Skills and Delivery Mapping

Summary of Skills Mapping and Delivery conversations with Dan North and Chris Matts

Transcript

1. Skills and Delivery Mapping @jon_whitaker with thanks and credit to @tastapod and @papachrismatts
2. Skills development philosophy 2 “We wish people to grow by delivering objectives up and down the stack. It is not a zero sum game, otherwise we have failed!” Dan North, September 2014
3. The 6 dimensional stack 3 I am a programmer* in a team working on a product on a platform In a department In an organisation *insert your career path here Scale
4. Exploring the stack 4 I am a programmer* in a team working on a product on a platform In a department In an organisation *insert your career path here Scale Consider the needs, goals and objectives at each level
5. Mapping real skills to the stack 5 I am a programmer* in a team working on a product on a platform In a department In an organisation *insert your career path here Scale SQL, OO, FP Design patterns TDD SDLC Teamwork Influencing Business Domain knowledge Customer liaison Usability Technical Domain Dept Goals Lean Agile ROI
6. Build your profile across 6 dimensions 6 SQL, OO, FP Design patterns TDD SDLC Business Domain knowledge Customer liaison Usability Agile, Lean, ROI Technical Domain knowledge DDD ... Productivity, Quality, Time to Market Teamwork Influencing Listening Teaching me dept product org team platform
7. How do we make the bus go faster? 7
8. Skills Liquidity Matrix 8 Skills identified to deliver into project Team Members Ranking 0 – None/Novice 1 – Competent 2 – Proficient 3 – Expert/Master From: “Introducing Staff Liquidity” by Chris Matts, Nov 21, 2013 http://theitriskmanager.wordpress.com
9. Portfolio level skills mapping To visualise team and departmental skills need over rolling 18 months, make a SWAG estimate at team capacity needed and overlay with actual skills matrix: 9 time Portfolio level view across teams Team 1 Team 2 Team 3 Team 4 Q0 Q1 Q2 Q3 Q..... Increasing uncertainty the further out we go Liquidity skills matrix 3 SWAGs 2 SWAGs NOW
10. One quarter on – Tornado tracking To visualise team and departmental skills need over rolling 18 months, make a SWAG estimate at team capacity needed and overlay with actual skills matrix: 10 time Portfolio level view across teams Team 1 Team 2 Team 3 Team 4 Q0 Q1 Q2 Q3 Q..... Increasing uncertainty the further out we go Liquidity skills matrix 3 SWAGs 2 SWAGs NOW
11. Overlay rolling QCP on my skills profile 11 Design patterns SQL, OO, FP TDD SDLC Business Domain knowledge Customer liaison Usability Agile, Lean, ROI Technical Domain knowledge DDD ... Productivity, Quality, Time to Market Teamwork Influencing Listening Teaching ? What can I already do ? What do I want to improve ? What do we need next ? What are my Blind spots
12. Learning Map Template 12 What do I want to Improve? What can I already do? What we need to deliver Next? ASPIRATIONS CAPABILITIES PIPELINE
13. What the intersects tell us 13 What do I want to Improve? What can I already do? What we need to deliver Next? Gold Elective learning Kaizen (I teach) Here be dragons The tiger in the tree Elective practice Kaizen (I seek) ASPIRATIONS CAPABILITIES PIPELINE
14. Now map your skills to QCP needs 14 What do I want to Improve? What can I already do? What we need to deliver Next? Java Go TDD Bootstrap SQL SBE Scala ASPIRATIONS CAPABILITIES PIPELINE
15. In order to ... As a ... I need... Map objectives to deliverables and colour work items: 1.Features / business impact o Showcase demo o Short term speed 2.Discovery / exploring / R&D o Showcase learning o Surface risk 3.Kaizen – sharpening the axe o Showcase improvements (PDCA, A3,....) o Develop longer term speed This all enables better delivery and our capability! 15 Always have some Features, Discovery and Kaizen in flight! In order to ... As a ... I need... In order to ... As a ... I need... In order to ... As a ... I need...
16. Next steps • Build initial model of capabilities and skills by role, competency level • Work with others to identify your capabilities, gaps and unknowns at the 6 dimensions • Overlay Portfolio rolling capacity planning skills “lens” • Identify opportunities to touch upon the needs of all 6 dimensions • Aim to balance Features, Discovery and Kaizen • Set personal goals against your skills profile • This becomes your skills acquisition plan! 16