Creating capability

Knowledge sharing

Knowledge sharing

Posted on by PAshton

What is it? Knowledge sharing is about creating a two-way communication environment for members of an organisation to exchange expertise and experience for business improvement and innovation.

What it is not? Knowledge sharing is not just clever collaboration software (e.g. SharePoint) technology by itself will not make people share their knowledge.

What’s different afterwards? An environment that enables and motivates sharing, encourages and simplifies access and builds on others’ expertise and experience.

Capability developement

Capability development

Posted on by PAshton

What is it? Capability assessment identifies opportunities for forward development, and establishes an overall picture of the capacity of the discipline as a whole.

What it is not? Capability assessment is not a substitute for organisational or personal development plans – it supports the decision-making by HR and operations managers about the level of competence available compared to what will be needed.

What’s different afterwards? Activities to develop change practitioners are focused on individuals within communities of practice where common needs are identified. By targeting development in this way, the cost is reduced while the effectiveness and relevance of the development dollars is increased – with the specific profile of competences required strengthened.

Expertise transfer

Expertise transfer

Posted on by PAshton

What is it? Expertise transfer (Secondment) is the placement of a change expert into a client organisation by CITI, on a time-limited basis, to assist them with planning, implementing or embedding change initiatives.

What it is not? Expertise transfer is not the placement of a ‘generalist’ resource to an organisation.

What’s different afterwards? The expertise and knowledge that the resource was placed in the organisation to provide is now part of the competence of the organisation.

Reflect-learn-apply

Reflect-learn-apply

Posted on by PAshton

What is it? Specialist programmes to build on the experiences and perspectives of specific project and change disciplines within the organisation. By means of conversations and challenges facilitated by an expert in the discipline, this activity embeds better and more consistent practices.

What it is not? Reflect – Learn – Apply is not training where what is already known by the participants is either ignored or undervalued. It is not a way of replacing current organisational practice and context and is a way of augmenting it.

What’s different afterwards? Reflect – Learn – Apply leaves a sense of community, with the members’ behaviours and performance evolving in a coherent and consistent way in response to new challenges that are faced and solved.

Corporate capability building

Corporate capability building

Posted on by PAshton

What is it? Corporate capability is determined by the competence (and capacity) of the individuals involved, the effectiveness of the processes used and the efficiency of the governance model deployed by the organisation. Building corporate capability means addressing each of the three dimensions in a balanced and integrated way.

What it is not? It is not a catalogue of courses and training events, and it is not a static or ‘one-off’ process.

What’s different afterwards? HR and operational departments can calibrate current levels of competence and capacity against a target benchmark. This facilitates the development of a clear route-map to establish a level of competence and capability to meet the predicted levels required to deliver future enterprise portfolio.

AGILE

AGILE

Posted on by PAshton

What is it? Agile software development methods require different management approaches from those used to control more traditional development lifecycles. Project managers who use Agile development methods need to be confident that they have effective monitoring and control mechanisms in place to establish whether genuine progress is being made, and whether the business case continues to be viable.

What it is not? Agile is neither a project management nor a programme management method – it is another approach to developing software and systems, where requirements are difficult to establish.

What’s different afterwards? Only those software developments that would benefit from the use of Agile deploy it. When Agile is used, the governance groups charged with guiding the project are confident that real progress towards an acceptable completion state is being made.