Lead, Direct, and Control Digital Services by Design

How the leader, manager, and workforce interpret, design, and agree with the reality of service performance – the truth to believe, the purpose to realize, the policy to observe, the product to develop, the right things to be done, the right way of doing, the timetable of success, the acceptable behavior to act, the process to improve, the metrics to measure, the competency to match – differentiate the ability of leadership and management to lead, direct, control and improve the action and results that matter to doing service strategy, design, plan, project, operation, and audit of ICT for sustainable development.

We are grateful to some agency people called “decision and work” who got us to experience the real “insider view” of policy, process, people, and procurement at the work level of performance.  We are grateful for some challenged organizations that have been part of our consultancy initiative on Digital Services Competency Modeling for Continual Performance Improvement.

We found our best lesson as we watched, listened, and confronted the various knowledge and personal filters that condition the framework of ideas, methods, attitudes, metrics, and technology about strategy, design, delivery, and support of services… (Services defined for the public good and enabled by public funds)

We enjoy the whiteboard doodles as we logically dissect the essential questions and content to compose, decompose and recompose the alignment of policy, process, people, and procurement to the defined results and indicators of service effectiveness, efficiency, and accountability.

We like the affirmation and improvement of the task items in doing competency modeling for Digital Services Management.

1. Elicit, analyze, and document the workplace questions of performance
2. Review, summarize and connect responsiveness, relevance, and re-usability of expert’s knowledge and reference standards.
3. Compose and agree on the performance framework and competency requirements that are clear, shareable, and doable.
4. Plan and implement the process and competency improvement in the fit execution context and strategy of development.

The knowledge products are now focused on responsive, relevant, and reusable mindset, methodology, and technology of doing the following at the workplace:

1. Digital Strategy Management
2. Digital Services Planning with Enterprise Architecture
3. Digital Services Operation Management
4. Digital Data Privacy and Information Security Awareness
5. Digital Business Process Improvement
6. Digital Project Management
7. Policy, Process, and Competency Modeling for Performance Improvement

Each competency modeling workshop presents essential questions on the felt need to be addressed in the workplace, the comfort level on what is known about enablers and results, and then points fundamental content to build a shared understanding of concepts, methods, and technology to improve capability and capacity of performance.

The need question matrix session displays -what to achieve, what to maintain, what to prevent, and what to eliminate in doing policy and strategy modeling, strategic planning, service design, project management, operation management, process improvement, information security awareness, and competency modeling. It confronts written reports and talked the observation of assessment, monitoring, evaluation, and audit of actual performance activities and outcomes.

The diagram, matrix, and checklist making facilitate the fitted competency requirements and outcomes indicators described for the key results areas of doing policy, strategy, design planning, project, operation, security, and process improvement.

The reference review activity brings forward an understanding of the application and re-usability of the acknowledged practitioner’s body of knowledge, industry reference standards, and research lessons learned. It allowed shared elicitation, analysis, and agreement on the definition of requirements and opportunities for change.

The learning model for continual performance improvement of services
70% – actual workplace experience
20% – practitioner’s social network
10% – desk research lectures