SFIA makes transformational change less taxing Case Study: Inland Revenue

SFIA plays a role in countering weapons of mass destruction Case Study: DTRA

Achieving Service Maturity for Vodafone CASE STUDY

Return on SFIA Investment Case Study

Finding untapped capability from within using SFIA Case Study: Central Sussex Partnership ICT (CenSus)

Helping Telefonica achieve ISO/IEC 20000 certification Case Study

Case Study: Inland Revenue

With a mission to bring New Zealand’s tax administration into the modern world, Inland Revenue has embarked on a Business Transformation program, using elements of SFIA, ITIL, SIAM and COBIT.

The Challenge

Inland Revenue’s core objective of enabling Business Transformation involves their people, processes, policy and technology.

Streamlined processes, advanced tools and more intelligent use of data will provide Inland Revenue with a single view of the customer and their needs. To achieve this, they needed to have the skills to proactively support customers to get their tax right from the start rather than reacting when things go wrong.

A key challenge for the team was the need to understand the skills required to support not only the existing Heritage systems but also those skills required to support the transformation process as well as the new services platform. It was decided that SFIA (Skills Framework for the Information Age) was the framework they would need to ensure they had a consistent and structured set of skills to work from.

The Solution

Inland Revenue engaged BSMimpact to conduct a SFIA baseline assessment across the ICT organisation to understand what skills they had.

This included assessing and validating 300+ ICT staff and producing an organisation-wide report detailing the overall levels of responsibility, outlining skill gaps and providing observations and recommendations for improvement. Each ICT member was provided with an individual SFIA skills profile.

The information from the consolidated organisation report was used to inform strategies for Learning and Development, sourcing strategies and Organisational Design.
BSMimpact also worked with the leadership team to create SFIA based Position Descriptions (Job Expectations) and conducted a series of training courses to further develop internal SFIA expertise and assist People Managers in working with their teams in terms of learning and career development.

BSMimpact were further engaged to help define the “to be” Target Operating Model based on SIAM, and determine the new roles and skills required. The Target Operating Model and subsequent Organisational Design included elements of workload analysis, training needs analysis, transitional support and process modelling.

The frameworks, methods and tools used included SFIA, ITIL, SIAM and COBIT.

“BSMimpact did a great job with regards to the implementation of the SFIA framework within the ICT Department at NZ Inland Revenue. They quickly established relationships at the senior level and delivered a consistent and high quality product at all times. Their consultants have high expertise in SFIA and added significant value throughout our successful implementation in all aspects including assessments, job expectation development and evaluation, training and ongoing support. “

– Don Burns, Principal Advisor to the Chief Technology Officer, New Zealand Inland Revenue


Download the full case study (link below) to view further details of what worked well, lessons learned, and moving forward.


DTRA Case Study

US-based DTRA – Defence Threat Reduction Agency has one main focus: to keep Weapons of Mass Destruction out of the hands of terrorists and other enemies by locking down, monitoring, and destroying weapons and weapons related materials.  DTRA J6, Information Operations, serves as the underlying information technology and knowledge services entity for all of DTRA.

As the IT practitioner’s role is increasingly moving from a strict “technology” orientation to a more collaborate “innovating together” orientation, it was felt that the Skills Framework for the Information Age (SFIA) was a good fit to help transition the department from being technology focused to that of collaborative innovation.

BSMimpact were asked to conduct an “Understanding SFIA” training course and following this, perform a SFIA self-assessment using BSMimpact’s online tool.

Matthew was a great instructor, experienced and insightful in his sharing of important SFIA-driven procedures and practices for world-class IT professionals.  And the SFIA concepts appear to be a great fit for what our DTRA J6 is trying to accomplish – transition us to the brave, new world of future IT concepts and practices”.

– Donald Minner, DTRA J6 Information Operations Lead, Quality-Analysis-Synchronization Team.

Click on the link below to read the full case study.


Case Study – Vodafone

Consolidating disparate IT Services to become predictable, optimised and valued by the Business.

Vodafone had been going through an extended period of growth with an attendant expansion of its IT. This had led to the emergence of a disparate set of standards and processes, with a number of uncoordinated projects. The result was unsatisfactory levels of service performance and inefficient operations. With its heavy reliance on technology to deliver its business, these issues undermining the relationship between IT and the Business. In recognition of these issues, Vodafone created a Service Operations function to introduce formal Service Management discipline within IT. This function however needed additional skills and experience to give direction and focus to achieving its objectives.

The Solution

Starting with a small and focused Service Management implementation for one department, BSMimpact were able to identify the cause of wider service inefficiencies across IT. BSMimpact then presented a remedial plan designed to address the customers’ issues. Employee engagement is fundamental to business success in any service industry and this was a corner stone in our activity with Vodafone. Feedback was collected from employees within Service Operations and from internal customers and stakeholders across Vodafone. We also held workshops with key stakeholders to agree a set of design principles.

The Benefits

In addition to cost savings resulting from the removal of inefficient practices and duplicated projects, Vodafone realised benefit through the increased recognition of the value delivered by IT to the Business. This led to a more mature relationship between IT and the Business which supported future investment and development.

Read the full case study by clicking on the link below.


Case Study: LPI

Developing staff skills to prepare for the Department’s transformation to a services organisation.

Land and Property Information (LPI) is a division of the Department of Finance, Service and Innovation.  They are the key provider of land information services in New South Wales, Australia, which includes spatial information, titling information and valuations.

Steven Woodhouse, the Chief Information Officer of the Department had created a strategy to turn the ICT department from a traditional environment into a services organisation.

“I wanted us to work as a service organisation within LPI” commented Steven.  To do this, he had to set up a vision of what the organisation would look like.  In order to see this ‘future state’, they needed to understand their current situation.  LPI turned to SFIA to understand what skills they had currently, and to determine what skills they needed in the future.

Download the full case study (link below) to view their SFIA Assessment findings and an outline of Phase 2 – Performance Management.

We needed to get a flatter, more streamlined structure that allowed for the movement of skills from one place to another, plus we needed to enhance some skills and not worry about others.  The performance management component was recognised as a logical next step, where our aim was to make people want to participate in performance management.  That’s why we tied our next phase of our SFIA journey in with performance management.


Case Study: CenSus

Understanding individual skills of current staff at CenSus using SFIA provided invaluable data.

Central Sussex (CenSus) Partnership ICT provides ICT Infrastructural support services for the Horsham, Mid-Sussex District Councils and the Adur-Worthing Partnership. The organisation was formed in 2006 with Adur, Horsham and Mid-Sussex participating. Worthing subsequently joined in 2011. The CenSus ICT team also supports the CenSus Revenues and Benefits Service that provides benefit processing for Adur, Horsham and Mid-Sussex councils.

The CenSus ICT Team has three principal locations (Horsham, Haywards Heath & Worthing) and has been formed from the respective Council teams.

The intention and plan at CenSus was to form a single team capable of providing ICT support services for the participating organisations, both for Business As Usual (BAU) activities and for transformational and developmental projects. To do this, it was necessary to understand the skills and capability of each team member to ensure that the right people were in the right roles.

It was determined that the Skills Framework for the Information Age (SFIA) was a framework that could be used to identify ICT skills and understand if there were any skills gaps. BSMimpact were engaged to help CenSus implement SFIA. With the arrival of the new Interim Head Of CenSus ICT (himself SFIA accredited) it had been determined that a skills assessment for the 46 staff involved should be undertaken prior to any possible reorganization of the service. To make sure that the service was able to meet current and future demands in a rapidly changing environment, they needed to know what skills and capabilities were present within the team.  This included not only technical skills, but also professional and customer service skills.

An excellent service provided by a thoroughly professional organisation. BSMimpact’s Consultants were knowledgeable and had sufficient experience to be able to put the information gathered into a suitable context.” – Ian Henderson, Interim Head Of CenSus ICT

For the full Case Study, download the PDF below.


Case Study: Telefonica

Ensuring ISO/IEC 20000 Certification was achieved and embedded in Telefonica’s business for long term success.

Telefonica is one of the world leading integrated operators in the telecommunication sector, providing communication, information and entertainment solutions, with presence in Europe and Latin America.  Operating in 24 countries, Telefonica’s customer total amounts to 313.1 million*, with over 23 million customers in the UK.

As the commercial brand of Telefonica UK Limited, O2 is a leading digital communications company. With over 450 retail stores, O2 runs 2G, 3G and 4G networks across the UK.  Telefonica UK’s vision is to be “the most trusted provider of brilliant digital services for our customers”.

To underpin this vision and purpose, Telefonica wanted to achieve ISO/IEC 20000 certification, as it was a recognized international standard that can demonstrate professional standards in service management. It was believed that the achievement of this certification would further demonstrate and underpin their ambition to develop an industry leading service based organization and enhance the value of service to their customers.

The Solution

Whilst several organisations have achieved ISO/IEC 20000 (ISO20k) certification, reports of successful projects indicate that it usually takes 12 to 18 months. This was seen as a major risk to the project within Telefónica.

By working in partnership with BSMimpact, using an agile-like approach, Telefónica UK fast tracked their certification, taking only 5 months to design, implement and embed the SMS ready for the further 3 months of evidence and records required by the external auditors for certification. BSMimpact brought expertise, assessment and tools support to Telefonica and ensured that the following principles were adhered to:

  • Skills: The application of SFIA (the Skills Framework for the Information Age) was key to ensuring that Process Owners and Managers, and other key jobs and roles were defined, and that individuals had the right skills.
  • Managing Complexity: Maintaining momentum by implementing the project in manageable stages and keeping the project within timeframes that could be achieved alongside the other demands of the business.
  • ITSM and “Agile”: The incorporation of ITSM activities across Top Management and throughout the organisation, and the use of an Agile-based approach to each stage of the project, were seen as key to its success.
  • Appropriate Use of Technology: The Service Management System (SMS) solution developed by BSMimpact, was incorporated into Telefonica’s SharePoint intranet, supporting the goals of simplicity, “ease of use”, flexibility, scalability and function – using standard tools and functionality already in use, rather than purchasing customised bespoke tools with high Total Cost of Ownership (TCO).
  • Business Change and Communications: Ensuring the transformation reached a cultural level through effective communications and the application of Business Change activity using approaches embedded in best practice guidance described in Balanced Diversity and BSMimpact’s Transformation Journey.

Part of our vision is to be industry leading in service management. Telefonica UK now has an ITIL aligned and ISO20K certified Service Management System that allows us to demonstrate excellence and prove best practice in the way we manage Services for our customers. Furthermore, industry experts agree that the timelines in which we have achieved it are unheard of and they are keen to talk to us!
– Eva Franconetti, Continual Improvement Manager, Telefonica UK