Functional Competencies

Posted Wed, 10/22/2008 - 04:20 by Erik

Also available in MS-Word format: Functional Competencies Bio

This highlights my individual competencies - as highlighted in my IT Leadership assessment.

Enterprise Architecture

Redefine the IT landscape in four distinct architectural views: (1) Business Processes, (2) Information, (3) Business Applications, (4) IT Infrastructure. Implement an Architecture Management Capability, including: architecture domains, decision-making roles, architectural components, and the architecture management lifecycle used to make investment decisions.
 

IT Solutions Development

 Develop client/server and Internet solutions to support business development, sales, supply chain, customer/employee self-service, identity management, content management, business intelligence.  Gather business and functional requirements; architect, develop and integrate applications and infrastructure components; develop and maintain enterprise data models.
 

IT Strategy and
Operating Model

Determine the role of the IT organization in the company. Define how IT “runs itself as a business” including: develop/support applications, infrastructure & architecture; manage business-IT relationships and governance; develop leadership & technical competencies in its people.
IT Value Management

Define the role of IT in the company; measure and manage its contribution to business value.

  • Outcomes Models to articulate how the business is measuring performance
  • IT Portfolio Strategy/Management to allocate IT spending so that, overall, it reflects business priorities
  • IT Program Management to guide the bulk of IT implementation dollars, with an eye on affecting real business improvement, not just successful delivery
  • IT Service Management to guide the majority of IT spending, which is dedicated to “keep the lights on”, but often acts like a black box with no defined value contribution
  • Business-IT Governance to define and enforce decision rights in all these processes and consequences for not meeting goals or responsibilities
     

IT Sourcing
and Talent Development

 Develop competency model. Assess competencies, determine core/non-core,  develop strategies for internal/external sourcing and talent development. Conduct educational workshops; implement “action learning initiatives” and other interventions designed to improve the likelihood of achieving desired results with minimal distraction from on-the-job priorities.