1.7: Human Capital Management
Human Capital Management Other Information:
To achieve the overall goals of the OPIC IT Strategic Plan, the OCIO must work in concert with other OPIC Offices and its
contractors to ensure that the IT workforce has the knowledge, skills, and abilities to make those goals a reality. Key to
the success of this goal is the development of an IT Human Capital Management Plan. This plan will outline the goals, objectives,
and timelines to ensure consistency in individual skill levels, with special emphasis on customer service and service delivery.
The IT Human Capital Management Plan will focus primarily on these areas: • Strategic alignment/human capital planning; •
Workforce planning and deployment; • Accountability system; • Talent management; and, • Leadership development and succession
planning. Although the OCIO will continue to outsource delivery of some IT services, those services will always be managed
by OPIC federal employees. In order to execute those management responsibilities, OCIO is working diligently to ensure that
OPIC employees with management and contractual oversight duties are well trained and well prepared to execute those duties.
Creating clear direction, efficiency, timely response, and quality outcomes requires project managers who are agile -- adept
at change. The OCIO will seek certification of OPIC program managers by the Project Management Institute (PMI), the world's
leading association for the project management profession. It administers a globally recognized, rigorous educational, and/or
professional experience and examination-based professional credentialing program. The OCIO will develop a plan to ensure a
group of employees is targeted each year to attend PMI training so that succession planning in the area of project management
does not become an issue. While this is a positive step forward, leadership is committed to ensuring that all employees have
a project management mentality in terms of completing projects on time and within budget. Therefore, the OPIC IT employees
will be coached on Earned Value Management (EVM) and the Clinger-Cohen Act project management regulations, as well as the
ramifications that a missed project deadline or cost overrun has on other projects in the IT portfolio. Furthermore, the PMI's
Organizational Project Management Maturity Model (OPM3) will be considered for utilization for assessment and guidance on
prioritizing and planning increased maturity in this area. The requirement for technical and effective Contracting Officer’s
Technical Representatives (COTRs) is ever increasing in the Government workplace. As the OCIO outsourcing increases, the requirement
for highly trained COTRs increases to ensure a fair and equitable contract management program exists to produce efficient
resource investments.
Indicator(s):
|
