Answer the below three answers as guided in the attached documents

User Generated

ofcaf073

Engineering

Description

Question 1

Explain in your own words why a framework like SFIA is important to the ICT profession?

Write minimum 250+ words

Question 2 

You have a resume already, how do you think you would change it now that you understand the SFIA Framework? Would you use the SFIA Framework to highlight your current achievements and make them seem like a path to somewhere or would you have it simply be a record of your achievements and skills?

Identify the parts of your resume that would be changed. Discuss this with your classmates and collectively come up with a summary of the parts to be changed.

Write no more than a page on this.

Question 3

You have been asked to assess your generic attributes and their levels of responsibility using the SFIA Framework.  At what level of responsibility would you assess your current 5 generic attributes?  Explain why you think that these attributes are currently at this level. 

QUESTION 4

You should write at least 200 words on something you have learned  that may include:

  • what you have learned
  • what is happening in your internship or workplace
  • how you are relating what you have learned to what is happening in your workplace
  • other aspects of your professional development
    • an article you have read
    • an event that you have attended
    • something that may have happened in the workplace that has resulted in your learning about our different workplace culture
    • an interview you had, or a presentation you may have given.

Your reflection may cover more than one of these categories.

Use the Reflective Journal Reading article as a guide to possible career development activities.

Unformatted Attachment Preview

SFIA v6 Skills Matrix Self Assessment Step by step guide This presentation was adapted by Anita Steinberg asteinberg@bigpond.com of ACSEducation (a division the Australian Computer Society) from material originally developed by Peter Leather (an accredited SFIA Consultant peter.leather@ex-p.co.uk) This assessment method is provided as a guide to analysing your SFIA skills based on the published SFIA framework. The authenticity and accuracy of the result belongs with the user as they are the final arbiter of their skills Contains navigation best viewed using Microsoft Office Introduction • One of the key strength of SFIA is its depth and breadth of coverage of IT and ITrelated skills. • The downside of this for first time users is that it can seem quite overwhelming. • This document outlines a pragmatic 3 step approach to optimise the self assessment process. Step 1 Levels of Responsibility • Defines the different levels of competence or attainment exercised by IT practitioners. • Each of seven levels – from new entrant to strategist level – has its own generic definition, cast in terms of the four dimensions: – – – – autonomy, influence, complexity and business skills. • Before you start your self assessment, – Familiarise yourself with the levels of responsibility and how they describe the four dimensions. Step 1 Levels of Responsibility • • • • • • • Level 1: follow Level 2: assist Level 3: apply Level 4: enable Level 5: ensure, advise Level 6: initiate, influence Level 7: set strategy, inspire, mobilise Move the cursor over the file icons above to display the detail of each level Step 2 Identify and Prioritise Skills • Browse through the overall descriptors for each of the skills. • Sort each skill into one of 3 groups: – Group 1 - a skill I definitely have – Group 2 - a skill I may have - I will need to do some more investigation – Group 3 - a skill I definitely don't have • Record this in the template provided. • This prioritises the skills to look at and will make the detailed skills assessment in Step 3 more focussed and productive. • For skills in Group 1; proceed to a detailed assessment against the SFIA Skill Level descriptors. • Return to the skills in Group 2 when you have completed your assessment of all skills in Group 1. Step 3 Assessment • Start by looking at the level descriptors for the skills that you have assigned to Group 1 • Remember it is actual experience of doing something (preferably repeatable) which demonstrate capability. • A skills assessment is about demonstrated behaviours not about potential. Examples from your “body of work” are vital to support any assessment. Evidence should meet the following criteria: – Identify something that the individual specifically did (rather than the team) – Describe an event that has already happened (NOT intentions for the future) Step 3 Assessment • Some SFIA level descriptors make use of relative terms such as simple, moderately complex, large. For example, the programming/software development skill (PROG), the descriptor say: – Level 2 Designs, codes, tests, corrects and documents SIMPLE programs – Level 3 Designs, codes, tests, corrects and documents MODERATELY COMPLEX programs – Level 4 Designs, codes, tests, corrects and documents LARGE and/or COMPLEX programs • This can make it difficult to assess where you are. For example, you know that you develop programs but how do you decide if your programs are simple, moderately complex or large. • At this point, you should refer back to the level of responsibility to help clarify your level. So rather than debating what is simple or complex, you can refer to the four dimensions of autonomy, influence, complexity and business skills and choose your level that way. Step 3 Assessment • One trap to avoid is where individuals are aware of the skill or need to understand the concepts. – For example, I may not be an Architect but for my role I need to understand the concepts of Enterprise Architecture and be able to understand their work products. • While it is useful to know that an individual has this knowledge it does not follow that they should assess themselves as having the Enterprise Architecture skill. • Work methodically through all the skills in Group 1 • Repeat the process for Group 2. SFIA Matrix Template Category Development and Implementation Development and Implementation Development and Implementation Development and Implementation Development and Implementation Change and Transformation Change and Transformation Change and Transformation Sub Category Systems Development Skill Data Analysis Id DTAN Systems Development Systems Design DESN Systems Development Network Design NTDS Systems Development Database Design DBDS Systems Development Programming Software Development Business Analysis PROG Requirements Definition and Implementation Business Process Testing REQM Business Change Management Business Change Management Business Change Management BUAN BPTS Group Level Evidence of Current Skills SFIA Matrix Example Category Development and Implementation Sub Category Systems Development Skill Data Analysis Id DTAN Group 1 Level 3 Evidence of Current Skills Applies data analysis, data modelling and quality assurance techniques based upon a detailed understanding of business processes, to establish, modify or maintain data structures and associated components. Advises database designers and other application development team members in the details of data structures and associated components. (You should demonstrate this will evidence to support, from previous projects or work experience). You are now ready to start your self assessment SFIA 7 The complete reference SFIA 7: The complete reference Contents Skills at a glance 2 SFIA 7 4 About SFIA 5 SFIA and skills management 8 How SFIA works 13 The context for SFIA 15 Levels of responsibility 17 Skills 25 Strategy and architecture 26 Information strategy 27 Advice and guidance 35 Business strategy and planning 37 Technical strategy and planning 47 Change and transformation 52 Business change implementation 52 Business change management 57 Development and implementation 66 Systems development 67 User experience 80 Installation and integration 84 Delivery and operation 88 Service design 88 Service transition 90 Service operation 95 Skills and quality 106 Skill management 106 People management 110 Quality and conformance 113 Relationships and engagement 119 Stakeholder management 119 Sales and marketing 125 A to Z skills list 130 Using and licensing SFIA 132 Copyright © SFIA Foundation 2018. 1 SFIA 7: The complete reference | Skills at a glance Skills at a glance Description of all SFIA 7 skills according to category and subcategory Category Subcategory Skill Strategy and architecture Information strategy Enterprise IT governance GOVN Strategic planning ITSP Information governance IRMG Information systems coordination Levels Page 5 6 7 5 6 7 4 5 6 7 6 7 27 28 29 30 ISCO Information security SCTY Information assurance INAS Analytics INAN Data visualisation VISL Information content publishing ICPM Advice and guidance Consultancy CNSL Specialist advice TECH Business strategy and Demand management DEMM planning IT management ITMG Financial management FMIT Innovation INOV Research RSCH Business process improvement BPRE Knowledge management KNOW Enterprise and business architecture 3 4 5 5 3 4 5 4 5 1 2 3 4 5 5 4 5 5 5 4 5 5 2 3 4 5 5 2 3 4 5 5 6 7 6 7 6 7 7 7 7 30 31 32 33 34 35 36 37 38 39 40 40 42 43 44 4 5 6 7 4 5 6 4 5 6 45 46 47 6 6 6 6 6 6 6 6 6 6 6 7 7 7 STPL Technical strategy and planning Change and transformation Business change implementation Business change management Development and implementation Systems development Business risk management BURM Sustainability SUST Emerging technology monitoring EMRG Continuity management COPL Network planning NTPL Solution architecture ARCH Data management DATM Methods and tools METL Portfolio management POMG Programme management PGMG Project management PRMG Portfolio, programme and project support PROF Business analysis BUAN Business modelling BSMO Requirements definition and management REQM Organisational capability development OCDV Organisation design and implementation ORDI Change implementation planning and management CIPM Business process testing BPTS Benefits management BENM Systems development management PROG Copyright © SFIA Foundation 2018. 6 6 6 6 6 7 6 7 4 5 6 7 2 3 4 5 6 48 48 49 50 51 52 53 54 55 3 4 5 6 2 3 4 5 6 2 3 4 5 6 57 58 60 5 6 7 61 5 6 7 62 5 6 63 4 5 6 5 6 5 6 7 64 64 67 DLMG Systems design DESN Software design SWDN Programming/software development 2 4 5 5 4 5 2 3 4 5 3 4 5 5 4 5 6 2 3 4 5 6 2 3 4 5 6 68 69 70 SFIA 7: The complete reference | Skills at a glance Category Subcategory User experience Installation and integration Delivery and operation Service design Service transition Service operation Skills and quality Skill management Skill Real-time/embedded systems development RESD Animation development ADEV Data modelling and design DTAN Database design DBDS Network design NTDS Testing TEST Safety engineering SFEN Information content authoring INCA User research URCH User experience analysis UNAN User experience design HCEV User experience evaluation USEV Systems integration and build SINT Porting/software configuration PORT Hardware design HWDE Systems installation/ decommissioning HSIN Availability management AVMT Service level management SLMO Service acceptance SEAC Configuration management CFMG Asset management ASMG Change management CHMG Release and deployment RELM System software SYSP Capacity management CPMG Security administration SCAD Penetration testing PENT Radio frequency engineering RFEN Application support ASUP IT infrastructure ITOP Database administration DBAD Storage management STMG Network support NTAS Problem management PBMG Incident management USUP Facilities management DCMA Learning and development management ETMG Competency assessment LEDA Learning design and development Levels Page 2 3 4 5 6 71 3 4 5 2 3 4 5 3 4 5 5 1 2 3 4 5 3 4 5 1 2 3 4 5 3 4 5 3 4 5 3 4 5 2 3 4 5 2 3 4 5 3 4 5 4 5 1 2 3 4 5 6 4 2 3 4 4 2 3 4 2 3 4 2 3 4 3 4 3 4 4 1 2 3 4 4 2 3 4 2 3 4 1 2 3 4 2 3 4 3 4 2 3 4 3 4 2 3 4 3 4 3 4 6 6 7 6 6 6 6 6 5 5 5 5 5 5 5 5 5 5 5 5 5 72 73 74 75 75 77 78 80 81 82 83 84 85 86 87 6 6 6 6 6 6 6 6 6 6 6 6 6 6 5 5 6 5 5 5 5 6 5 6 7 88 89 90 91 92 93 94 95 96 96 97 98 99 100 101 101 102 103 104 104 106 3 4 5 6 3 4 5 107 108 3 4 5 5 4 5 4 5 4 5 3 4 5 3 4 5 3 4 5 3 4 5 5 4 5 3 4 5 3 4 5 4 5 4 5 3 4 5 3 4 5 4 5 3 4 5 3 4 5 108 109 110 111 112 113 114 115 116 117 117 119 121 122 123 124 125 126 127 128 TMCR People management Quality and conformance Relationships and engagement Stakeholder management Sales and marketing Copyright © SFIA Foundation 2018. Learning delivery ETDL Teaching and subject formation TEAC Performance management PEMT Resourcing RESC Professional development PDSV Quality management QUMG Quality assurance QUAS Measurement MEAS Conformance review CORE Safety assessment SFAS Digital forensics DGFS Sourcing SORC Supplier management SUPP Contract management ITCM Relationship management RLMT Customer service support CSMG Marketing MKTG Selling SALE Sales support SSUP Product management PROD 2 2 1 2 2 1 2 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 7 7 7 7 3 SFIA 7: The complete reference | SFIA 7 SFIA 7 SFIA 7 - the seventh major version of the Skills Framework for the Information Age. I have great pleasure in introducing the seventh major version of the Skills Framework for the Information Age. First published in 2000, SFIA has evolved through successive updates as a result of expert input by its global users to ensure that, first and foremost, it remains relevant and useful to the needs of the industry and business. SFIA 7, as with previous updates, is an evolution. It has been updated in response to many change requests: many of the existing skills have been updated and a few additional ones introduced but the key concepts and essential values of SFIA remain true, as they have done for nearly 20 years. The structure has remained the same – 7 levels of responsibility characterised by generic attributes, along with many professional skills and competencies described at one or more of those 7 levels. The SFIA standard covers the full breadth of the skills and competencies related to information and communication technologies, digital transformation and software engineering. SFIA is also often applied to a range of other technical endeavours. As well as the regular updates, SFIA 7 focused on a number of themes: ▪ software engineering ▪ cyber security I am very grateful to Peter Leather, who acted as both the SFIA 7 Update Manager and technical consultant/ subject matter expert. Most importantly, thanks are owed to the vast community of SFIA users, volunteers from around the world, covering six continents and hundreds of organisations, who provided requirements, suggested solutions, and drafted or reviewed content. It continues to be translated into 6 languages – with more planned in 2018. In addition, I would like to thank my predecessor, Matthew Burrows, who has been so supportive throughout this update, contributing both content and invaluable advice. SFIA is more than just the Framework, there is an entire ecosystem supporting it which is why SFIA has become the world’s most widely adopted skills and competency framework. – www.sfia-online.org Ian Seward General Manager, SFIA Foundation Chair, SFIA Design Authority Board May 2018 Email: ops@sfia-online.org ▪ digital transformation Copyright ▪ agile & DevOps The contents of this document are copyright © SFIA Foundation 2018 ▪ big data and informatics ▪ knowledge 4 While these have all been elements of SFIA for many years they have been revisited and refined in SFIA 7. In addition, clear statements on how the SFIA skills and competencies are used to deliver benefits are included in this, and additional, documentation. Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | About SFIA About SFIA SFIA describes skills and competencies required by professionals in roles involved in information and communication technologies, digital transformation and software engineering. SFIA was formally launched in 2000 and its provenance can be traced back to the 1980s and a number of collaborative skills and competency projects. These led to the SFIA Framework and the formation of the SFIA Foundation which has become an international not-for-profit organisation that now brings together the global community to develop and maintain the SFIA Framework for the benefit of all. SFIA has become the globally accepted common language for the skills and competencies related to information and communication technologies, digital transformation and software engineering. ▪ Organisations and individuals who contribute a licence fee can be proud that they are helping the continued development of the industry SFIA – What is it? SFIA is an easy to use common reference model SFIA is a practical resource for people who manage or work in or around information and communication technologies, digital transformations and software engineering. ▪ It provides a framework consisting of professional skills on one axis and seven levels of responsibility on the other. SFIA remains a collaboration – it has been regularly updated through a global open consultation process. ▪ It describes the professional skills at various levels People with real practical experience of developing of competence. and managing skills/competencies in corporate, public sector and educational environments from all ▪ It describes the levels of responsibility, in terms of around the world, contribute to ensuring SFIA remains generic attributes of Autonomy, Influence, relevant and true. It is built by industry and business Complexity, Knowledge and Business Skills. for industry and business. SFIA is updated frequently to remain relevant and It is these components that set SFIA apart from other aligned with the needs of industry and business and frameworks and has resulted in its adoption by current thinking. governments, corporates and individuals in almost A common language for skills in the digital world 200 countries. Its unique and ongoing success can also be attributed to: SFIA gives individuals and organisations a common ▪ Built and owned by the global user community ▪ Global collaborative development ▪ Global governance and steering boards ▪ A 20+ year provenance and track record of successful use ▪ An established ecosystem and trusted infrastructure ▪ A neutral approach – it is not aligned to any specific technologies, vendors or professional bodies SFIA remains free of charge for most noncommercial use ▪ The SFIA Foundation is a not-for profit organisation ▪ There is a modest licence fee for organisations that use SFIA for commercial purposes ▪ The licence fee supports the continued development of the framework Copyright © SFIA Foundation 2018. language to define skills and expertise in a consistent way. The use of clear language, avoiding technical jargon and acronyms, makes SFIA accessible to all involved in the work as well as people in supporting roles such as human resources, learning and development, organisation design, and procurement. It can solve the common translation issues that hinder communication and effective partnerships within organisations and multi-disciplinary teams. This consistency means that SFIA works well for both large and small organisations: they share an approach, a vocabulary, and a focus on skills and capability. Why use it? SFIA has been designed to be completely flexible and to fit seamlessly with a user’s established ways of working. 5 SFIA 7: The complete reference | About SFIA ▪ SFIA does not define a fixed methodology or prescribe organisational structures, roles or jobs: it simply provides clear descriptions of skills and levels of responsibility. ▪ SFIA can be used across multiple industries and organisational types. It’s an ideal framework whether for individuals, small and large teams, whole departments or entire organisations with thousands of employees. Key design principles Since its early development SFIA has maintained a number of design principles. These have persisted throughout all versions of SFIA. ▪ SFIA is straightforward, generic and universally applicable. The breadth of coverage is broad and SFIA is designed to be applicable to all sectors. ▪ SFIA is an experience-based framework. An individual has a particular competence because they have demonstrated that they have a level of responsibility and have practised a number of skills at the levels required in real world situations. SFIA is not aligned to any qualification or certification; certifications can be aligned to SFIA but qualifications that merely test knowledge do not indicate experience nor a level of responsibility. ▪ SFIA defines levels of responsibility and skills. SFIA does not define jobs, roles, people, processes or general areas of activity, however important they are. ▪ SFIA defines the essence of skills. SFIA is descriptive, not prescriptive. It does not define low level tasks nor deliverables. 6 ▪ SFIA does not assume or recommend specific organisation structures, job or role designs. The SFIA skills and levels can be configured flexibly to support all organisational types and structures. It works for individuals, small and large teams, whole departments or entire organisations with thousands of employees. Who is it for? The design and structure of SFIA makes it a flexible resource with a proven track record of being adopted and adapted to support a wide variety of skills and people-management related activities. The following list provides an indication of the current usage of SFIA by different stakeholder groups. Note that this list is neither exhaustive nor prescriptive and new uses of SFIA are continually being developed and described by the SFIA community. Individuals ▪ assessing current skills and experience ▪ identifying future interests, career goals, and planning personal development ▪ identifying suitable courses, qualifications, and professional memberships ▪ creating CVs, resumés, and personal skills profiles ▪ applying for job vacancies which match their skills and experience ▪ developing high quality, focused, learning and development objectives Line managers ▪ SFIA provides an integrated view of competency. SFIA recognises levels of responsibility, professional skills, behaviours or attributes, knowledge and qualifications and certifications. It shows how these fit together and how they complement each other. ▪ resource management and resource deployment ▪ SFIA is independent of technology and approach. SFIA does not define technology, methods, approaches or technical knowledge – these change rapidly but the underlying skills are more persistent. So, for instance, Cloud, DevOps, Agile, Big Data and digital roles etc. can be described using a combination of the SFIA skills. ▪ creating role profiles and job descriptions supported by skill and skill level definitions ▪ SFIA is updated by real practitioners from the international user base. SFIA is driven by its end users – the content reflects what industry and business want and it is not driven by any single stakeholder group. ▪ planning and implementing transformations and mergers / acquisitions Copyright © SFIA Foundation 2018. ▪ identify operational risks in teams and developing succession plans ▪ measuring current capability and planning for future demand Organisational leaders ▪ strategic capability planning ▪ aligning organisational capabilities to technology and business strategies Human resource professionals ▪ creating role profiles / job descriptions supported by consistent skill and skill level definitions SFIA 7: The complete reference | About SFIA ▪ strategic workforce planning, talent management, succession planning, assessment centres ▪ developing and mapping qualifications, accreditations, and career paths ▪ designing and implementing career families ▪ creating and maintaining a professional register of members’ skills and skill levels ▪ supporting organisational performance management and personal development processes ▪ improve employee engagement by supporting careers and professional development Learning and development professionals ▪ defining required competencies and skills profiles ▪ creating learning catalogues, blended learning solutions, curriculum, mixing formal and on the job learning Operating model and organisation design consultants ▪ aligning operating models with required people capabilities ▪ designing new roles and validating the skills needed to deliver a new operating model ▪ assessing organisational skill gaps and developing plans to close the gaps Procurement, supplier management and service providers ▪ supporting the management of service providers (e.g. for outsourcing, staff augmentation, managed services, education, training, and consultancy services) ▪ provide a clear and transparent basis for describing the capability being sought or provided ▪ using SFIA Rate Cards for like-for-like comparison of resource-based services from suppliers Recruiters ▪ specifying required competencies based on having the right skills with the required level of experience ▪ helps employers to accurately describe what they need, in language that potential employees understand ▪ creating competency-based selection criteria and assessment approaches Professional bodies and their Bodies of Knowledge ▪ creating discipline-specific competency frameworks aligned to a global standard ▪ linking bodies of knowledge to competencies Education providers, training providers, curriculum designers ▪ aligning curriculum to industry / employer needs and improving employability ▪ mapping curriculum to skills and knowledge attainment ▪ support for developmental and evaluative skills assessment Reward and recognition consultants ▪ align organisation structures, salary banding and benchmarking ▪ link to an industry standard for levels of skills experience, and being compatible with standard approaches for job architectures, job sizing and job evaluation Staying relevant SFIA is kept relevant through open consultation and it has been updated every few years to address the needs of industry and business. The architecture and underlying design principles of SFIA have remained unchanged - this is testament to its usefulness and value. It continues to deliver what industry and business need in order to manage and develop skills and competencies. SFIA has adopted a continuous approach to consultation in order to remain responsive to new and changing needs. This process is facilitated via the SFIA Foundation website. In order to maintain a continuity of usefulness, SFIA must reflect changing needs and perceptions of the significance of some items, and occasional changes in accepted terminology. The maintenance of SFIA is carried out with the aim of making sure that SFIA remains relevant to the needs of industry, employers and individuals. It is part of an evolution that balances stability with the need to remain up to date. Requests to update and extend SFIA skill definitions are welcome and are a visible sign of a healthy and well used resource. ▪ mapping to support membership levels, certifications, professional development and mentoring programmes Copyright © SFIA Foundation 2018. 7 SFIA 7: The complete reference | SFIA and skills management SFIA and skills management SFIA provides a resource to support skills and competency management. Adopting SFIA provides clarity in identifying and deploying the required skills within an organisation and throughout the supply chain. SFIA provides a common language throughout the skills management cycle. This improves communication and understanding for all involved e.g. line management, HR and employees. By using SFIA, organisations can achieve a consistent and integrated skills and people management system. Complete resource strategy and skills management SFIA is used for measuring current capability and identifying requirements, including planning for future demand, using the same capability criteria used throughout the skills management processes. Organisations achieve consistency in sourcing and deployment, through the use of easy to understand definitions of skills and levels. This reduces risks and potential costs from incorrect placement of personnel. Using the same language for understanding the capability of the workforce and professional development planning provides a structure and focus for skills development. Using the same language and a structure for their development, consistency can be achieved in sourcing and job assignment, professional development planning and understanding the capability of the workforce This cycle view does not imply a starting point for the use of SFIA. The initial use of SFIA may be to address a specific issue or opportunity, e.g. employee satisfaction or skills development. The issue may affect only one team or project or maybe part of something broader like a new operating model for an entire technology function. Regardless of the starting point, the use of SFIA can be extended to other parts of the cycle, as, and when, required. From an organisational perspective, one logical starting point might be knowing that a new resource needs to be recruited. 8 Copyright © SFIA Foundation 2018. Plan and organise Designing target operating models and organisation structures and conducting workforce planning SFIA can be used to design and validate proposed organisation designs and target operating models. Using SFIA for position/role analysis and skills mapping provides a quick cross-check and an effective bottom-up review of the scope of the positions in the organisation design. The SFIA levels of responsibility help optimise spans of control and the number of organisational levels. Generic, SFIA based, profiles are a significant enabler of organisational agility. They allow operating models and organisation designs to flex and change without needing to be rewritten. SFIA does not assume specific operating models or organisation structures. It is equally effective in enabling agile, collaborative, working practices as it is for functional, hierarchical or process-driven models. Creating job descriptions and role profiles SFIA-based role profiles, job descriptions and skill profiles are probably the most common use of SFIA in organisations. Context is important in the use of any framework, and it is crucial to understand the organisation’s needs rather than simply use the skills in an isolated manner to form a single job description or role profile. The specific mix will be different from one organisation to another. SFIA aligned job descriptions and role profiles are useful and popular for many reasons. ▪ They can support the complete skills management cycle. ▪ They provide clarity to enable productivity and performance to match expectations SFIA 7: The complete reference | SFIA and skills management ▪ They reduce business risk by increasing the chances of recruiting and developing individuals with the required skills, at the right level. This is positive for both the organisation and the individual and reduces the costs of churn, when individuals feel ‘the job is not what they thought it would be’, or the organisation discovers the individual has not got the right set of skills to do the job effectively. Many organisations streamline this process by recognising standard combinations of skills. These are typically called Role Profiles or Professional Profiles. To apply SFIA appropriately, it is helpful to be clear on the relationship between skills, roles, and jobs. SFIA does not attempt to cover everything that an individual may be required to do. SFIA does not describe any product or technology-specific skills or knowledge, industry years of service or qualifications. For example, a service desk manager requires knowledge of a particular process framework (such as ITIL or COBIT) and the specific service desk tools which are used in that organisation and they may also need specific industry experience, security clearance and defined qualifications. Copyright © SFIA Foundation 2018. Although Job/Role design is greatly assisted by the use of SFIA, the framework itself does not describe roles, jobs or organisational units - it simply provides the building blocks to help create these. There are no organisational design templates, examples or suggestions in SFIA. In addition, the SFIA categories and sub-categories should not be used to imply specific organisational units, departments, teams or jobs. A job can be made up of one or more roles, which, in turn, include one or more skills at appropriate skill levels. For example, there may be a job advertised in an organisation for a Service Desk Manager. This job could include the roles of Incident Management Process Owner, Major Incident Manager and Knowledge Management Process Owner (and possibly several more). Each role would require one or more skills at various levels, with the skills being defined using SFIA. 9 SFIA 7: The complete reference | SFIA and skills management The role of Major Incident Manager, for instance, and detail of the activities which anyone carrying out this role would have to complete, can be defined in the Incident Management process. This role profile would use SFIA to describe the generic level of responsibility for the role and include the SFIA skills and levels for these skills which are required in order to perform this role consistently to the required standard. This role might be carried out by several different people with various job titles, and therefore be referred to in a number of job descriptions. Acquire Sourcing and recruitment of the right skills, staff augmentation or supplier engagement SFIA supports the acquisition of people with the right skills. Acquisition could be through different routes: ▪ recruitment of resources (permanent and / or contingent / contract workers) ▪ mergers and acquisitions ▪ the engagement of service providers (e.g. for outsourcing, staff augmentation, managed services, education, training, and consultancy services). A SFIA-based Position / Job Description provides clarity on the required level of responsibility and skills. In turn this attracts the right candidates. Subsequent assessment and selection criteria can be aligned to the SFIA skills and levels. A similar approach can be used to support processes for resource divestment or separations. e.g. as a result of headcount reduction. Deploy Assigning resources by capability Effective skills management enables people to work in a way that is best for the organisation and best for the individual. Managers will improve motivation, engagement and productivity by deploying people to the right work. Targeted deployment also provides the best opportunity for individuals to develop new skills. Project and operational risks are reduced by assigning the right skilled people. Using SFIA means this is based on their actual capability, not just their technical knowledge. Getting this right leads to more effective use of resources, appropriate development, and potentially reduced expenditure on contractors. Managers use SFIA to highlight scarce skills in their teams and deploy resources to mitigate those risks. As well as enabling functional organisational structures, the flexibility of SFIA supports other approaches for resource deployment. This includes competency centres or resource pools. In these models, resources are allocated to temporary endeavours, agile project teams, or even individual tasks. Ensuring that externally sourced capability – whether contractors or service providers – is deployed to appropriate tasks, is essential to ensure the desired outcome and value for money. Organisations can use SFIA to identify potential cost saving through contractor replacement programmes. By identifying the skills provided by contractors, plans can then be made to acquire or develop those skills internally. In the case of outsourcing and off-shoring, SFIA provides both the client and the supplier with a clear and transparent basis for describing the capability being sought or provided. Assess Procurement of resource-based services benefits from the use of SFIA Rate Cards. These enable a likefor-like comparison of resource-based services from suppliers. Service providers map their offerings and/or personnel to SFIA skills and levels. Difference in costs for resources is made clear. Clients can confirm that deployed resources have the skills needed to meet their requirements. SFIA is used extensively in the assessment of existing capability, at both an individual and an organisational level. Assessment is a valuable initial diagnostic stage that feeds into subsequent analysis and development. Assessing skills, skills needs, performance and capability SFIA provides a powerful diagnostic tool to enable skills assessments to be made. Individuals can assess their current skills and experience, identify their goals, and use such assessments for planning their personal professional development journey by determining the skills and levels they want to achieve. Organisations can assess an individual’s skills in an objective manner to support subsequent analysis and development planning. The objective nature of the SFIA descriptions help managers to reach an assessment that is agreed by the person being assessed. 10 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | SFIA and skills management The framework itself does not provide instructions for assessment or the specific mix of skills that an individual or organisation should be assessed against as it focusses on a common language to describe the skills and competency required. Analyse Analysing performance and capability to identify gaps, skills development needs and opportunities Analysis goes hand-in-hand with assessment. Having established a skills assessment, the assessment data may be analysed to inform decision-making, including development needs. Performance is assessed against business objectives and, in the case of development objectives, by reference to SFIA skills. SFIA’s practical descriptions enable performance to be analysed to reveal an individual’s strengths and development needs. This presents managers with the ability to assess an individual's competence, and to analyse the reasons for their level of performance. This greater objectivity in analysis of performance and explanation to the individual leads to greater staff satisfaction with appraisals, better motivation and improved levels of retention. Assessment data can be combined to determine an organisational view of the skills capability that the organisation has and its skills needs, this characterises the ‘skills gap’ and by using a recognised framework it is less open to misinterpretation. In times of business change, whether driven by changing customer requirements, mergers and acquisitions, new services or products, market trends or evolving business objectives, SFIA can be used to identify and express the skills impact, supporting planning and delivery. Develop Planning and executing development activities to build capability and performance and to provide career pathways The development of individual capability in line with the organisation’s needs is based on SFIA’s objective statements of competence. SFIA can be used to help define development objectives by: ▪ helping to identify and reach agreement on how development can be achieved and what support is required Support can be provided by a range of different interventions or activities, not just classroom learning or training courses. e.g. coaching, mentoring, stretchtasks, work shadowing, training and certification, attending an external event, participating in special interest groups and communities of practice. Proper analysis of how current skill levels affect the individual's performance enables the construction of relevant development plans that really work. Obtaining value for money from training is always important. Creating focused development plans will make a real difference to the value obtained from the training budget. Use of SFIA encourages appropriate individual growth, effective budgeting and a way to confirm skills development is in line with the organisation’s real needs. SFIA can be used by employers to set education and training objectives for individuals and groups. It can also be used by providers of education and training to explain learning outcomes and improve the effectiveness. This helps employers to understand the relevance of qualifications and certifications, and to make targeted investment in training and education for existing staff. The individual’s defined development needs can also be fed into the process by which individuals are assigned to tasks. Reward Rewarding and compensating an individual for their skills and competence Organisations can use SFIA levels of responsibility to support job evaluation and grading. Particularly useful is the clear difference between the attributes of one level and those at the next level. Aligning job descriptions to SFIA levels provides clear support for job grading. The attributes of autonomy, complexity, influence, knowledge and business skills are complementary to most job grading methods. This enables salary benchmarking in a consistent way for all the professional disciplines. ▪ identifying the skills or aspects of skills which need to be developed ▪ providing clarity on the targeted levels of competence Copyright © SFIA Foundation 2018. 11 SFIA 7: The complete reference | SFIA and skills management The use of SFIA to support job descriptions and professional profiles adds greater objectivity to the assessment of the levels of jobs and of people. The use of SFIA to assess and to analyse an individual’s performance supports making and communicating decisions about the individual’s place within any corporate scale. It is essential that individuals and service providers are recognised for their performance, whether through salary and benefits, bonus schemes or feedback and SFIA can form the basis of such mechanisms. 12 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | How SFIA works How SFIA works At the core of SFIA is the descriptions of professional skills and generic attributes. These form SFIA's most valuable resource. This section describes how it all fits together to form a simple, yet powerful, and proven approach. The levels are precisely written to be progressive, distinct and consistently described. Each of the seven levels is also labelled with a guiding phrase to summarise the level of responsibility. The generic attributes that characterise the levels of responsibility The levels of responsibility are characterised by a number of generic attributes: Autonomy - Influence Complexity - Knowledge - Business Skills. SFIA’s seven levels of responsibility The definitions of these levels describe the behaviours, values, knowledge and characteristics that an individual should have in order to be identified as competent at the level. The backbone of SFIA is a common language to describe levels of responsibility across roles in all the professional disciplines represented in SFIA. The breakdown of each level of responsibility can be found in the levels of responsibility and generic attributes section of this guide. SFIA Level 1 is shown here as an example. The SFIA Framework consists of seven levels of responsibility from Level 1, the lowest, to Level 7, the highest. Professional skills SFIA 7 consists of 102 professional skills. The levels describe the behaviours, values, knowledge ▪ The consistency of the levels of responsibility and characteristics that an individual should have in carries forward into the professional skills. order to be identified as competent at the level. Copyright © SFIA Foundation 2018. 13 SFIA 7: The complete reference | How SFIA works ▪ A description of a skill at a level is described so that it is consistent with the level of responsibility at that level. ▪ These categories and sub-categories do not equate to jobs, roles, organisational teams or areas of personal responsibility. ▪ This enforces the consistency of levels of responsibility throughout the whole framework making it solid and robust. ▪ It is common practice for a specific job description, for instance, to comprise skills taken from multiple categories and sub-categories. Professional skills meet generic attributes The levels of responsibility, and specifically their generic attributes, are used together with the professional skills to describe competence. Each skill description comprises an overall definition of the skill and a description of the skill at each of up to seven levels at which the skill might be exercised. These descriptions provide a detailed definition what it means to practice the skill at each level of competency. Navigating the SFIA skills SFIA continues to group skills into categories and subcategories for the purposes of the reference guide and navigation. Colour coding is also used to identify the categories. 14 Copyright © SFIA Foundation 2018. ▪ The grouping is intended to assist with navigation, e.g. when incorporating SFIA skills into role profiles, job descriptions, or, when building an organisation’s own competency framework. ▪ The categories and sub-categories do not have definitions themselves, they are simply logical structural containers to aid navigation. ▪ SFIA is a flexible resource and the SFIA skills can easily be grouped, filtered, and viewed in alternative ways to support specific industry disciplines and frameworks. SFIA 7: The complete reference | The context for SFIA The context for SFIA SFIA is industry and business led and at its core is experience. Skills are attained at a particular level due to the practice of that skill, at that level, in a real-world situation. The context for SFIA is, therefore, the real-world environment in which industry and business operate. Behaviours Behaviours, sometimes known as social skills, are essential components of capability. As such, behaviours are included in the overall SFIA framework. ▪ But, crucially, SFIA recognisies that, in the workplace, behaviours are likely to be highly contextual and culturally specific. ▪ Many organisations define their own set of behaviours that are used internally; these are sometimes described as corporate values and vary considerably from one organisation to another but SFIA can complement them effectively. ▪ Some organisations use SFIA's generic attributes to describe behaviours. The SFIA levels of responsibility include many behavioural factors, such as influencing, analytical thinking, delegation, oral and written communication, and presentation skills. In most organisations, any description of professional capability, whether as part of a job description or an assessment of an individual, will include a number of different aspects. The diagram, below, illustrates the context for the different aspects that contribute to capability. Knowledge Knowledge is a critical component of competence and this is recognised by SFIA. To be competent and effective in any role an individual will need a mix of generic, specific and domain knowledge. ▪ Technologies, products, methods, approaches, legislation, services, processes and domain Experience specifics are all examples of where professionals working in the industry are required to have At the centre of SFIA is experience: an individual has a knowledge. skill at a particular level because that skill at that level, has been practised in a real-world situation. ▪ Experience demonstrates the ability to apply knowledge and achieve outcomes in a practical environment. ▪ Knowledge can be obtained in different ways such as formal training courses, on-the-job training or simply by working with, and mentored by, experienced practitioners. ▪ The description of skills within SFIA, at different levels, relate to the experience demonstrated by individuals at that level. Professional skills SFIA defines professional skills aligned to levels of responsibility. Copyright © SFIA Foundation 2018. 15 SFIA 7: The complete reference | The context for SFIA ▪ Knowledge may be recognised by formal qualifications or certifications and an increasing number of university courses, training courses, events and other mechanisms for gaining knowledge, have been mapped to SFIA to ensure they align with the required professional skills. This approach enhances the employability of students attaining these qualifications. Qualifications and certifications Qualifications and Certifications are an important part of the industry. SFIA recognises the value of qualifications and certifications and provides a context for positioning them within the skills needed by industry and business. Qualifications and certifications show that an individual has successfully completed some testing or assessment – a great many of these demonstrate textbook knowledge recall of a particular subject area, some demonstrate understanding, and some confirm application of skills. 16 Copyright © SFIA Foundation 2018. ▪ The mapping of qualifications to SFIA communicates to potential applicants the usefulness and relevance of the qualification. ▪ The learning objectives can be matched to continual professional development (CPD) targets expressed in SFIA terms. ▪ The use of SFIA by awarding bodies, to establish whether an individual meets the required level, is also growing and is increasingly linked to demonstration of experience. SFIA 7: The complete reference | Levels of responsibility Levels of responsibility This section describes the generic attributes that characterise SFIA’s seven levels of responsibility and accountability. The underlying structure of the framework ensures that the definitions of professional skills are defined in a way that makes their different levels recognisably distinct and aligned to the levels of responsibility. The power of the levels of responsibility Universal applicability The SFIA seven Levels of Responsibility not only enable recognition of career progression but also provides a means by which other frameworks and corporate structures may map to the SFIA Framework. The nature of the generic attributes makes them suitable for use as the basis of core competencies, mappings and stages within a career path. SFIA is intended as a framework for the digital, IT and software engineering community – the professional skills reflect this, although many are directly relevant outside of this area. Its universal applicability means that SFIA can be extended beyond these broad areas into any technical endeavor and probably beyond that too. These levels of responsibility allow for an integration of different professional work using the levels of responsibility as the foundation whether that be framework to framework or an organisation’s structure to the SFIA Framework. ▪ An organisation that already has a set of core competencies or values can use them in combination with SFIA’s professional skills and benefit from the spacing that the SFIA levels provide. ▪ An organisation, or a professional body or trade association for instance, that wishes to map its own established structure to SFIA can do so using the levels of responsibility characterised by the generic attributes as the basis of such a mapping. Copyright © SFIA Foundation 2018. 17 SFIA 7: The complete reference | Levels of responsibility Responsibility Level 1 Autonomy Works under supervision. Uses little discretion. Is expected to seek guidance in unexpected situations. Influence Minimal influence. May work alone, or interact with immediate colleagues. Complexity Performs routine activities in a structured environment. Requires assistance in resolving unexpected problems. Knowledge Has a basic generic knowledge appropriate to area of work. Applies newly acquired knowledge to develop new skills. Business skills Has sufficient communication skills for effective dialogue with others. Demonstrates an organised approach to work. Uses basic systems and tools, applications, and processes Contributes to identifying own development opportunities. Follows code of conduct, ethics and organisational standards. Is aware of health and safety issues. Understands and applies basic personal security practice. 18 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Levels of responsibility Responsibility Level 2 Autonomy Works under routine direction. Uses limited discretion in resolving issues or enquiries. Works without frequent reference to others. Influence Interacts with and may influence immediate colleagues. May have some external contact with customers, suppliers and partners. May have more influence in own domain. Aware of need to collaborate with team and represent users/customer needs. Complexity Performs a range of work activities in varied environments. May contribute to routine issue resolution. Knowledge Demonstrates application of essential generic knowledge typically found in industry bodies of knowledge. Has gained a basic domain knowledge. Absorbs new information when it is presented systematically and applies it effectively. Business skills Has sufficient communication skills for effective dialogue with customers, suppliers and partners. Is able to work in a team. Is able to plan, schedule and monitor own work within short time horizons. Demonstrates a rational and organised approach to work. Understands and uses appropriate methods, tools and applications. Identifies and negotiates own development opportunities. Is fully aware of and complies with essential organisational security practices expected of the individual. Copyright © SFIA Foundation 2018. 19 SFIA 7: The complete reference | Levels of responsibility Responsibility Level 3 Autonomy Works under general direction. Uses discretion in identifying and responding to complex issues and assignments. Receives specific direction, accepts guidance and has work reviewed at agreed milestones. Determines when issues should be escalated to a higher level. Influence Interacts with and influences colleagues. Has working level contact with customers, suppliers and partners. May supervise others or make decisions which impact the work assigned to individuals or phases of projects. Understands and collaborates on the analysis of user/customer needs and represents this in their work. Complexity Performs a range of work, sometimes complex and non-routine, in a variety of environments. Applies methodical approach to issue definition and resolution. Knowledge Has a sound generic, domain and specialist knowledge necessary to perform effectively in the organisation typically gained from recognised bodies of knowledge and organisational information. Demonstrates effective application of knowledge. Has an appreciation of the wider business context. Takes action to develop own knowledge. Business skills Demonstrates effective communication skills. Plans, schedules and monitors own work (and that of others where applicable) competently within limited deadlines and according to relevant legislation, standards and procedures. Contributes fully to the work of teams. Appreciates how own role relates to other roles and to the business of the employer or client. Demonstrates an analytical and systematic approach to issue resolution. Takes the initiative in identifying and negotiating appropriate personal development opportunities. Understands how own role impacts security and demonstrates routine security practice and knowledge required for own work. 20 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Levels of responsibility Responsibility Level 4 Autonomy Works under general direction within a clear framework of accountability. Exercises substantial personal responsibility and autonomy. Plans own work to meet given objectives and processes. Influence Influences customers, suppliers and partners at account level. May have some responsibility for the work of others and for the allocation of resources. Participates in external activities related to own specialism. Makes decisions which influence the success of projects and team objectives. Collaborates regularly with team members, users and customers. Engages to ensure that user needs are being met throughout. Complexity Work includes a broad range of complex technical or professional activities, in a variety of contexts. Investigates, defines and resolves complex issues. Knowledge Has a thorough understanding of recognised generic industry bodies of knowledge and specialist bodies of knowledge as necessary. Has gained a thorough knowledge of the domain of the organisation. Is able to apply the knowledge effectively in unfamiliar situations and actively maintains own knowledge and contributes to the development of others. Rapidly absorbs new information and applies it effectively. Maintains an awareness of developing practices and their application and takes responsibility for driving own development. Business skills Communicates fluently, orally and in writing, and can present complex information to both technical and nontechnical audiences. Plans, schedules and monitors work to meet time and quality targets. Facilitates collaboration between stakeholders who share common objectives. Selects appropriately from applicable standards, methods, tools and applications. Fully understands the importance of security to own work and the operation of the organisation. Seeks specialist security knowledge or advice when required to support own work or work of immediate colleagues. Copyright © SFIA Foundation 2018. 21 SFIA 7: The complete reference | Levels of responsibility Responsibility Level 5 Autonomy Works under broad direction. Work is often self-initiated. Is fully responsible for meeting allocated technical and/or project/supervisory objectives. Establishes milestones and has a significant role in the assignment of tasks and/or responsibilities. Influence Influences organisation, customers, suppliers, partners and peers on the contribution of own specialism. Builds appropriate and effective business relationships. Makes decisions which impact the success of assigned work, i.e. results, deadlines and budget. Has significant influence over the allocation and management of resources appropriate to given assignments. Leads on user/customer collaboration throughout all stages of work. Ensures users’ needs are met consistently through each work stage. Complexity Performs an extensive range and variety of complex technical and/or professional work activities. Undertakes work which requires the application of fundamental principles in a wide and often unpredictable range of contexts. Understands the relationship between own specialism and wider customer/organisational requirements. Knowledge Is fully familiar with recognised industry bodies of knowledge both generic and specific. Actively seeks out new knowledge for own personal development and the mentoring or coaching of others. Develops a wider breadth of knowledge across the industry or business. Applies knowledge to help to define the standards which others will apply. Business skills Demonstrates leadership. Communicates effectively, both formally and informally. Facilitates collaboration between stakeholders who have diverse objectives. Analyses, designs, plans, executes and evaluates work to time, cost and quality targets. Analyses requirements and advises on scope and options for continuous operational improvement. Takes all requirements into account when making proposals. Demonstrates creativity, innovation and ethical thinking in applying solutions for the benefit of the customer/stakeholder Advises on the available standards, methods, tools and applications relevant to own specialism and can make appropriate choices from alternatives. Maintains an awareness of developments in the industry. Takes initiative to keep skills up to date. Mentors colleagues. Assesses and evaluates risk. Proactively ensures security is appropriately addressed within their area by self and others. Engages or works with security specialists as necessary. Contributes to the security culture of the organisation. 22 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Levels of responsibility Responsibility Level 6 Autonomy Has defined authority and accountability for actions and decisions within a significant area of work, including technical, financial and quality aspects. Establishes organisational objectives and assigns responsibilities. Influence Influences policy and strategy formation. Initiates influential relationships with internal and external customers, suppliers and partners at senior management level, including industry leaders. Makes decisions which impact the work of employing organisations, achievement of organisational objectives and financial performance. Complexity Has a broad business understanding and deep understanding of own specialism(s). Performs highly complex work activities covering technical, financial and quality aspects. Contributes to the implementation of policy and strategy. Creatively applies a wide range of technical and/or management principles. Knowledge Promotes the application of generic and specific bodies of knowledge in own organisation. Has developed business knowledge of the activities and practices of own organisation and those of suppliers, partners, competitors and clients. Business skills Demonstrates clear leadership. Communicates effectively at all levels to both technical and non-technical audiences. Understands the implications of new technologies. Understands and communicates industry developments, and the role and impact of technology in the employing organisation. Absorbs complex information. Promotes compliance with relevant legislation and the need for services, products and working practices to provide equal access and equal opportunity to people with diverse abilities. Takes the initiative to keep both own and colleagues' skills up to date. Manages and mitigates risk. Takes a leading role in promoting security throughout own area of responsibilities and collectively in the organisations. Copyright © SFIA Foundation 2018. 23 SFIA 7: The complete reference | Levels of responsibility Responsibility Level 7 Autonomy At the highest organisational level, has authority over all aspects of a significant area of work, including policy formation and application. Is fully accountable for actions taken and decisions made, both by self and others to whom responsibilities have been assigned. Influence Makes decisions critical to organisational success. Inspires the organisation, and influences developments within the industry at the highest levels. Advances the knowledge and/or exploitation of technology within one or more organisations. Develops long-term strategic relationships with customers, partners, industry leaders and government. Complexity Leads on the formulation and implementation of strategy. Applies the highest level of leadership skills. Has a deep understanding of the industry and the implications of emerging technologies for the wider business environment. Knowledge Has established a broad and deep business knowledge including the activities and practices of own organisation and a broad knowledge of those of suppliers, partners, competitors and clients. Fosters a culture to encourage the strategic application of generic and specific bodies of knowledge within own area of influence. Business skills Has a full range of strategic management and leadership skills. Communicates the potential impact of emerging practices and technologies on organisations and individuals and assesses the risks of using or not using such practices and technologies. Understands, explains and presents complex ideas to audiences at all levels in a persuasive and convincing manner. Assesses the impact of legislation and actively promotes compliance and inclusivity. Ensures that the organisation develops and mobilises the full range of required skills and capabilities. Champions security within own area of work and throughout the organisation. 24 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Skills Skills This section contains details of all SFIA skills, organised into categories and subcategories. Categories and subcategories Skills The skills in SFIA are grouped into categories and subcategories for the convenience of users. Each SFIA skill is presented consistently, with a brief overview description of the skill, followed by what it means to practice the skill at each relevant level of responsibility. It is not proposed that these equate to jobs or areas of personal responsibility. The grouping is intended to assist people who are incorporating SFIA skills in role profiles or job descriptions, or who are building an organisation's IT competency framework. Structure of the SFIA professional skills Skills are constructed with the following reference details: Skill name: The name used for reference purposes Skill code: A unique code used as a short reference for the skill Skill description: A broad definition of the skill, without any reference to the levels at which it might be practiced Level description: Definitions of the skill for each of the levels at which it is practised. The phrasing facilitates their use as professional competencies. Example of a skill structure – illustrated by Digital forensics Skill name: Digital forensics Skill code: DGFS Skill description: The collection, processing, preserving, analysis, and presentation of forensic evidence based on the totality of findings including computer-related evidence in support of security vulnerability mitigation and/or criminal, fraud, counterintelligence, or law enforcement investigations. Level description: Level 6: Sets policies and standards and guidelines for how the organisation conducts digital forensic investigations. Leads and manages complex investigations engaging additional specialists if required. Authorises the release of formal forensics reports. Level 5: Conducts investigations to correctly gather, analyse and present the totality of findings including digital evidence to both business and legal audiences. Collates conclusions and recommendations and presents forensics findings to stakeholders. Contributes to the development of policies, standards and guidelines. Level 4: Contributes to digital forensic investigations. Processes and analyses evidence in line with policy, standards and guidelines and supports production of forensics findings and reports. Copyright © SFIA Foundation 2018. 25 Category: Strategy and architecture Information strategy 27 Advice and guidance 35 Business strategy and planning 37 Technical strategy and planning 47 26 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Strategy and architecture | Information strategy Subcategory: Information strategy Enterprise IT governance 27 Strategic planning 28 Information governance 29 Information systems coordination 30 Information security 30 Information assurance 31 Analytics 32 Data visualisation 33 Information content publishing 34 Enterprise IT governance GOVN The establishment and oversight of an organisation's approach to the use of Information systems and digital services, and associated technology, in line with the needs of the principal stakeholders of the organisation and overall organisational corporate governance requirements. The determination and accountability for evaluation of current and future needs; directing the planning for both supply and demand of these services; the quality, characteristics, and level of IT services; and for monitoring the conformance to obligations (including regulatory, legislation, control, and other standards) to ensure positive contribution of IT to the organisation's goals and objectives. Level 7 Leads the establishment and maintenance of a function that provides a consistent and integrated approach to IT governance in line with the organisation's corporate governance requirements. At the highest levels in the organisation's governance activities, provides assurance to principal stakeholders that IT services meet the organisation's obligations (including legislation, regulatory, contractual and agreed standards/policies). Ensures that a framework of policies, standards, process and practices is in place to guide provision of enterprise IT services, and that suitable monitoring of the governance framework is in place to report on adherence to these obligations as needed. Establishes the appropriate guidance to enable transparent decision-making to be demonstrated, working with senior leaders to ensure the needs of principal stakeholders are understood, the value proposition offered by enterprise IT is accepted by these stakeholders and the evolving needs of the stakeholders and their appetite for balancing benefits, opportunities, costs and risks is embedded into strategic and operational plans. Copyright © SFIA Foundation 2018. 27 SFIA 7: The complete reference | Strategy and architecture | Information strategy Level 6 Within a defined area of accountability, determines the requirements for the appropriate governance of enterprise IT, ensuring clarity of responsibilities and authority, goals and objectives. Puts in place and maintains governance practices and resources to enable governance activity to be conducted with reasonable independence from management activity, in line with the organisation's corporate governance requirements. Undertakes and/or directs reviews as necessary to ensure management decision-making is transparent, and that an appropriate balance between benefits, opportunities, costs and risks can be demonstrated to principal stakeholders. Establishes and maintains the policies for compliance with the organisation's obligations (including legislation, regulatory, contractual and agreed standards/policies), holding the management team to account. Acts as the organisation's contact for relevant regulatory authorities. Ensures proper relationships between the organisation and external parties, with valid interest in the organisation's governance, are in place. Level 5 Reviews current and proposed information systems for compliance with the organisation's obligations (including legislation, regulatory, contractual and agreed standards/policies) and adherence to overall strategy. Provides specialist advice to those accountable for governance to correct compliance issues. Strategic planning ITSP The creation, iteration and maintenance of a strategy in order to align organisational actions, plans and resources with business objectives and the development of plans to drive forward and execute that strategy. Working with stakeholders to communicate and embed strategic management via objectives, accountabilities and monitoring of progress. Level 7 Leads the definition, implementation, and communication of the organisation’s strategic management framework and directs the creation and review of a strategy and plans to support the strategic requirements of the business. Level 6 Sets policies, standards, and guidelines for how the organisation conducts strategy development and planning. Leads and manages the creation or review of a strategy which meets the requirements of the business. Develops, communicates, implements and reviews the processes which ensure that the strategic management is embedded in the management and operational plans of the organisation. Level 5 Ensures that all stakeholders adhere to the strategic management approach and timetables. Collates information and creates reports and insights to support strategy management processes. Develops and communicates plans to drive forward the strategy. Contributes to the development of policies, standards and guidelines for strategy development and planning. 28 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Strategy and architecture | Information strategy Information governance IRMG The overall governance of how all types of information, structured and unstructured, whether produced internally or externally, are used to support decision-making, business processes and digital services. Encompasses development and promotion of the strategy and policies covering the design of information structures and taxonomies, the setting of policies for the sourcing and maintenance of the data content, and the development of policies, procedures, working practices and training to promote compliance with legislation regulating all aspects of holding, use and disclosure of data. Level 7 Specifies at a strategic level the business functions and data subjects needed to support future business, thereby enabling the development of an Information Architecture. Establishes and communicates the organisation's information management strategy, developing it as an integral part of the business strategy. Directs information resources, to create value for the stakeholders by improving the performance of the organisation, whilst maintaining the principles of professional standards, accountability, openness, equality, diversity, and clarity of purpose. Responsible for compliance with regulations, standards and codes of good practice relating to information and documentation, records management, information assurance and data protection. Level 6 Develops organisational policies, standards, and guidelines for information and records management ensuring that uniformly recognised and accepted data definitions are developed and applied throughout the organisation. Ensures that the business processes and information required to support the organisation are defined, and devises appropriate processes and data architectures. Identifies the impact of any relevant statutory, internal or external regulations on the organisation's use of information and develops strategies for compliance. Leads and plans activities to communicate and implement information management strategies. Coordinates information resources to meet specific business objectives whilst maintaining the principles of professional standards, accountability, openness, equality, diversity and clarity of purpose. Implements systems and controls to measure performance and manage risk. Level 5 Understands the implications of information, both internal and external, that can be mined from business systems and elsewhere. Makes decisions based on that information, including the need to make changes to the systems. Reviews new change proposals and provides specialist advice on information and records management, including advice on and promotion of collaborative working and assessment and management of information-related risk. Creates and maintains an inventory of information assets, which are subject to relevant legislation. Prepares and reviews the periodic notification of registration details and submits them to the relevant regulatory authorities. Ensures that formal information access requests and complaints are dealt with according to approved procedures. Contributes to development of policy, standards and procedures for compliance with relevant legislation. Copyright © SFIA Foundation 2018. 29 SFIA 7: The complete reference | Strategy and architecture | Information strategy Level 4 Ensures implementation of information and records management policies and standard practice. Ensures effective controls are in place for internal delegation, audit and control relating to information and records management. Assesses and manages risks around the use of information. Provides reports on the consolidated status of information controls to inform effective decision making. Recommends remediation actions as required. Ensures that information is presented effectively. Information systems coordination ISCO Typically within a large organisation in which the information strategy function is devolved to autonomous units, or within a collaborative enterprise of otherwise independent organisations, the coordination of information strategy matters where the adoption of a common approach (such as shared services) would benefit the organisation. Level 7 Establishes, maintains and communicates the organisation's strategy for managing information and the policies, standards, procedures and methods necessary to implement the strategy. Coordinates all aspects of management of the life cycle of information systems. Represents the interests of the entire organisation to general management and external bodies on matters relating to information strategy. Level 6 Maintains an awareness of the global needs of the organisation, and promotes (to both information systems and business management) the benefits that a common approach to information and communications technology deployment will bring to the business as a whole. Coordinates the promotion, acquisition, development, and implementation of information systems and services in close liaison with those responsible for management and strategy. Information security SCTY The selection, design, justification, implementation and operation of controls and management strategies to maintain the security, confidentiality, integrity, availability, accountability and relevant compliance of information systems with legislation, regulation and relevant standards. Level 7 Directs the development, implementation, delivery and support of an enterprise information security strategy aligned to the strategic requirements of the business. Ensures compliance between business strategies and information security and leads the provision of information security resources expertise, guidance and systems necessary to execute strategic and operational plans across all of the organisation's information systems. 30 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Strategy and architecture | Information strategy Level 6 Develops and communicates corporate information security policy, standards and guidelines. Contributes to the development of organisational strategies that address information control requirements. Identifies and monitors environmental and market trends and pro-actively assesses impact on business strategies, benefits and risks. Leads the provision of authoritative advice and guidance on the requirements for security controls in collaboration with experts in other functions such as legal, technical support. Ensures architectural principles are applied during design to reduce risk and drives adoption and adherence to policy, standards and guidelines. Level 5 Provides advice and guidance on security strategies to manage identified risks and ensure adoption and adherence to standards. Obtains and acts on vulnerability information and conducts security risk assessments, business impact analysis and accreditation on complex information systems. Investigates major breaches of security, and recommends appropriate control improvements. Contributes to development of information security policy, standards and guidelines. Level 4 Explains the purpose of and provides advice and guidance on the application and operation of elementary physical, procedural and technical security controls. Performs security risk, vulnerability assessments, and business impact analysis for medium complexity information systems. Investigates suspected attacks and manages security incidents. Uses forensics where appropriate. Level 3 Communicates information security risks and issues to business managers and others. Performs basic risk assessments for small information systems. Contributes to vulnerability assessments. Applies and maintains specific security controls as required by organisational policy and local risk assessments. Investigates suspected attacks. Responds to security breaches in line with security policy and records the incidents and action taken. Information assurance INAS The protection of integrity, availability, authenticity, non-repudiation and confidentiality of information and data in storage and in transit. The management of risk in a pragmatic and cost effective manner to ensure stakeholder confidence. Level 7 Directs the creation and review of an enterprise information assurance strategy to support the strategic requirements of the business. Ensures compliance between business strategies and information assurance by setting strategies, policies, standards and practices and leading the provision of information assurance expertise, advice and guidance across all of the organisation's information and information systems. Copyright © SFIA Foundation 2018. 31 SFIA 7: The complete reference | Strategy and architecture | Information strategy Level 6 Develops corporate Information assurance policy, standards and guidelines. Contributes to the development of organisational strategies that address the evolving business risk and information control requirements. Drives adoption of and adherence to policies and standards through the provision of expert advice and guidance in order to ensure architectural principles are applied, requirements are defined and rigorous security testing is applied. Monitors environmental and market trends and pro-actively assesses impact on business strategies, benefits and risks. Level 5 Interprets information assurance and security policies and applies these in order to manage risks. Provides advice and guidance to ensure adoption of and adherence to information assurance architectures, strategies, policies, standards and guidelines. Uses testing to support information assurance. Contributes to the development of policies, standards and guidelines. Analytics INAN The application of mathematics, statistics, predictive modeling and machinelearning techniques to discover meaningful patterns and knowledge in recorded data. Analysis of data with high volumes, velocities and variety (numbers, symbols, text, sound and image). Development of forward-looking, predictive, real-time, model-based insights to create value and drive effective decision-making. The identification, validation and exploitation of internal and external data sets generated from a diverse range of processes. Level 7 Directs the creation and review of a cross-functional, enterprise-wide approach and culture for analytics. Leads the provision of the organisation’s analytics capabilities. Leads the organisation's commitment to efficient and effective analysis of textual, numerical, visual or audio information. Level 6 Develops analytics policy, standards and guidelines. Establishes and manages analytics methods, techniques and capabilities to enable the organisation to analyse data, to generate insights, create value and drive decision-making. Sets direction and leads the introduction and use of analytics to meet overall business requirements, ensuring consistency across all user groups. Identifies and establishes the veracity of the external sources of information which are relevant to the operational needs of the enterprise. Level 5 Evaluates the need for analytics, assesses the problems to be solved and what internal or external data sources to use or acquire. Specifies and applies appropriate mathematical, statistical, predictive modelling or machine-learning techniques to analyse data, generate insights, create value and support decision-making. Manages reviews of the benefits and value of analytics techniques and tools and recommends improvements. Contributes to the development of analytics policy, standards and guidelines. 32 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Strategy and architecture | Information strategy Level 4 Applies a range of mathematical, statistical, predictive modelling or machine-learning techniques in consultation with experts if appropriate, and with sensitivity to the limitations of the techniques. Selects, acquires and integrates data for analysis. Develops data hypotheses and methods, trains and evaluates analytics models, shares insights and findings and continues to iterate with additional data. Level 3 Undertakes analytical activities and delivers analysis outputs, in accordance with customer needs and conforming to agreed standards. Data visualisation VISL The process of interpreting concepts, ideas, and facts by using graphical representations. Condensing and encapsulating the characteristics of data, making it easier to surface opportunities, identify risks, analyse trends, to drive effective decision-making. Presenting findings and data insights in creative ways to facilitate the understanding of data across a range of technical and non-technical audiences. Level 5 Establishes the purpose and parameters of the data visualisation. Provides overall control, to ensure appropriate use of data visualisation tools and techniques. Formats and communicates results, using textual, numeric, graphical and other visualisation methods appropriate to the target audience. Advises on appropriate use of data visualisation for different purposes and contexts to enable requirements to be satisfied. Develops plans showing how the identified user needs will be met. Leads exploration of new approaches for data visualisation. Level 4 Applies a variety of visualisation techniques and designs the content and appearance of data visuals. Operationalises and automates activities for efficient and timely production of data visuals. Selects appropriate visualisation approach from a range of applicable options. Contributes to exploration and experimentation in data visualisation. Copyright © SFIA Foundation 2018. 33 SFIA 7: The complete reference | Strategy and architecture | Information strategy Information content publishing ICPM The evaluation and application of different publishing methods and options, recognising key features, including open source and proprietary options. The management and tuning of the processes that collect, assemble and publish information, including in unstructured and semi-structured forms, for delivery to the user. The management of copyright, data protection and other legal issues associated with publishing and re-use of published information and data. Level 6 Develops the overall strategy for the delivery of information and knowledge, including preferred media, overall information structure, and rules for formatting content to meet the needs of the organisation and its desired audience(s). Ensures that adequate procedures, standards, tools and resources are in place to ensure the appropriate quality of material published by or on behalf of the organisation and it is in a form accessible to all potential users, including those with disabilities. Ensures that any legal issues related to publishing, including associate copyright concerns, are adequately managed. Level 5 Develops standards and procedures to support content publishing across one or more platforms/ channels in a form accessible to all potential users, including those with disabilities. Leads publishing activities and assignments, ensuring design of the overall structure and graphical style as well as the publication processes comply with agreed policies and strategies. Understands the range of publishing options available and advises on specification and procurement, taking account of the key costs and benefits of different channels and applying objective measures of effectiveness. Selects tools, templates and standards appropriate to customer expectations (differentiating, for example, between needs such as optimisation and ease of modification). Ensures that any legal issues related to publishing, including associate copyright concerns are adequately managed. Level 4 Maintains and updates content management processes to meet the needs of users including those with disabilities. Selects appropriate channels through which content should be published, providing advice to users and content authors to leverage the features of the relevant channels and tools used. Applies propriety guidelines and uses appropriate tools and techniques to provide publishing interfaces to new or existing platforms and applications. Identifies the implications of copyright, data protection and other legal issues associated with publishing. Level 3 Coordinates content management processes to meet the needs of users, including those with disabilities. Uses content publishing systems to manage published content across different channels. Takes into account any legal issues related to publishing, including that associated copyright concerns are adequately managed. Level 2 Understands technical publication concepts, tools and methods and the way in which these are used. Uses agreed procedures to publish content. Obtains and analyses usage data and presents it effectively. Understands, and applies principles of usability and accessibility to published information. 34 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Strategy and architecture | Advice and guidance Level 1 Contributes, under instruction, to publication support activities and supports the collation of data. Uses established publishing processes according to appropriate guidelines, for example, to release, retire or convert content into a format suitable for publication. Subcategory: Advice and guidance Consultancy 35 Specialist advice 36 Consultancy CNSL The provision of advice and recommendations, based on expertise and experience, to address client needs. May deal with one specialist subject area, or can be wide ranging and address strategic business issues. May also include support for the implementation of any agreed solutions. Level 7 Takes responsibility for a significant consultancy practice, including practice development, proposals/sales to internal or external clients, account management and managing the delivery of consultancy services over a wide range of topics. Level 6 Manages provision of consultancy services, and/or management of a team of consultants. In own areas of expertise, provides advice and guidance to consultants and/or the client through involvement in the delivery of consultancy services. Engages with clients and maintains client relationships. Establishes agreements/contracts and manages completion and disengagement. Level 5 Takes responsibility for understanding client requirements, collecting data, delivering analysis and problem resolution. Identifies, evaluates and recommends options, implementing if required. Collaborates with, and facilitates stakeholder groups, as part of formal or informal consultancy agreements. Seeks to fully address client needs, enhancing the capabilities and effectiveness of client personnel, by ensuring that proposed solutions are properly understood and appropriately exploited. Copyright © SFIA Foundation 2018. 35 SFIA 7: The complete reference | Strategy and architecture | Advice and guidance Specialist advice TECH The development and exploitation of expertise in any specific area of information or communications technology, digital working, specific techniques, methodologies, products or application areas, for the purposes of providing specialist advice. Level 6 Provides organisational leadership and guidelines to promote the development and exploitation of specialist knowledge in the organisation. Maintains a network of recognised experts (inside and/or outside the organisation) who can deliver expert advice in areas relevant to the organisation's current and future needs. Provides input into professional development planning across a significant part of the organisation to further the development of appropriate expertise. Level 5 Actively maintains recognised expert level knowledge in one or more identifiable specialisms. Provides definitive and expert advice in their specialist area(s). Oversees the provision of specialist advice by others, consolidates expertise from multiple sources, including third party experts, to provide coherent advice to further organisational objectives. Supports and promotes the development and sharing of specialist knowledge within the organisation. Level 4 Actively maintains knowledge in one or more identifiable specialisms. Provides detailed and specific advice regarding the application of their specialism(s) to the organisation's planning and operations. Recognises and identifies the boundaries of their own specialist knowledge. Collaborates with other specialists, where appropriate, to ensure advice given is appropriate to the needs of the organisation. 36 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Strategy and architecture | Business strategy and planning Subcategory: Business strategy and planning Demand management 37 IT management 38 Financial management 39 Innovation 40 Research 40 Business process improvement 42 Knowledge management 43 Enterprise and business architecture 44 Business risk management 45 Sustainability 46 Demand management DEMM The analysis and proactive management of business demand for new services or modifications to existing service features or volumes. Collaborating with the business to prioritise demand in order to improve business value. Developing and communicating insights into patterns of demand. Proposing responses to meet both short-term and long-term demand and facilitating decision making and planning. Integrating demand analysis and planning with complementary strategic, operational and change planning processes. Level 6 Defines the approach and sets policies for the discovery, analysis, planning, controlling and documentation of demand for services and products. Organises scoping and business priority setting for strategic business changes involving business policy-makers and direction setters. Engages with and influences senior stakeholders to improve the business value to be delivered from new or existing services and products. Leads the development of demand management capabilities and ensures decision making is informed by robust scenario planning and what-if analysis. Leads the integration of demand management with complementary strategic, operational and change management processes. Level 5 Implements demand management analysis and planning activities. Provides advice to help stakeholders adopt and adhere to the agreed demand management approach. Performs what-if analyses and scenario planning; develops insights and proposals to improve business value. Manages the process of integrating demand management with complementary strategic, operational and change management processes. Reviews new business proposals; provides advice on demand issues and routes requests to the right place. Works with business representatives to agree and implement short-term and medium-term modifications to demand. Maintains a register of business requests, including the status of each request, reporting as required. Copyright © SFIA Foundation 2018. 37 SFIA 7: The complete reference | Strategy and architecture | Business strategy and planning IT management ITMG The management of the IT infrastructure and resources required to plan for, develop, deliver and support IT services and products to meet the needs of a business. The preparation for new or changed services, management of the change process and the maintenance of regulatory, legal and professional standards. The management of performance of systems and services in terms of their contribution to business performance and their financial costs and sustainability. The management of bought-in services. The development of continual service improvement plans to ensure the IT infrastructure adequately supports business needs. Level 7 Sets strategy for management of technology resources, including corporate telecommunications functions, and promotes the opportunities that technology presents to the employing organisation, including the feasibility of change and its likely impact upon the business. Authorises allocation of resources for the planning, development and delivery of all information systems services and products. Responsible for IT governance. Authorises organisational policies governing the conduct of management of change initiatives and standards of professional conduct. Maintains an overview of the contribution of programmes to organisational success. Inspires creativity and flexibility in the management and application of IT. Sets strategy for monitoring and managing the performance of IT-related systems and services, in respect of their contribution to business performance and benefits to the business. Level 6 Identifies and manages resources needed for the planning, development and delivery of specified information and communications systems services (including storage, modification and communication of data, voice, text, audio and images). Engages with and influences senior level stakeholders and project teams through change management processes, ensuring that the infrastructure is managed to provide agreed levels of service and data integrity. Takes full responsibility for budgeting, estimating, planning and objective setting. Plans and manages implementation of processes and procedures, tools and techniques for monitoring and managing the performance of automated systems and services. Aligns the contribution of systems and services to clearly stated business and financial goals and performance targets. Monitors performance and takes corrective action where necessary and in line with policies. Develops new methods and organisational capabilities (including automation) for the management of systems and services. 38 Copyright © SFIA Foundation 2018. SFIA 7: The complete reference | Strategy and architecture | Business strategy and planning Level 5 Takes responsibility for the design, procurement, installation, upgrading, operation, control, maintenance (including storage, modification and communication of data, voice, text, audio and images) and effective use of IT infrastructure components and monitors their performance. Provides technical management of an IT operation, ensuring that agreed service levels are met and all relevant policies and procedures are adhered to. Schedules and supervises all IT maintenance and installation work. Ensures that operational problems are identified, recorded, monitored and resolved. Provides appropriate status and other reports to specialists, users and managers. Ensures that operational procedures and working practices are fit for purpose and current. Investigates and manages the adoption of appropriate tools, techniques and processes (including automation) for the management of systems and services. Financial management FMIT The overall financial management, control and stewardship of the IT assets and resources used in the provision of IT services, including the identification of materials and energy costs, ensuring compliance with all governance, legal and regulatory requirements. Level 6 Develops financial planning processes and standards to support execution of business strategy and promotes adoption and adherence. Sets strategy and develops plans, policies and processes for the accounting, budgeting and, where applicable, charging of IT resources and services, including the definition of cost models and charging models. Sets, negotiates, agrees and manages all financial budgets and targets, ensuring that there is adequate funding for all IT targets and plans, especially to meet development and capacity needs. Analyses actual expenditure, explains variances, and determines options in use of available budget to meet real needs. Assesses financial performance and instigates required improvements. Level 5 Advises on financial planning and budgeting. Develops financial plans and forecasts. Monitors and manages IT expenditure, ensuring that all IT financial targets are met, and examining any areas where budgets and expenditure exceed their agreed tolerances. Assists with the definition and operation of effective financial control and decision making, especially in the areas of service, projects and component cost models and the allocation and apportionment of all incurred IT costs. Analyses actual expenditure, explains variances, and advises on options in use of available budget. Level 4 Monitors and maintains all required financial records for compliance and audit to all agreed requirements. Assists all other areas of IT with their financial tasks, especially in the areas of identification of process, service, project and component costs and the calculation and subsequent reduction of all IT service, project, component and process failures. Contributes to financial planning and budgeting. Collates required financial data and reports for a...
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Running head: CASE ANALYSIS

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Case Analysis
Student’s Name
Instructor’s Name
Course
Date

CASE ANALYSIS

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Case Analysis

Modernization occurs when technology is improved. Information and communication
technology (ICT) has provided a backbone for further technological advancements, thus making
it possible to achieve modernization. Skill framework for the information age (SFIA) just like
English as a speaking language, is a universal language used to explain the know-how and
abilities in the digital world. Part of the digital world entails relaying information between
places. This is where ICT comes in. SFIA has helped in managing skills and abilities ICT. SFIA
is important in the techno-savvy world and most importantly, in ICT since it is flexible and
creates an elaborate description of responsibility levels. Skills developing in information
technology needs to be properly managed so as the profession can turn out fruitful. As
technology advances, people tend to be creative in both resulting in negative and positive effects.
All means of using the available resources are put into use. Cybercrime is an issue that has raised
concerned in many institutions that when your phone goes off in a bank, there is no way that the
bank staff will help you in charging the phone this is because of the risks involves in getting
information. Information is one of the most expensive things to handle. For a testimony on this,
ask an American spy in Russia. Privacy is something that almost everyone considers before
getting their details into any system. These IT skills are critical to the success of any project.
There is thus a need to have a managerial framework.
Since the world is becoming dynamic and as days go by, people become witty in dealing
with the transfer of information together with its retrieval; there is need to work on intensive
directions to cope up with the increased use of technology. Mastery of the skills necessary to
combat the vice of big data and cybercrime is essential. The SFIA framework should consider
coming up with more indulging platforms to manage and contain information properly. To

CASE ANALYSIS

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clarify on information handling, the last election in the United States of America involved
various candidates. Narrowing down to the two competitors whose influence were vast, Donald
Trump and Hillary Clinton seemed to be the main focus of the presidential seat. Even though
they say politics is a dirty game, there should be a consideration of the...


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