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TECHNICAL COMPETENCIES
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Level 1
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Level 2
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Level 3
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Level 4
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IM Organisation & Relationship Management
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Knows who project and operational service stakeholders are and works with IM management to manage them
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Contacts and engages with key stakeholders and understands requirements imposed by internal and external stakeholders. Owns initiative communications plans.
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Builds and leverages relationships with Process Owners. Secures cross functional / operations cooperation. Prepares and communicates a compelling business case for change.
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Owns and leads the IM governance process. Understands stakeholder strategic intent and revises strategies to account. Uses chains of indirect influence.
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IM Vendor Management
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Monitors supplier performance vs. scorecard and highlights service level degradations.
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Familiar with the suppliers business and strategic interests. Has good working relationships and network with supplier personnel.
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Effective negotiator. Have proactive relationships with supplier senior executives. Has comprehensive understanding of suppliers influence on our enterprise. Is able to drive issues to resolution through leveraging of the partnership relationship.
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Excellent negotiator - able to lead multi-party. Multi-issue negotiations. Can develop mutually beneficial partnerships. Is able to perceive value in broader terms than financial and is comfortable to take risks in order to improve the quality of the relationship.
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IM Strategy & Performance Management
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Understands the IM Strategy and how their own work contributes to its achievement
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Understands business unit strategies and can make link to IM contribution, participates in governance forums
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Participates and provides significant input into the IM and Business Unit strategy development process. Manages strategic initiatives and leads governance forums
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Visionary able to create strategic themes that support business need, drive TSR and use technology as a key lever. Manages governance performance
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IM Business Analysis
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Can analyse, process map and redesign work processes, tasks, data / information flows.
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Makes recommendations to process stakeholders on process improvement.
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Performs continuous review to align with the changing business. Benchmarks organisations and work process. Links business process to business strategy.
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Crafts innovative and game changing business processes. Leads the design of the organisations overall process structures and hierarchies.
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IM Assurance
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Can identify risks that could impact services and modifies technology to reduce level of exposure
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Identifies risk root causes and can quantify potential business impact. Implements solutions to reduce level of exposure.
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Integrates IM risk management into performance, project, change, service and quality management. Aligns risk management with the business culture and PLC risk management practice. Thinks laterally when designing mitigations.
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Understands global risk management and computer security trends and leads the implementation of best practices to assess risk and mitigate issues.
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IM Architecture
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Understands the IM Architecture and how their own work contributes to its achievement
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Understands IM Architecture and creates projects to align to roadmaps
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Participates and provides significant input into the IM Architecture and Roadmaps. Manages strategic complexity reduction initiatives
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Visionary able to create strategic architectures that reduce complexity and support business need, drive TSR and use architecture as a business enabler
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IM Programme & Project Management
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Works with the project manager and team to achieve own personal tasks and overall project objectives
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Leads a small team, applies approved PM methodology, and manages budget, schedule and scope.
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Able to lead high complexity projects and portfolios, reviewing quality and risks through formal mechanisms. Recognised as a subject matter expert. Always delivers SBQ.
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Able to deliver multi-function / BU / country portfolios including commercial, contractual, financial and organisational aspects. Recognised consultant contributing to on-going practice and methodology improvement.
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IM Solution Design & Implementation
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Develops and maintains knowledge to support and develop solutions in own area of responsibility
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Completed a number of project lifecycles with responsibility for a small team. Taken idea from concept to proof of concept and then to pilot.
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Able to manage a team in complex requirements gathering, supplier selection, risk management, testing, implementation and service delivery challenges. Acts as a solution and service architect. Meets TCO targets. Owns and delivers SLAs.
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Improves current best practice on requirements gathering, supplier selection, risk management, testing, deployment, service delivery etc. Managed a large organisation through multiple solution cycles. Continuously improves TCO and SLA performance.
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IM Operations & Service Delivery
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Operates a single service as part of a greater portfolio, understand the importance of SLA management and can adopt best practice for service introduction.
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Manages a portfolio of services in a single domain, holds suppliers to account on SLAs, liaises with solutions design and architecture to ensure roadmaps are followed and services are introduced with excellence.
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Manages a multi-domain portfolio of services with multi-vendor facing role. Responsible for SLA delivery to a business unit and has overall complexity reduction targets. Leads service improvement programmes.
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Continuous service improvement approach to a regional portfolio or services. Wholly responsible for the service set and measurement against service performance. Manages complex service measurement and penalty models with suppliers and is accountable for all service improvement programmes.
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ORGANISATION CHART
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