Information-Technology Promotion Agency, Japan
IT HR Development Head Office
February 26, 2014
Masayoshi Tsuru
ITSS Adoption & Operation (Skill Standards for IT Professionals)
2
Plan
• Preparation HRD
• ITSS fullest use
Do
• Recruitment
• Transfer
• HRD
Check
• MOB
• Management of KPI & skill proficiency
Act
• Evaluation analysis
• Promotion
• Salary
• Bonus
Plan • Understand dept.
planning
• Stratified issues
Do • ITSS adoption
• Assessment &Interview
Check • Concerned
assessment(define job category & performance level)
Act • Preparation
planning HRD
• Confirm points of adoption
Adoption process
Operation process
IT Skill Standard for IT Professional
Adoption process and Operation process
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3
1. Develop ITSS adoption Plan
2. Define Job category
3. Define Level
4. Define KPI
5. Define Skill proficiency
6. Assess KPI
7. Assess Skill proficiency
8. Analyze Assessment result
ITSS Adoption process
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4
# Process Description
1 Plan ITSS adoption To develop a plan for ITSS adoption, such as Objective, Scope,
Activity, Schedule, Priority, Formation etc .
2 Define Job category
To clarify definition of Job categories considering business model
and status based on ITSS Career Framework. Possible to
customize.
3 Define level To define Level referring to Performance and experience of an
engineer in the. Possible to customize.
4 Define KPI To define KPI(Key performance Indicator), which consists of
Business contribution and Professional contribution.
5 Define Skill proficiency To define Proficiency of required skill to achieve business. Skill is
to be selected from Skill dictionary
6 Assess KPI
To assess KPI, such as Responsibility, Complexity and Size in
business contribution. Also profession contribution is to be
assessed.
7 Assess Skill proficiency To assess Skill proficiency by employee based on defined Skill
proficiency in item-5
8 Analyze assessment
result
To make a report of personal and management data and analyze
the data, which skill they have, what is level ……
P
D
C
A
ITSS Adoption process description
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5
1. Develop ITSS adoption plan
Description To develop a plan for ITSS adoption, such as Objective, Scope, Activity,
Schedule, Priority, Formation etc .
Input Process Output
Key player Review items
- Top management
- Personnel department
- (BU management)
- Objective, scope and effect
- Adoption schedule
- Cost and expense
- Project team and responsibility
Business plan for
2 or 3years
Current HRD plan
Incl skill inventory
HRD issue / concern
ITSS adoption plan
- Analyze current HRD system
- Itemize business issue/concern
- Define route cause of the issue/concern
- Develop action plan and prioritization
- Develop ITSS adoption plan
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6
Output, HRD issue and concern and ITSS adoption plan
- Who knows which skills an employee has
- Employee does not know their skill level
- Employee does not know their career plan
- There is no education program or employee does not know the content
- There is no record who and which education employees took in the past
- Who decide skill level of employee
- Linkage of evaluation and salary
HRD issue and concern
- Scope for adoption (business area, adoption process, organization,
Level…)
- Objective and goal
- Action items
- Responsibility
- schedule & duration
- Management review and report
- Project team formation
ITSS adoption plan
(Example)
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7
2. Define Job category
Description To clarify definition of Job categories considering business model and
status based on ITSS Career Framework. Possible to customize
Input Process Output
Key player Review items
- Top management
- Personnel dept
- BU senior manager
- BU manager
- Proposed J/C and S/F
- Adoption proj progress
- Quality of description
ITSS Career frame
work
- Understand J/C and S/F in ITSS
- Refer to business model
- Select appropriate J/C and S/F
- Adjust J/C and S/F if required
- Add new J/C and S/F if required
- Define description of adjusted and new
J/C and S/F
Explanation of ITSS
Job Categories
Result of current job
category mapping
Definition of customized
job categories
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8
Customized Career framework
Qu
ality
assu
ara
nce
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9
3. Define Level
Description To define Level referring to Performance and experience of an engineer in
the. Possible to customize.
Input Process Output
Key player Review items
- Personnel dept
- BU senior manager
- BU manager
- Proposed levels
- Adoption proj progress
Career frame work
- Understand J/C and S/F in ITSS
- Make current skill level mapping
- Define appropriate levels
- Adjust levels if required
- Add new levels if required
- Define description of adjusted and new
levels
Customized career
framework
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10
Customized Career framework
Qu
ality
assu
ara
nce
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11
4. Define KPI
Description To define KPI(Key performance Indicator), which consists of Business
contribution and Professional contribution by J/C, S/F and level.
Input Process Output
Key player Review items
- Personnel dept
- BU senior manager
- BU manager
- Proposed levels
- Adoption proj progress
Business contribution
- Define role/range of responsibility
- Define quality requirement
- Define number of performance
- Define Complexity requirement
- Define number of complexity requirement
- Define experienced project size
- Define main theme
- Define degree of contribution
- Define achievements in technology
Succession, activity and the number
- Define developing subordinates
Professional
contribution
Business contribution
Professional
contribution
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Business Contribution Professional
Contribution
Level Responsible
area and role
The necessary
Numbers of
achieving
project success
Complexity Size Performance of Expertise succession
7
6 Lead team
as a person in
charge
More than
3 times
two or more of
following
complexity
criteria
□Mission critical
system with high
quality
□Applications of
multi-platforms
□24 hours a day
and 365 days
continuous
operation
:
50 persons or more
during peak periods More than 4
items □Activities in professional
community such as academic
society and committee
□Publication of a book
□Publication of a paper outside
the company
□Publication of a paper within
the company
□Instructor outside the company
□Instructor within the company
□Filing of a patent application
5 10 or more but less
than 50 persons
during peak periods
More than 3 items
4 Team leader More than
2 times
3 or more persons
during peak periods More than 1
items
3 Team member More than
1 time regardless of size - -
2
1
12
(Application Specialist case)
Summary of KPI
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13
Description To define Proficiency of required skill to achieve business. Some of skill
may be selected from Skill dictionary
Input Process Output
Key player Review items
- Personnel department
- BU senior manager
- BU manager
- Proposed levels
- Adoption project progress
Skill proficiency
Skill dictionary
Skill proficiency
5. Define Skill proficiency
- Understand J/C, S/P and S/D
- Select how to utilize ITSS for your S/P
- Define each Skill items
- In case you uses Skill dictionary
- Select skill items in S/D
- Decide points
- Decide level by points
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14
Job Category
Total Points 81 Total Points 190
Skill CategoryKnowledge Item
(Middle Item)Knowledge Item (Minor Item) Rank Points Rank Points
Project Management -Project IntegrationManagement
・Develop Project Charter
・Develop Preliminary Project Scope Statement
・Develop Project Management Plan
・Direct and Manage Project Execution
・Monitor and Control Project Work
・Integrated Change Control
・Close Project
R2:Capable of implementationwith support, and experience ofimplementation with support
2 R3:Experienced and capable ofindependent implementation
3
Project Management -Project ScopeManagement
・Scope Planning
・Scope Definition
・Create WBS
・Scope Verification
・Scope Control
R2:Capable of implementationwith support, and experience ofimplementation with support
2 R3:Experienced and capable ofindependent implementation
3
Project Management -Project TimeManagement
・Activity Definition
・Activity Sequencing
・Activity Resource Estimating
・Activity Duration Estimating
・Schedule Development
・Schedule Control
R2:Capable of implementationwith support, and experience ofimplementation with support
2 R3:Experienced and capable ofindependent implementation
3
Project Management -Project CostManagement
・Cost Estimating
・Cost Budgeting
・Cost Control
R2:Capable of implementationwith support, and experience ofimplementation with support
2 R3:Experienced and capable ofindependent implementation
3
Project Management -Project QualityManagement
・Quality Planning
・Perform Quality Assurance
・Perform Quality Control
R2:Capable of implementationwith support, and experience ofimplementation with support
2 R3:Experienced and capable ofindependent implementation
3
Project Management -Project HumanResource Management
・Human Resource Planning
・Acquire Project Team
・Develop Project Team
・Manage Project Team
R2:Capable of implementationwith support, and experience ofimplementation with support
2 R3:Experienced and capable ofindependent implementation
3
Project Management -Project CommunicationsManagement
・Communications Planning
・Information Distribution
・Performance Reporting
・Manage Stakeholders
R2:Capable of implementationwith support, and experience ofimplementation with support
2 R3:Experienced and capable ofindependent implementation
3
Project Management -Project RiskManagement
・Risk Management Planning
・Risk Identification
・Qualitative Risk Analysis
・Quantitative Risk Analysis
・Risk Response Planning
・Risk Monitoring and Control
R2:Capable of implementationwith support, and experience ofimplementation with support
2 R3:Experienced and capable ofindependent implementation
3
Skill Proficiency Sample
Project Management
Level 3 Level 4
List of skill items for
each job category
Skill index for each level
Add the
points
Skill proficiency indicator
Example using skill dictionary
Rank Content Points
Rank 0 No knowledge/experience 0
Rank 1 Knowledge from received training 1
Rank 2 Can implement with support 2
Rank 3 Can implement independently 3
Rank 4 Can give guidance to others 4
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15
6. Assess KPI
Description To assess KPI, such as Responsibility, Complexity and Size in business
contribution. Also profession contribution is to be assessed.
Input Process Output
Key player Review items
- Personnel department
- U senior manager
- BU manager
- Proposed levels
- Differentiation by level
- Quality of description
- Adoption project progress
Business contribution
- Assess Responsibility/role in business
contribution based on your company KPI
- Assess Complexity in business contribution
based on your company KPI
- Assess Size in business contribution
based on your company KPI
- Assess each item of professional
contribution based on your company KPI
- If required, project overview and free
comment for your contribution may be
described in a sheet
Professional
contribution KPI assessment sheet
KPI assessment sheet
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16
Process
Assessment process
① ②
③
④
⑤
⑥
⑦
Personnel
Manager
2nd line MGR
Executive board review
Employee t
Assess in each company
(Forward by cycle)
ITPE
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17
7. Assess Skill proficiency
Description To assess Skill proficiency by employee based on defined Skill proficiency
in item-5
Input Process Output
Key player Review items
- Personnel department
- BU senior manager
- BU manager
- Proposed levels
- Differentiation by level
- Quality of description
- Adoption project progress
- Assess Responsibility/role in business
contribution based on your company KPI
- Assess Complexity in business contribution
based on your company KPI
- Assess Size in business contribution
based on your company KPI
- Assess each item of professional
contribution based on your company KPI
- If required, project overview and free
comment for your contribution may be
described in a sheet
Skill proficiency
assessment sheet
Custom Skill
Proficiency
Skill proficiency
assessment sheet
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18
Consolidated level by KPI and Skill proficiency
Level of KPI Level of
Skill proficiency
(SP)
x % y % X X +
Consolidated level =
* Example
5 x 0.7 + 4 x 0.3 = 4.7 Consolidated level : 5
The weight coefficient X and Y is determined
by considering which is more important in KPI and SP.
Level of KPI
5
Level of SP
4 70% 30 % X X +
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19
8. Analyze assessment result
Description To make a report of personal and management data and analyze the data,
which skill they have, what is level ……
Input Process Output
Key player Review items
- Personnel department
- BU senior manager
- BU manager
- Proposed levels
- Differentiation by level
- Quality of description
- Adoption project progress
KPI assessment sheet - Gather the data of KPI and S/F
- Decide which kind of data needed
- Make distribution list by J/C and level
- Make other graph as management data
- Describe message
- Describe strength and weakness
As-is human resources
Port folio
Skill proficiency
assessment sheet
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Strategic
Planner
Solution
Sales
Business
Consultant
Project
Manager IT Architect
Application
Designer
Application
Developer Total
Professional 0 0 0 0 0
Expert 2 0 0 0 1 0 3
Leader 1 2 2 2 3 10
Sub-leader 1 3 10 10 24
Assistant 3 20 20 43
Entry 5 15 20
Total 2 10 2 5 3 33 45 100
Ⅵ
Ⅴ
Ⅳ
Ⅲ
Ⅱ
Ⅰ
Level
Output, As-is human resources Port folio
(Example – J/C, Level matrix)
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9. Develop HRD Plan
10. Implement HR Development
11. Assess and Analysis
ITSS Operation process
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22
# Process Description In Out
O
p
e
r
a
t
i
o
n
9 Develop HRD plan
To develop a plan for Human resources development
considering current HR portfolio, future portfolio with
strategy
1 2
10 Implement HRD To prepare Career plan for mid range, education plan
and implement it. 2 1
11 Analysis and
Evaluation
In parallel with business objective, HRD performance
is to be evaluated. One of methodology is to follow up
by MBO
3 4
P
D
C A
ITSS Operational process description
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23
9. Develop Human resources development plan
Description To develop a plan for Human resources development considering current
HR portfolio, To-be portfolio and Gap analysis with strategy
Input Process Output
Key player Review items
- Top management
- Personnel department
- BU management
- Current H/C
- Head count plan
- Business strategy
As is HR Portfolio
To be HR Portfolio
Gap analysis result
- Analyze business strategy/plan
- Confirm head count plan
- Develop human resources plan by J/C
- Define To-be portfolio
- Compare To-be portfolio and As-is portfolio
- Analyze Gap between To-be and As-is
- Plan how to fill-in the
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24
ストラテジックプランナー
ソリューションセールス
ビジネスコンサルタント
プロジェクトマネージャ
ITアーキテクトアプリケーションデザイナー
アプリケーションデベロッパー 合計
プロフェッショナル 1 1 1 1 4
エキスパート 2 1 1 1 1 0 6
リーダー 2 4 4 7 3 20
サブリーダー 6 6 8 11 31
アシスタント 2 11 11 24
エントリー 2 13 15
合計 3 14 6 12 8 22 35 100
レベル
Ⅵ
Ⅴ
Ⅳ
Ⅲ
Ⅱ
Ⅰ
Professional
Expert
Leader
Sub-leader
Assistant
Entry
Strategic
Planner
Solution
Sales
Business
Consultant
Project
Manager IT Architect
Application
Designer
Application
Developer
Output, To be Human resources Portfolio
Business plan (Example – J/C, Level matrix)
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25
ストラテジックプランナー
ソリューションセールス
ビジネスコンサルタント
プロジェクトマネージャ
ITアーキテクトアプリケーションデザイナー
アプリケーションデベロッパー 合計
プロフェッショナル 1 1 1 1 4
エキスパート 0 1 1 1 0 0 3
リーダー 1 2 2 5 0 10
サブリーダー 5 3 -2 1 7
アシスタント -1 -9 -9 -19
エントリー -3 -2 -5
合計 1 4 4 7 5 -11 -10 0
Ⅴ
Ⅳ
Ⅲ
Ⅱ
Ⅰ
レベル
Ⅵ
Strategic Planner
Solution Sales
Business Consultant
Project Manager IT Architect
Application Designer
Application Developer
Professional
Expert
Leader
Sub-leader
Assistant
Entry
Output, Gap analysis (=To-be – As-is)
Total
Total
(Example – J/C, Level matrix)
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26
10. Implement Human resources development
Description To prepare Career plan for mid range, education plan and implement it.
Input Process Output
Key player Review items
- Employee
- Manager
- HRD department
- Employee thought
- Plan preparation ratio
- Career path trend
- Education investment
Career path model Career path sheet
- Prepare career path plan (employee)
- Discuss career path plan with manager
- Follow career activity
- Clarify which kind of education is required
- Make education/training plan
- Announce education/training plan
- Implement education/training
- Grasp the performance
Training roadmap Training/education plan
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27
Standard career path
キャリア キャリア キャリア Career
Company
Needs
Required career for
company ?
Step for Career path
Career development program
Current career
Career plan declaration
Review by manager
Counseling
Career plan
Career objective by employee
Career path + realization time
Refer to
Input
Skill up
Systematic
approach
Education
Training
Certification
Refer to/utilization
Career up
Career change
Personnel
Evaluation
Capability
Performance
Input
Career system
Refer to
Career Development Structure
Refer to/utilization
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28
11. Analyze and Evaluate
Description In parallel with business objective, HRD performance is to be evaluated.
One of methodology is to follow up by MBO(Management By Objective)
Input Process Output
Key player Review items
- Employee
- Manager
- (Personnel department)
- Current H/C
- Head count plan
- MBO result review
- System improvement
Skill proficiency assess
sheet
MGMT By Objective - HRD activity is managed by MBO
- HRD activity plan is described in MBO
- MBO is divided to Business activity and
Personnel activity
- HRD is Personnel activity
- Interview result of activity
- Summarize MBO result
- Review what is to be improved
Skill dictionary
KPI assessment sheet
KPI Assessment
sheet
Skill proficiency sheet
As is HR Portfolio
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29
Management By Objective on A-company case
Action items Schedule P Actual
performance E
Achieve revenue target 1 ssssssss A
xxxxxx 2 xxxxxxxxxxxxxx A
yyyyyy 2 yyyyyyyyyyyyyy B
zzzzzz 4 zzzzzzzzzzzzzz S
Action items Schedule P Actual
performance E
xxxxxx 1 xxxxxxxxxxxxxx B
yyyyyy 2 A
Name dept employee#
Personnel
Business
Emploee sign Manager sign
Evaluation
Manager’s comments
S A E B D C
Employee comments
Employee sign
Manager’s manager comments Personnel commen
Evaluation by manager
Employee comments
Other comments
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30
Skill standard (ITSS) activity in the Philippines
Note: PSIA: Philippines Software Industry Association PhilNITS: The Philippine National IT Standards
UPITDC: University of Philippines IT Development Center
・Growth for BPO, SW deve’t, Test
・Offshore business growth
・Working in foreign country
・Main is HW,SW, service in future
・Close communication with PSIA and PhilNITS
・Seminar, common Workshop
・Education/training to UPITDC as successor and OJT
・Workshop by company and consulting for adoption (9 companies)
・Advice and consulting for HR and HRD
・Communication with IT companies, association and academy
・Skill up
・Morale improvement
・Turn over ratio improvement
・Business win with Japanese IT com
・Continuous support
for adopted companies
for UPITDC of our successor
by oversea trip to Philippines
・Lack of systematic HRD
・Unclear evaluation system
・Need of high value added engineer
・High turn over rate
IT industry in Philippines Concern on HRD
Horizontal
Skill standard activity
Effect Plan for 2013
Vertical
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31
HRD issue, then ITSS adoption
Grasp
Skill level
Improve
・HRD system
・Career path
・Evaluation
Improve
・Morale
・Royalty
・Evaluation
・Competitiveness
・Turnover
・Business
コミュニティ活動
プロジェクトマネジメントのリーダシップ
プロジェクトマネジメントのコミュニケーション
プロジェクトマネジメントのネゴシエーション
最新技術動向システム設計
システム構築
システム運用/保守
コンプレックスマネジメント
品質マネジメント
プロジェクトマネジメント
基礎
インダストリアプリケーション動向
最新ビジネス動向
:職種共通 :専門分野別選択
プロジェクトマネジメント(システム開発)の研修コース群(体系図)
テクノロジ
メソドロジ
プロジェクトマネジメント
ビジネス/インダストリ
パーソナル
未経験レベル
エントリレベル ミドルレベル ハイレベル
レベル1 レベル2 レベル3 レベル4 レベル5 レベル6 レベル7
プロジェクトマネジメント
方法論
システム要件定義技法
コンサルティングメソドロジ
DOA構造化手法
リスクマネジメント
ファイナンシャルマネジメント
調達マネジメント
プロジェクトマネジメントの契約管理
プロジェクトマネジメント
実践
プロジェクトマネジメント最新動向
専門分野共通スキル項目
専門分野固有スキル項目
知識項目(中項目) 知識項目(小項目)
システム開発
ITアウトソーシング
ネットワークサービス
ソフトウェア製品開発
プラットフォーム
システム管理
データベース
ネットワーク
分散コンピューティング
セキュリティ
業務システム
業務パッケージ
基本ソフト
ミドルソフト
応用ソフト
ハードウェア
ソフトウェア
ファシリティマネジメント
システムオペレーション
ネットワークオペレーション
サービスデスク
全職種共通
プロジェクトマネジメント
プロジェクト統合マネジメント
- プロジェクト憲章作成
・ プロジェクト選定手法・ プロジェクトマネジメント方法論・ プロジェクトマネジメント情報システム(PMIS)・ 専門家の判断
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
全職種共通
プロジェクトマネジメント
プロジェクト統合マネジメント
-プロジェクト・スコープ記述書暫定版作成
・プロジェクトマネジメント方法論・プロジェクトマネジメント情報システム(PMIS)・専門家の判断
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
全職種共通
プロジェクトマネジメント
プロジェクト統合マネジメント
-プロジェクトマネジメント計画書作成
・プロジェクトマネジメント方法論・プロジェクトマネジメント情報システム(PMIS)・専門家の判断
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
全職種共通
プロジェクトマネジメント
プロジェクト統合マネジメント
-プロジェクト実行の指揮・マネジメント
・プロジェクトマネジメント方法論・プロジェクトマネジメント情報システム(PMIS)
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
職種
ITスペシャリスト
専門分野
スキル項目 知識項目 プロジェクトマネジメント
スキルカテゴリ
アプリケー
ションスペ
シャリ
ソフトウェアデベロッ
プメント
カスタマーサービス
オペレーション
ITSS Components
Can not measure
IT engineer’s Skill
・Can not implement HRD
・Not image Career path
・Complain to the evaluation
・Weak morale/royalty
・High Turn over
Required Skill is not clear
As the
result
Issue in Company
ITS
S a
do
ptio
n
ITSS adoption
Improve HRD
Employee
satisfaction
Contribution
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32
Effect of ITSS adoption
Skill level of IT engineer
・by Job category
・by Level
・by Performance/KPI
・by Skill contents
・by group category
Human Resources Develop’t
・Skill improvement plan
・Career path plan
・Management by Objective
・Training program
IT Sales/Outsourcing
・Fair evaluation of skill globally
・Demonstration of skill level
・Conflict protection
Human Resources system
・Motivation improvement
- Royalty improvement
・HR system improvement
・Turnover improvement
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33 33
Thank you so much!
IPA (Information-Technology Promotion Agency, Japan
IT Human Resource Development Headquarters
Center for Human Resources Development Initiative
ITSS Documents(English Edition) Download URL:
http://www.ipa.go.jp/english/humandev/forth_download.html