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.
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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.
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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
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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.
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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.
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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.
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▪ 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.
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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.
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▪ 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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Category: Strategy and
architecture
Information strategy 27
Advice and guidance 35
Business strategy and planning 37
Technical strategy and planning 47
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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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