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going further together

PROFESSIONALISM IN IT Charles Hughes President Elect. going further together. Agenda The Issues Progress so far Programme and Plans. The Background. Failure Statistics : 75% of all IT projects exceed budget and schedule (Gartner) 33% fail altogether (Gartner)

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going further together

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  1. PROFESSIONALISM IN IT Charles Hughes President Elect going further together

  2. Agenda • The Issues • Progress so far • Programme and Plans

  3. 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)

  4. 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

  5. The Story so far • ProfIT Project 2003 • “IT Supplier Code of Best Practice” • IT Professionalism Programme

  6. The Programme Approved by BCS Trustee Board March 2005 Programme Sponsor: Charles Hughes President-Elect Programme Director: Colin Thompson Deputy Chief Executive The Purpose A 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.

  7. 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.

  8. PROFESSIONALISM going further together

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. Professionalism Public Obligation • Regard for and contribution to the public good • Social responsibility • Commitment and contribution to the profession • Communicating and explaining • Engendering trust

  15. THE IT PROFESSION going further together

  16. 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

  17. 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 competence • Demands 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

  18. MAKING IT HAPPEN going further together

  19. 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

  20. Making It Happen Three Main Projects within the Programme • The Leadership of IT- Enabled Business Change 2. Building the New IT Profession 3. Communication and Engagement

  21. 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

  22. 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.

  23. MAKING IT HAPPEN STEERING BOARD • Purpose: • Broad direction • Visibility & credibility • Industry championship • Industry commitment & buy-in BCS Programme and campaign management and support EXECUTIVE GROUP • Purpose: • Widest poss. Representation & involvement of professional community • Ensure all relevant issues are included and covered by appropriate research/consultation • Secure pool of experts to drive programme content • Ensure consistent message from the whole profession • Secure top class QA mechanism • Provide review mechanism for all conclusions and recommendations to Steering Board Input from advisory groups Input from research and consultation

  24. 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

  25. 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

  26. 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

  27. MAKING IT THE PROFESSION OF THE 21ST CENTURY I going further together

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