,

2. Pen Picture
• Career in IT since 1984
• Programming/Middleware/Networks/Live
Support/Service Management/Project and
Programme Management
P M t
• Based in Newcastle
• Currently lead the HMRC Personal Tax and
Credits Portfolio
• Competency Lead for P&MS within HMRC

3. Structure
• Background
• Iteration 1
• Iteration 2
• Where are we now?
• Forward Look / Organisational Learning

4. Glossary
• HMRC – the company
• IMS – the in-house IT department
• ASPIRE – the outsourced IT supplier (though
some in-house provision remains)
• ITP – IT Profession

5. Background - HMRC
• Total no employees – 92,000
• Offices in 300 locations
• Over 250 large scale IT systems
• Our main contact centre handled 57 million calls
in the year to March 2007.
• Total receipts – £402 3 bn
£402.3

6. Background: IMS within HMRC
Architecture, Information & Innovation 82
Business Change Management 176
Solutions Delivery & Implementation 170
Service Delivery
y 569
Procurement & Management Support 411

7. Introducing ‘IT Profession into:
IT Profession’
• Dynamic Organisation structure
• Mixed in-house and supplier provision
• Refocus on roles between business/IT/supplier

8. IMS Lite Five Internal IT Functions That Should Not Be Outsourced
Lite:
IMS Lite Roles
Supply Demand
1. IT Leadership
2. Solutions Architects
Side 1 Side
Driving innovation
3. Business Solutions in the business and
4. Portfolios aligning IS strategy
5. Live Services & 2
Contract Operations
3 Embedded Delivering
in the change to the
business business
4
Internal and Supplying and
pp y g
external supporting
5
service infrastructure
providers
Source: Gartner

9. Introducing ‘IT Profession into:
IT Profession’
• Dynamic Organisation structure
• Mixed in-house and supplier provision
• Refocus on roles between business/IT/supplier
• ‘World Class’ campaign
p g

10. Our Journey to World class – IMS / Aspire
• How will IMS look and feel:
– Customer centric
– Market leader in thoughts and innovation
g
– Delivering innovative & competitive solutions
–I
Investing in talent development
ti i t l t d l t
– Providing support for individual empowerment
– Continuously improving performance
– A great place to work
Journey to World Class

11. Why do it?
• Single threaded, single processor, wetware
• ‘IT Crowd’ image > recognition of abilities
• Release Potential
• Optimise Utilisation
p
• Support/Buttress Organisational Change

12. Timeline
Iteration 1
2005 2006 2007
Iteration 2

13. Iteration 1

14. What went Wrong
• Design
• Publicise
• Launch
• Sign up
g p
• …and Slump

15. Overly Bespoke
HMRC IT SF – IMS, 40 skills 5 levels
Govt IT Prof’n – x-govt, 59 skills, 7* skills levels
SFIA – x-industry, 78 skills, 7 skills levels
y, ,

16. Management Input/Attention

17. Cultural Underlay

18. Iteration 2

19. Key Decisions
1. Skills Framework to be key focus of Nov w/shops
2.
2 Mandation / Embed
3. Going Vanilla
4.
4 Beef U Mgt T
B f Up M t Team
Consequences:
• Align on Govt Prof’n
• Rename, Regroup and Relevel
• Role basis
R l b i
• Apply to vacancies

20. A
Architecture Information
e, n
and Innnovation
Business
Cha
ange
Manag
gement
and Architecture
Enterprise Strategy
Solutions Delivery
and
d
Implemenntation
CIO (Board level)
Service Delivery
Delivery
Management
ment and
Procurem
Managemen Support
nt

21. IT Profession Skills – Virtual Team
Virtual Team Deepak Singh
Head of IT Profession
John Wass
Janine Gaffney
Deputy Head of
IMS Support
IT Profession
Mark Barber Bill Williamson Colin Tweddle
Mike Coyle Tim East
Competency Lead for Competency Lead for Competency Lead for
Competency Lead for Competency Lead for
Business Change Solutions Delivery Procurement and
Architecture Information Service Delivery
Management and Implementation Management Support
and Innovation
Dianne Kidd
Di Hayden Shannon
H d Sh Nick Paul
Ni k P l Ian Sadler Martin Hodge
M ti H d
Support Support Support Support Support

22. ‘Vanilla’
Vanilla
HMRC IT SF – IMS, 40 skills, 5 skills levels
Govt IT SF – x-govt, 64 skills 6/7 skills levels
SFIA – x-industry, 78 skills, 7 skills levels
y, ,

23. Role Basis
Job Role Skill
Process RACI entry

24. Embed in Performance Mgt
ion Skills v 1
v.1
Jobholder Manager Competency Lead
1. Jobholder is assigned job (consisting of one or
more roles )
2. Jobholder gets role profile (s) and skill level
assessment criteria from Intranet site
3. Jobholder assesses current IT skills against role
profile (s)
No skills gap identified
AF1 4. Jobholder identifies
4 J bh ld id tifi IT
skill gap
5. Manager and jobholder agree
IT skill gap and IT development
need
6. Jobholder updates PDE Part
1B Development Objectives with
p j
7. Manager establishes th t
7 M t bli h that
IT development need
jobholder needs to change
community
No change needed
AF3
AF2 1. At BF step 8 and 8. Manager notifies old and
1 At BF step 8 and AF1 AF1 step 4, there is
it l d

25. Measure through KPIs
• 15% Uplift of overall Skills Index in a year
• 93% Alignment within a year
• 5 days professional development per head

26. Where are We Now?

27. IT Profession Skills – Virtual Team
Virtual Team Jim Harra
Head of IT Profession
John Wass
Deputy Head of
IT Profession
C&AP
Contributo and Alliance
Nigel Green Steve Rowlands Colin Tweddle
Tim East
Mike Coyle Competency Lead for Competency Lead for Competency Lead for
Competency Lead for
Competency Lead for Business Change Solutions Delivery Procurement and
Service Delivery
Dia Kidd
Architecture Information Management and Implementation Management Support
ory
ane
and Innovation
Dianne Kidd
Di Nick Paul
Ni k P l Ian Sadler Tracy Bailey
T B il
e
Support Support Support Support Support

28. Products
• ITP Website
– Holding skills definitions, events, community info
• ITP Prospectus
– Development opportunities – driven by needs analysis
• ITP Newsletter
– Bimonthly – aims to retain visibility and focus

29. Culture

30. Concept > Concrete

31. Hot Topics
• Issues where organisational ‘fit’ is very loose OR
very ti ht
tight
• Still not fully embedded into BAU management
y g
• Some issues fitting underlying SFIA structure for
a large federal organisation
large, federal,
• Interest in links to x-government work and
g
external organisations

32. Maturity/Adoption Model
I am improving
Advocates
I am implementing
I am planning adoption
I have a mandate
Planners for my org.
org
CIO* sign up
g p
Thinkers
I understand the Framework
d t d th F k

33. E-Phonebox

34. Metrics
• KPIs moving in the right direction, need to
increase pace
• 32 in-house events staged this ( ) y
g (fin) year
• 500+staff have participated in ITP activities

35. Forward Look

36. What s
What’s Next
• Wider Skills ‘Footprint’ under discussion
• Strengthening the link with line– and
p
performance management
g
• Strengthening the job description/job filling link
• Better metrics

37. Lessons Learned
• Visible Competency Leads, with adequate
support
• De-personalise.Critique roles and fit, not
individuals d their histories
i di id l and th i hi t i
• Don’t make it any more complex than it
y p
absolutely has to be – start simple, start small
• Embed in the familiar. Build into routine
familiar
management practices from day 1

38. Thanks