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Unleash the power
of manufacturing
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Gabriela Soares
A Competence Management System towards Increased Corporate Success
2010-03-26 @ Porto, PORTUGAL
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Overview
Motivation & Goals
Competence Management
Competence Management Systems
iKnow: a General Purpose CMS Requirements Analysis
Solution Specification
Prototype Deployment
Conclusions and Future Work
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Motivation
Competence Management
Leading practice in HR management
Sustained competitive advantage through workforce knowledge
Critical Manufacturing
Lack of a Competence Management strategy
Lack of modern competence appraisal and reporting tools
Need for a flexible tool for competence mapping, evaluation, development and monitoring
Opportunity
Lack of a Competence Management strategy
Lack of modern competence appraisal and reporting tools
Need for a flexible tool for competence mapping, evaluation, development and monitoring
Lack of a Competence Management strategy
Lack of modern competence appraisal and reporting tools
Need for a flexible tool for competence mapping, evaluation, development and monitoring
Lack of a Competence Management strategy
Lack of modern competence appraisal and reporting tools
Need for a flexible tool for competence mapping, evaluation, development and monitoring
Lack of a Competence Management strategy
Lack of modern competence appraisal and reporting tools
Need for a flexible tool for competence mapping, evaluation, development and monitoring
Lack of a Competence Management strategy
Lack of modern competence appraisal and reporting tools
Need for a flexible tool for competence mapping, evaluation, development and monitoring
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Goals
System ought to be generic enough to be marketed externally
Study of CM key concepts and challenges
State-of-the-art review of CMSs and main features
Proposal of a CMS suitable for a given organization
Critical Manufacturing
Implementation of a working CMS prototype
IT supported strategy
Instantiation
Proof-of-concept
System ought to be generic enough to be marketed externally
Competence Management
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Competence Management
The Knowledge EraResource-based view of the corporation
Business scenario highly mutable and heterogeneous
Efficient management of corporation’s talent pool
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Competence Management
The Knowledge Era
Why manage competences?
Strategic
Tactical
Operational
Application Areas
Resource-based view of the corporation
Business scenario highly mutable and heterogeneous
Efficient management of corporation’s talent pool
Impact on the organization structureImpact on the organization structure
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Competence Management
The Knowledge Era
Why manage competences?
Strategic
Tactical
Operational
Application Areas
Workforce planning
Resource-based view of the corporation
Business scenario highly mutable and heterogeneous
Efficient management of corporation’s talent pool
Career development
Succession planning
Management
Impact on the organization structure Application Areas
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Competence Management
The Knowledge Era
Why manage competences?
Strategic
Tactical
Operational
Application Areas
Workforce planning
Resource-based view of the corporation
Business scenario highly mutable and heterogeneous
Efficient management of corporation’s talent pool
Recruitment
Learning
Performance
Career development
Succession planning
Management
Impact on the organization structure Application Areas
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Benefits
Corporate GoalsMore accurate mapping of internal competences to organizational goals
Competence Management
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Benefits
Corporate Goals
Effective targeting
Granularity
Increased management awareness
More accurate mapping of internal competences to organizational goals
Systematic competence development strategy
Competence Management
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Benefits
Corporate Goals
Effective targeting
Granularity
Increased management awareness
Project teams staffing
Job profiles
Increased flexibility, speed and accuracy by identifying who knows what on a global basis
More accurate mapping of internal competences to organizational goals
Systematic competence development strategy
Competence matching
Top down corporate competences overview
Overall management improvement of the core corporate asset
Competence Management
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Benefits
Corporate Goals
Effective targeting
Granularity
Increased management awareness
Project teams staffing
Job profiles
Increased flexibility, speed and accuracy by identifying who knows what on a global basis
More accurate mapping of internal competences to organizational goals
Systematic competence development strategy
Competence matching
Top down corporate competences overview
Knowledge Capital
Competence Management
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Sustained Competitive Advantage
MIE
IC F
inal
Mas
ters
Exa
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n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Competencedevelopment
Performanceappraisal
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Competencedevelopment
Performanceappraisal
Role, Opportunities, Threats
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Competencedevelopment
Performanceappraisal
Needed competences
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Competencedevelopment
Performanceappraisal
Inventory
Determinepresentcompetences
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Competencedevelopment
Performanceappraisal
‘Fit’ analysis
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Competencedevelopment
Performanceappraisal
Increase ‘fit’, reduce gap between needed and current competences
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Performanceappraisal
Effective work behaviour
Competencedevelopment
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Competencedevelopment
Performanceappraisal
Evaluation
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Competencedevelopment
Performanceappraisal
Goalsrefinement?
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Strategic Perspective
Organization goals
Competencemanagement
Competencedevelopment
Performanceappraisal
Competence Management
Vernhout (2007)
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Strategic Perspective
Competencemapping
Competencediagnosis
Competence development
Competence monitoring
Competence Management
Draganidis et al. (2006)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Strategic Perspective
Competencemapping
Competencediagnosis
Competence development
Competence monitoring
Neededcompetences vs.corporate goals
Competence Management
Draganidis et al. (2006)
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Strategic Perspective
Competencemapping
Competencediagnosis
Competence development
Competence monitoring
Inventory andgap analysis
Competence Management
Draganidis et al. (2006)
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Strategic Perspective
Competencemapping
Competencediagnosis
Competence development
Competence monitoring
Competence Management
Draganidis et al. (2006)
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Strategic Perspective
Competencemapping
Competencediagnosis
Competence development
Competence monitoring
Performance appraisalRequirements redefinition
Competence Management
Draganidis et al. (2006)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Key Challenges
Context-dependant definition
Multiple interpretations
Non-atomic
Set of competences to excel in a task
Multiple concept applications
Useful for gap analysis
How to define a competence ?
Competence modelling
Competence profiling
How to build competence profiles ?
Competence Management
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Competence Management Systems
Common Features
Behaviors associated to specific competences
Competence definition according to corporate identity
Categories
Competence mapping
Proficiency scales
Tracking by position, department or company wide
Gap analysis tools
Competence diagnosis
MIE
IC F
inal
Mas
ters
Exa
min
atio
n 20
09/2
010
Competence Management Systems
Common Features (cont.)
Link of competence gap analysis to personalized learning path
Competence development
Assessment tools
Competence monitoring
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Key Challenges - Revisited
IEEE Reusable Competency Definition
HR-XML
Simple Reusable Competency Map
OntoProPer
Self or external assessment
Community expert finding
How to define a competence ?
Competence modelling
Competence profiling
Competences cannot be directly measured, sensed or observed.
Competence Management Systems
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
iKnow: a General Purpose CMS
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Motivation
Exponential competence matching complexity
Large set of workers and projects
Internal systems do not sustain a CM strategy
Lack of a centralized competence repository transversal to all business keyactivities
Ad hoc management
iKnow
Design of a suitable CMS for Critical Manufacturing,
yet comprehensive enough for external corporations
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Requirements AnalysisiKnow
User role hierarchy
Users characteristics & restrictions
Web-based nature
Assumptions and dependencies
User
Hardware
Software
Communication
External interface requirements
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Requirements AnalysisiKnow
User stories
Use case models
Functional requirements
Portability
Usability
Efficiency
Reliability
Security
Extensibility
Maintenance
Compatibility
Internationalization
Supplementary requirements
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Identified ModulesiKnow - Requirements Analysis
Competence evaluation
Competence derivation
Wishlist
Basic management
Hierarchy
Competence profile
Competence grouping
Import/export
Core Competence Management
Gap analysis
Evaluation
Lookup
Training
MIE
IC F
inal
Mas
ters
Exa
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n 20
09/2
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Identified Modules
Sniffing
Scouting
Talent
Dashboard
Gadgets
Social Network
Security/Privacy
Coaching
iKnow - Requirements Analysis
MIE
IC F
inal
Mas
ters
Exa
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n 20
09/2
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System ActorsiKnow - Requirements Analysis
MIE
IC F
inal
Mas
ters
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min
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n 20
09/2
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Use Case ExampleiKnow - Requirements Analysis
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Solution Specification: Technology PlatformiKnow
Final decisions
Design patterns
ASP .NET MVC
Spring .NET
Presentation
jQuery
Telerik Extensions for ASP .NET MVC
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
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Solution Specification: Technology PlatformiKnow
Final decisions
Database
PostgreSQL
Npgsql
Interoperability
RESTful Web Services (Windows Communication Foundation)
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
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High Level DesigniKnow – Solution Specification
Physical architecture
MIE
IC F
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Mas
ters
Exa
min
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n 20
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High Level Design
Logical architecture
iKnow – Solution Specification
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
CM Key Challenges
Based on HR-XML
Hierarchy
Groups
Competences associated to workers
Workers associated to competence groups
Gap analysis for sustained competence diagnosis and development
How to define a competence ?
Competence modelling
Competence profiling
How to build competence profiles ?
iKnow – Solution Specification
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Prototype DeploymentiKnow
Core Competence Management
Security/Privacy
Approached features
Unit tests
Validation and acceptance
Competence mapping
Competence diagnosis
Competence development
Competence monitoring
MIE
IC F
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Mas
ters
Exa
min
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n 20
09/2
010
MIE
IC F
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Mas
ters
Exa
min
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n 20
09/2
010
MIE
IC F
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Mas
ters
Exa
min
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n 20
09/2
010
MIE
IC F
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Mas
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Exa
min
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n 20
09/2
010
MIE
IC F
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Mas
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Exa
min
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n 20
09/2
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MIE
IC F
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Mas
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Exa
min
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n 20
09/2
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MIE
IC F
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Mas
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Exa
min
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n 20
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MIE
IC F
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Exa
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n 20
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Contributions
Critical Manufacturing case study
Fully documented software development cycle
Adaptable to external organizations
Comprehensive and generic CMS
Sustained competitive advantage
Key strategic stages (mapping, diagnosis, development and monitoring)
Competence Management
A Competence Management System towards
Increased Corporate Success
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010
Future Work
RESTful web services
Critical’s system interoperability
Remaining use case models
Fully deployed CMS
Social Network
Competence concept formalization
Ontology-based models (Draganidis and Mentzas, 2006)
Distributed artificial intelligence techniques
MACIV system (Oliveira et. al, 1997)
Goal programming model
Preference-based project and training assignment (Peters and Zelewski, 2005)
Portlets
MIE
IC F
inal
Mas
ters
Exa
min
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n 20
09/2
010