Key Messages

  1. SFIA and CobiT form a natural fit. A move to a process oriented organisation and the implementation of defined, repeatable processes will benefit from a standard skills framework and a common language for skill levels.
  2. CobiT’s Maturity Attribute Table highlights the importance of skills development and skills management. Skills and Expertise is one of CobiT’s 6 attributes of process maturity. The introduction of SFIA and associated processes for skills management will provide a proven approach to increasing the maturity of your CobiT processes.
  3. The CobiT process PO7 Manage IT Human Resources benefits from SFIA directly. Successful management of the IT workforce benefits from customised HRM processes tailored to fit the unique demands of managing an IT workforce e.g. assignment-based working, technical career paths and technical leadership, knowledge-intensive roles and processes, wide-spread use of out-sourcing and contractors, technical skills development, IT professionalism & certification. SFIA provides a key building block with which to implement IT workforce management processes.
  4. The 34 CobiT processes require individuals who demonstrate skills and skill levels already documented in SFIA. This forms a ready-made, industry standard reference for organisations who wish to improve their Skills and Expertise maturity attributes in any of the 34 CobiT processes.
Current maturity level Examples of actions needed to reach target maturity level Target Maturity level
Level 0: Non-existent Set the strategic context for professional IT HR management – link to business & IT strategic imperatives. Education and engagement of key stakeholders on the benefits of professional IT HR management and on the scope and benefits of SFIA. Creating a business case for change Level 1: Performed Process
Level 1: Performed Process Joint planning with owners of other CobiT processes. High level review of current IT HRM processes (using industry standard frameworks such as the PCMM) to identify areas of risk and also opportunities for capability development. Development of basic measures of effective IT HRM Resource planning and management. e.g. standard role profiles and common planning language. Use SFIA to support development of role profiles and a common planning language. Development of basic processes for performance management, induction, training & development, resourcing, recruitment and exit processes. Level 2: Managed Process
Level 2: Managed Process Develop IT HRM operational plan and an IT workforce plan. Develop standard career paths, learning catalogues and formal training plan. Agree organisational priorities for skills and knowledge development. Align individual development plans with organisational workforce objectives. Establish talent development programme approach to enable rotational programmes to expand technical and business management skills. Use SFIA to support skills assessment, skills planning, career paths and learning catalogues. Level 3: Established Process
Level 3: Established Process Establish communities of practice or equivalent management roles to own workforce development. Introduce standardised measures. Establish industry links to industry standards and forums. Maintain currency of skill definitions by following and contributing to on-going development of SFIA. Identify and implement career paths to support the strategic workforce plan. Level 4: Predictable Process
Level 4: Predictable Process Establish on-going IT HRM management processes linked to business and IT strategic and operational plans. Formal audits and reviews against industry best practice (e.g. People CMM) to establish consistency with best practice. Develop pro-active training programmes to support new technology standards & skills. Level 5: Optimising Process