Lead, Direct, Control and Improve by Design

How the leader, manager and workforce interpret, design and agree 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.
I am grateful to some agency people called "decision and work" who got me to experience the real "insider view" of policy, process, people and procurement at the work level of performance. Thank you, FB friends who have been part of this consultancy initiative we started in 2016, E-Services Competency Modeling for Continuous Performance Improvement.
I found my 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 public good and enabled by public funds)
I enjoy the whiteboard sessions 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.
Happy to start 2017 with its version of doing competency modeling for E-Services Management.

Elicit, analyze and document the workplace questions of performance
Review, summarize and connect responsiveness, relevance, and re-usability of experts knowledge and reference standards.
Compose and agree on the performance framework and competency requirements that are clear, shareable and doable.
Plan and implement the process and competency improvement 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:
E-services Strategy Management
E-services Planning with Enterprise Architecture
E- services Operation Management
E-services Information Security Awareness
E-services Business Process Improvement
E-services Project Management
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 point fundamental content to build the 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 observation of assessment, monitoring, evaluation and audit of actual performance activities and outcomes.
The whiteboard sessions identify the competency indicators for the outcomes described for the key results areas of doing policy, strategy, design planning, project, operation, security and process improvement. The standards look up part of the activity reviews for application and re-usability of the acknowledged practitioner's body of knowledge, industry reference standards, researchers lessons learned. It elicits, analyzes and agree on the present and prospective views of requirements and opportunities of change.
The learning model for continual performance improvement of services
70% - actual workplace experience
20% - practitioners social share
10% - desk research lectures