Going further together PROFESSIONALISM IN IT Charles Hughes President Elect.
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Transcript of Going further together PROFESSIONALISM IN IT Charles Hughes President Elect.
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PROFESSIONALISM IN IT
Charles HughesPresident Elect
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Agenda
• The Issues
• Progress so far
• Programme and Plans
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The Background
Failure Statistics:
75% of all IT projects exceed budget and schedule (Gartner)
33% fail altogether (Gartner)
80 to 90% of IT investments do not meet performance objectives, 80% are delivered late and over budget and 40% are abandoned as failures (OASIG)
Annual cost of IT failure in Western Europe $140 Billions (Gartner)
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The Background
Public Comments
Government IT projects have failed due to ‘incompetent suppliers providing crap solutions’
‘Let’s be honest about this, there have also been suppliers who have lied to us’ Andrew Pinder
‘Every day we are faced with suppliers who make exorbitant claims about the performance of their products and we are bitterly disappointed.’ Sir Peter Gershon
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The Story so far
• ProfIT Project 2003
• “IT Supplier Code of Best Practice”
• IT Professionalism Programme
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The Programme
Approved by BCS Trustee Board March 2005
Programme Sponsor: Charles Hughes President-Elect
Programme Director: Colin Thompson Deputy Chief Executive
The PurposeA managed programme intended to give substance to the stated ambition of the BCS to lead the profession of the 21st century and to build IT professionalism to the level at which it is seen to exist in other areas of professional activity.
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The Programme
The Objective
By increasing professionalism, to improve the ability of business and other organisations to exploit the potential of information technology effectively and consistently.
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PROFESSIONALISM
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Professionalism
‘To me, the essence of professionalism is a commitment to develop one’s skills to the fullest and to apply [them] responsibly to the problems at hand. Professionalism requires adherence to the highest ethical standards of conduct and a willingness to subordinate narrow self-interest in pursuit of the more fundamental goal of public service.’
Justice Sandra Day O’Connor – US Supreme Court
Doing things right and doing the right things
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Professionalism
Professionalism is an aspirational standard, rather than a set of minimum requirements, the essential elements of which are:
Competence
Personal integrity, responsibility and accountability
Public obligation
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Professionalism
Competence
Relevant, up to date skills and capabilities appropriate to the particular task
Including appropriate non-technical competences -communication, business, leadership and management competences.
A broader foundation of relevant experience, knowledge and understanding
Supported with relevant qualifications
Maintained through CPD
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Professionalism
Integrity
A clear commitment to abide by a code of conduct which is recognised and administered by the professional community.
Responsibility and accountability
A set of obligations and responsibilities which sit alongside, and may take precedence over, the contractual obligation to an employer or client.
A matching accountability to the profession, as well as to the employer.
A commitment to heed standards and implement good governance
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Professionalism
Membership of a recognised professional body
Professionalism is about a commitment to standards and disciplines recognised across a peer community of professionals.
It is also about a commitment on the part of the professional community to support individuals where professional standards are challenged.
Being part of that community is an essential part of being a professional
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Professionalism
Public Obligation
Regard for and contribution to the public good
Social responsibility
Commitment and contribution to the profession
Communicating and explaining
Engendering trust
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THE IT PROFESSION
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The IT Profession
The Past
Essentially an Engineering/Technical profession, responsible for the effective delivery of systems to meet requirements specified by ‘the business’
The Future
A business focussed profession, with a base of both technical and business competences, playing a full part at all stages of IT enabled business change programmes and projects
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The IT Profession
If we are to achieve a more professional approach to the exploitation of IT, we will need an IT profession which:
Is defined in terms of its ability to play a full part in all stages of IT exploitation
Is seen as – and sees itself as – an integral part of the business Has appropriate non-technical skills, including management,
business and leadership skills, as core competences.Lays greater emphasis on the accreditation of current capability and
competenceDemands greater personal responsibility on the part the practitioner.Is attractive to a wider group of entrants than at present – including
those groups alienated by the current image of the profession
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MAKING IT HAPPEN
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Making It Happen
Building the New IT Profession
Must be undertaken in consultation with the stakeholder community - particularly the employer and business communities
Must deliver real benefit to each of the stakeholder groups
Will require a significant change in our view of professional formation – including entry requirements, academic requirements, career development paths and ongoing training and development
Will change the nature of the services and support required from the major professional bodies
Will involve a significant cultural change for the IT industry
Will not be easy
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Making It Happen
Three Main Projects within the Programme
1. The Leadership of IT- Enabled Business Change
2. Building the New IT Profession
3. Communication and Engagement
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Making It Happen
Project 1 - The Leadership of IT–Enabled Business Change
Joint BCS/CMI/CLN project
Aimed at improving the capability of organisations and their senior executives to structure, lead and implement large and complex IT-enabled business change
Led by a Steering Board chaired by Andy Green, Chief Exec of BT Global Services
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Making It Happen
Project 2 - Building the new IT Profession
To work with the stakeholder community to develop and implement the vision of an IT profession that meets the objective.
Customer led
Steering Board chaired by John Leighfield.
Executive Board chaired by Charles Hughes.
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MAKING IT HAPPEN
STEERING BOARD
EXECUTIVE GROUP
Purpose:Broad directionVisibility & credibilityIndustry championshipIndustry commitment & buy-in
Purpose:Widest poss. Representation & involvement of professional communityEnsure all relevant issues are included and covered by appropriate research/consultationSecure pool of experts to drive programme contentEnsure consistent message from the whole professionSecure top class QA mechanism Provide review mechanism for all conclusions and recommendations to Steering Board
Input from research and consultation
BCS
Programme
and
campaign
management
and
support
Input from advisory groups
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STEERING BOARD
“I'd love to join the Steering Board; I would consider it an honour, and it is something very close to my heart.Over the last few years I have tried , without success, to convince various industry bodies that something of this sort was needed. I guess it marks a rite of passage for the maturing of our industry. “
JP Rangaswami - CIO Dresdner Kleinwort Wasserstein
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Making It Happen
Project 3 - Communication and Engagement
To communicate the programme as widely as possible
To engage the professional and business communities
To secure the commitment of key stakeholders
Major conference at completion of Phase 1- 8th May 2006
Led by BCS Programme Board chaired by the BCS Chief Executive
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Making It Happen
How will we know we get there?
A comprehensive competence architecture
A cClearly defined knowledge base for the IT profession
Standard recognised professional qualifications
Recognition of and respect for IT professionals
Support for customer/user skills
Clear, common professional standards
An open competence assessment regime
The importance of IT recognised within the business and the wider community
Personal responsibility and accountability
The IT profession speaking with a single voice
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MAKING IT THE
PROFESSION OF THE
21ST CENTURYI