- Solicits information on enterprise direction, goals, and industry competitive environment to determine how own function can add value to the organization and to customers
- Makes decisions and recommendations clearly linked to the organization’s strategy and financial goals, reflecting an awareness of external dynamics
- Demonstrates awareness by providing clear explanations for actions taken relative to customer requirements, needs, and industry trends
| Proficiency Levels – What it looks like | ||||
|---|---|---|---|---|
| Being Developed (BD) |
Basic (B) |
Intermediate (I) |
Advanced (A) |
Expert (E) |
| Inquires about the relationship of technology to the business as it pertains to assigned area of responsibility and related projects | Keeps informed on business operations data | Develops and implements technical solutions that meet operational improvement needs | Directs and coordinates the development and implementation of process-based solutions that cross organizational lines | Sponsors enterprise-wide initiatives |
| Seeks out relevant information from available sources including supervisors, peers, clients, intranet/Internet, and documentation | Gains consensus for suggestions from supervisors and project teams | Ensures that decisions are supported by relevant stakeholders, as well as sound performance data | Creates business case for investment in process and technological enhancements | Defines strategic imperatives in terms of the links between increased value, enterprise needs, and technological solutions |
| Implements solutions for technological improvements that align with day-to-day business needs | Effectively communicates technology changes to clients and how the changes affect their business drivers | Sets clear explanations for the integration and alignment of technology and business functions, focusing on the strategic value provided | Procures support and funding from the leading stakeholders in the enterprise | |
| Provides a business-based rationale for determining the necessity of incremental technological improvements and communicates viewpoint using the customers’ own terminology | Explains complex relationships and technological solutions in terms that meet the needs of the affected parties | |||
What it Doesn’t Look Like
- Using the same approach to every situation
- Acting on assumptions
- Making decisions based on outdated operations data
- Failing to communicate changes and their impact to clients
- Looking at technology and processes in isolation
Questions to Consider
- What additional information is required to understand how the technology will be used?
- How does the solution take into account the one year, three year and five year visions for the business?
- What is the business reason for this introduction or change?
- Is there a better, more efficient or effective way of doing this?
- How can implementation be carried out to quickly lead to positive change and results?
Learning and Development Activities
Choose one or two activities that support your preferred learning style, or styles
| Select activities by learning style |  |
 |
 |
 |
 |
| Doing | Listening | Observing | Training | Reading |
(By clicking on the symbol, those activities relating to the learning style will appear)
| Doing |
Suggestions for activities you can do on the job
Self
- Design a process for verifying business operations data and use it with a client.
- Meet with a client to understand the day to day business needs. What did you learn that was not apparent before? How did you uncover that awareness?
- Review a recent implementation you did. What went well, and what caused more work than you had anticipated? What will you do differently on your next implementation?
With Peers
- Discuss emerging trends each of you are observing in various business groups. What patterns are surfacing? How can this knowledge be leveraged in your current work?
With your Manager/Team Lead
- Discuss techniques for presenting data to gain consensus or support for ideas. Role play an actual conversation or practice making a presentation.
| Listening and Observing |
Here are some ideas that can be pursued on the job, with some coordination. Use these reflective questions to gain more from your learning experience:
-
- What are three key things I have learned from this experience?
- What will I do differently in my work as a result of this experience?
Listen to The DAMA Guide to the Data Management Body of Knowledge (DAMA-DMBOK) [CD-ROM]; (2009), DAMA International; Technics Publications. Provides data management and IT professionals, executives, knowledge workers, educators, and researchers with a framework to manage their data and mature their information infrastructure.
| Training Programs |
UBC Training Programs offered through Continuing Studies: http://www.tech.ubc.ca/
For UBCO course offerings, please visit the Events page. http://web.ubc.ca/okanagan/facultystaff/events.html
Consider working with a coach following training, to aid in anchoring your learning: http://www.hr.ubc.ca/coaching/
| Reading |
Choose to read one or two of the books listed below. Consider the reflective questions to enhance your learning:
-
- What are the key points the author is making?
- What are three key things I have learned from this reading?
- What will I do differently in my work as a result of gaining this knowledge?
Staff
- Data Modeling for the Business: A Handbook for Aligning the Business with IT using High-Level Data Models; (2009), S. Hoberman, D.Burbank & C. Bradley; Technics Publications. The High-Level Data Model is a simplified view of our complex environment. It can be a powerful communication tool of the key concepts within our application development projects, business intelligence and master data management programs, and all enterprise and industry initiatives. Includes a comprehensive ten-step approach and hands-on exercises to help you practice topics on your own.
- Enterprise Knowledge Infrastructures; (2009), R. Maier, T. Hädrich, & R. Peinl; Springer. This book focuses on the concepts, models and technologies that are used to design and implement an environment capable of improving productivity of knowledge work. It develops the vision of a modular, yet highly integrated enterprise knowledge infrastructure and presents an idealized architecture replete with current technologies and systems.
Managers/Team Leads
- Business Metadata: Capturing Enterprise Knowledge; (2007), W. Inmon, B. O’Neil, & L.Fryman; Morgan Kaufmann. This book is about all the groundwork necessary for IT to really support the business properly, by providing not just data, but the context behind the data. For the IT professional, it will be tactically practical–very “how to” and a detailed approach to implementing best practices supporting knowledge management. And for the the IT or other manager who needs a guide for creating and justifying projects, it will help provide a strategic map.
- Enterprise Architecture As Strategy: Creating a Foundation for Business Execution; (2006), J. W. Ross, P. Weill & D. Robertson; Harvard Business Press. Shows how constructing the right enterprise architecture enhances profitability and time to market, improves strategy execution, and even lowers IT costs. Though clear, engaging explanation, they demonstrate how to define your operating model—your vision of how your firm will survive and grow—and implement it through your enterprise architecture.
Additional Questions
Please contact your Human Resources Representative with any additional questions.
Summary of Links
http://www.hr.ubc.ca/coaching/
http://www.tech.ubc.ca/
http://web.ubc.ca/okanagan/facultystaff/events.html