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2011-04-25 Comments on SFIA generic levels for v5 consultation
 

2011-04-25 Comments on SFIA generic levels for v5 consultation

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Background...

Background
The more familiar that users get with SFIA – the more they recognise the value of the generic levels of responsibility .
The opposite is also true; new users tend to make more use of the skill level descriptors and overlook the generic levels of responsibility.
A couple of things could be done:
provide more emphasis in the framework documentation and how the generic responsibilities are presented.
I think the wording should be reviewed and refreshed by taking an analytical view of the individual elements. When this is deconstructed there are some common themes which one can see gradually increasing from L1 thru l7. However not everything is covered all the way through and for some areas the distinction between levels is not clear.

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  • Peter, I agree on the difficulty in separating L6 and L7. I try to use the concept of scope, where L6 is enterprise-wide and L7 will generally have a scope outside the enterprise and into the wider industry / thought leadership for sure. One challenge I have is where you have varying sizes of enterprise, it can be hard explaining to someone that although they may well operate at an enterprise-wide level and have full accountability for the organisation's success, it's only a small organisation (say 10-20 IT staff and total enterprise of 2-300 staff and say £100m turnover) and so they'll never really operate above L5 (and that to get higher their career path will involve going somewhere bigger)
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    2011-04-25 Comments on SFIA generic levels for v5 consultation 2011-04-25 Comments on SFIA generic levels for v5 consultation Presentation Transcript

    • Peter Leather Leader, Global SFIA User Forum SFIA – Generic levels of responsibility – Suggestions for improvements for SFIAv5 Background • The more familiar that users get with SFIA – the more they recognise the value of the generic levels of responsibility . • The opposite is also true; new users tend to make more use of the skill level descriptors and overlook the generic levels of responsibility. • A couple of things could be done: 1. provide more emphasis in the framework documentation and how the generic responsibilities are presented. 2. I think the wording should be reviewed and refreshed by taking an analytical view of the individual elements. When this is deconstructed there are some common themes which one can see gradually increasing from L1 thru l7. However not everything is covered all the way through and for some areas the distinction between levels is not clear.1
    • Peter Leather Leader, Global SFIA User Forum SFIA – the 7 levels of Autonomy - deconstructed Level 1: Level 2: Level 3: Level 4: Level 5: Level 6: Level 7: Works under close Works under Works under Works under Works under broad Has defined Has authority and supervision. routine supervision. general supervision. general direction direction. Is fully authority and responsibility for all within a clear accountable for responsibility for a aspects of a framework of own technical work significant area of IS significant area of IS accountability. or project / work, including work, including supervisory technical, financial policy formation responsibilities. and quality aspects. and application. Uses little Uses minor Uses discretion in Exercises Receives Establishes discretion. discretion in identifying and substantial personal assignments in the organisational resolving problems resolving complex responsibility and form of objectives. objectives and or enquiries problems and autonomy. delegates assignments. assignments. Expected to seek Works without Usually receives Plans own work, to Establishes own Accountable for Is fully accountable guidance in frequent reference specific instructions meet given milestones and actions and for actions taken unexpected to others. is usually given and objectives and team objectives and decisions taken by and decisions situations. has work reviewed processes delegates decisions made, made, both by self at frequent responsibilities. both by self and self and subordinates. milestones. Work is often self- and subordinates. Determines when initiated. issues should be escalated to a higher level.2 Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.
    • Does the concept of supervision fit Peter Leather RACI is in common usage now and Leader, Global SFIA User Forum todays workplace? refers to Responsibility and SFIA – the 7 levels of Autonomy - comments How is that term Accountability. Could SFIA use that perceived by entry- instead of “authority” . level IT professionals? Level 1: Level 1: Level 2: Level 2: Level 3: Level 3: Level 4: Level 4: Level 5: Level 5: Level 6: Level 6: Level 7: Level 7: Works under close Works under close Works under Works under Works under Works under Works under Works under Works under broad Works under broad Has defined Has defined Has authority and Has authority and supervision. supervision. routine routine general general general direction general direction direction. Is fully direction. Full authority and authority and responsibility for all responsibility for all supervision. supervision. supervision. supervision. within a clear within a clear accountability for accountability for responsibility for a responsibility for a aspects of a aspects of a framework of framework of own technical work own technical work significant area of IS significant area of significant area of IS significant area of accountability. accountability. or project // or project work, including work, including work, including work, including supervisory supervisory technical, financial technical, financial policy formation policy formation responsibilities. responsibilities. and quality aspects. and quality aspects. and application. and application.The concept of “using discretion” is Uses little Uses little Uses minor Uses minor Uses discretion in Uses discretion in Exercises Substantial Receives Receives Is accountable for Establishes Is fully accountablevery valuable – discretion. discretion. discretion in discretion in identifying and identifying and substantial personal assignments in the personal assignments in the actions and organisational for actions takenit could also be resolving problems resolving problems resolving complex resolving complex responsibility and responsibility and form of objectives. form of objectives. decisions taken objectives and and decisions included in L4 or enquiries or enquiries problems and problems and autonomy. autonomy. both by self and self delegates made, both by self and beyond. assignments. assignments. and subordinates assignments. and subordinates. Expected to seek Works without Specific instruction Plans own work, to Establishes own Accountable for Is fully accountable I think the guidance in frequent reference is usually given and meet given milestones, team actions and for actions taken incremental unexpected to others. work is reviewed at objectives and objectives and decisions taken by and decisions difference is not situations. frequent processes delegates decisions made, precise here both by self made, milestones. assignments. Work both by self and self and subordinates. Determines when is often self- and subordinates. Expected to seek Works without Usually receives be problems should Plans own work, to initiated. Establishes own Establishes guidance in escalated to a frequent reference specific instructions meet given milestones, team organisational unexpected to others. higher level. is usually given and objectives and objectives and objectives and Something situations. has work reviewed processes delegates delegates missing here? at frequent assignments. Work assignments. milestones. is often self- . I think the incremental couldDetermines when initiated. be clearer here? L1 could issues should be include reference to escalated to a frequency. higher level. 3 Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.
    • Peter Leather Leader, Global SFIA User Forum SFIA – the 7 levels of Influence - deconstructed Level 1: Level 2: Level 3: Level 4: Level 5: Level 6: Level 7: Interacts with Interacts with and Interacts with and Influences team, and Influences Influences policy Influences immediate may influence influences specialist peers organisation, formation on the developments within colleagues. immediate Department / project internally. Influences customers, suppliers contribution of own IT industry at highest colleagues. May have team members. customers at account and peers within specialism to levels. Advances the more influence in level and suppliers. industry on business objectives. knowledge and/or own domain. contribution of Influences a exploitation of IT specialisation. significant part of within one or more own organisation and organisations and/or influences the advancement of customers/suppliers IS knowledge. and industry at senior management level.. Has some Has significant In predictable and responsibility for the responsibility for the structured areas may work of others and work of others and supervise others . for the allocation of for the allocation of resources. resources Makes decisions which impact the Makes decisions Makes decisions work of employing Makes decisions which impact on the Makes decisions which may impact organisations, which influence the success of assigned critical to work assigned to achievement of success projects and projects i.e. results, organisational individual/phases of organisational team objectives deadlines and success. project. objectives and budget. financial performance. Develops long-term May have some May have working Participates in Develops high-level Develops business strategic external contact with level contact with external activities relationships with relationships with relationships with customers and customers and related to customers suppliers customers. customers and suppliers. suppliers. specialisation. and industry leaders. industry leaders.4 Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.
    • Peter Leather Leader, Global SFIA User Forum for In my experience ; the requirement industry level influence is heavily SFIA – the 7 levels of Influence - deconstructed organisation dependent. For some orgs this is key - for others much less so. I think the wording could be changed so that that the org context is considered. Level 1: Level 2: Level 3: Level 4: Level 5: Level 6: Level 7: Interacts with Interacts with and Interacts with and Influences team, and Influences Influences policy Influences immediate may influence influences specialist peers organisation, formation on the developments within colleagues. immediate Department / project internally. Influences customers, suppliers contribution of own IT industry at highest colleagues. May have team members. customers at account and peers within specialism to levels. Advances the more influence in level and suppliers. industry on business objectives. knowledge and/or own domain. contribution of Influences a exploitation of IT specialisation. significant part of within one or more own organisation and organisations and/or influences the advancement of Allocation of customers/suppliers IS knowledge. resources is an and industry at important senior managementdifferentiator. Could level.. we be clear what is Has some Has significant in the scope of In predictable and responsibility for the responsibility for the “resources”. Could structured areas may work of others and work of others andthe responsibility be supervise others . for the allocation of for the allocation of extended, resources. resources incrementally to L6 Makes decisions & L7. which impact the Makes decisions The incremental Makes decisions work of employing Makes decisions which impact on the difference could be Makes decisions which may impact organisations, which influence the success of assigned clearer – e.g. L6 critical to work assigned to achievement of success projects and decisions critical to projects i.e. results, organisational individual/phases of organisational functions; team objectives deadlines and success. With much more project. objectives and department, project fluid boundaries budget. financial between performance. organisations – Develops long-term these should refer May have some May have working Participates in Develops high-level Develops business strategic to internal & external contact with level contact with external activities relationships with relationships with relationships withexternal customers, customers and customers and related to customers suppliers 5 customers. customers and suppliers, partners suppliers. suppliers. specialisation. and industry leaders. Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk. industry leaders.
    • Peter Leather Leader, Global SFIA User Forum SFIA – the 7 levels of Complexity - deconstructed Level 1: Level 2: Level 3: Level 4: Level 5: Level 6: Level 7: Performs highly complex work Performs a range Performs a broad Performs a broad Performs a activities covering Performs routine of varied work range of work, range of complex challenging range technical, financial activities in a activities in sometimes complex technical or & variety of Leads on formulation and and quality aspects structured variety of and non routine, in professional work complex technical application of strategy. Contributes to the environment structured variety of activities, in a or professional formulation environments. environments. variety of contexts. work activities. formulation of IT strategy. Undertakes work which requires Work involves Requires assistance application of creative application Applies the highest level in resolving fundamental of wide range of of management and unexpected principles in a wide technical and/or leadership skills. problems. and often management unpredictable principles. range of contexts. Understands Has deep understanding relationship of the IT industry and the between own implications of emerging specialism and technologies and wider customer / implications for the wider organisational business environment. requirements.6 Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.
    • Peter Leather Leader, Global SFIA User Forum “Broad” and “Challenging” SFIA – the 7 levels of Complexity - deconstructed concepts. I think are different Reference to “challenging” implies “implementation” of strategy something about the would make these more individual whereas “broad” action and outcome oriented refers to the activities: challenging could be replaced Level 1: Level 2: Level 3: Level 4: Level 5: Level 6: Level 7: Performs highly complex work Performs a range Performs a broad Performs a broad Performs a activities covering Performs routine of varied work range of work, range of complex challenging range technical, financial Leads on formulation Is there any activities in a activities in sometimes complex technical or & variety of and quality aspects and application of significance structured variety of and non routine, in professional work complex technicalin referring to Contributes to the strategy. environment structured variety of activities, in a or professionalenvironments formulation environments. environments. variety of contexts. work activities. & contexts? formulation of IT strategy. Undertakes work which requires Work involves Requires assistance application of creative application Something missing here? Perhaps reference Applies the highest level in resolving fundamental of wide range of to problem solving / types of problems? of management and unexpected principles in a wide technical and/or leadership skills. problems. and often management unpredictable principles. range of contexts. Understands Has deep understanding relationship of the IT industry and the between own implications of emerging specialism and technologies and wider customer / implications for the wider organisational business environment. requirements. Reference to management and leadership could be enhanced; e.g. why principles at L6 and skills at L7? L5 could also be expected to apply 7 Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk. management principles / skills? What does “highest level” mean?
    • Peter Leather Leader, Global SFIA User Forum SFIA – the 7 levels of Business Skills - deconstructed Level 1: Level 2: Level 3: Level 4: Level 5: Level 6: Level 7: Uses basic information systems Understands and uses appropriate Understands and uses appropriate Selects appropriately from Advises on the available standards, Assess and evaluates risk. Understands, explains and and technology functions, methods tools and applications. methods tools and applications. applicable standards, methods, methods, tools and applications in Understands the implications of presents complex technical ideas applications, and processes. tools and applications and use. own area of specialisation and can new technologies. to both technical and non-technical make correct choices from audiences at all levels up to the alternatives. highest in a persuasive and convincing manner. Demonstrates an organised Demonstrates a rational and Demonstrates an analytical and Demonstrates an analytical and Analyses, diagnoses, designs, Demonstrates clear leadership Has a full range of strategic approach to work. organised approach to work. Able systematic approach to problem systematic approach to problem plans, executes and evaluates skills and the ability to influence management and leadership skills. to work in a team. solving. Contributes fully to the solving. work to time, cost and quality and persuade. work of teams. targets. Demonstrates leadership. Is able to plan, schedule and Can plan, schedule and monitor Plans, schedules and monitors Understands the relationship of Promotes compliance with Assesses the impact of legislation, monitor own work within short own work (and that of others work to meet time and quality own area of responsibility / relevant legislation. and actively promotes compliance. time horizons. Is aware of health where applicable) competently targets and in accordance with specialisation to the employing and safety issues. within limited deadlines and relevant legislation and organisation. Takes customer according to relevant legislation procedures. requirements into account when and procedures. making proposals. Basic oral and written Sufficient communication skills for Demonstrates effective Communicates fluently orally and Communicates effectively, Communicates effectively at all communication skills. effective dialogue with colleagues. communication skills. in writing and can present complex formally and informally, with levels to both technical and non- technical information to both colleagues, subordinates and technical audiences technical and non-technical customers. Facilitates audiences. Facilitates collaboration between collaboration between stakeholders who have diverse stakeholders who share common objectives. objectives. Capable of learning new skills and Absorbs technical information Absorbs and applies technical Rapidly absorbs new technical Absorbs complex technical applying newly acquired when it is presented systematically information. Works to required information and applies it information. knowledge. and apply it effectively. standards. Understands and uses effectively. appropriate methods, tools and applications. Contributes to identifying own Identifies and negotiates own Takes initiative in identifying and Maintains awareness of Takes initiative to keep skills up to Takes initiative to keep both own Takes initiative to keep both own development opportunities. development opportunities. negotiating appropriate developing technologies and their date. Mentors more junior and subordinates skills up to date and subordinates skills up to date development opportunities. application and takes some colleagues. and to maintain awareness of and to maintain awareness of responsibility for personal developments in the IT industry. developments in IT in own area(s) development. of expertise. Appreciates the wider field of Has a good appreciation of wider Maintains awareness of Has a broad understanding of all Has a broad and deep IT information systems, and how own field of information systems, their developments in the industry. aspects of IT and deep knowledge coupled with role relates to other roles and to use in relevant employment areas Analyses requirements and advises understanding of area(s) of equivalent knowledge of the the business of the employer or and how they relate to the on scope and options for specialism(s). Understands and activities of those businesses and client. business activities of the employer operational improvement. communicates the role and impact other organisations who use and or client. Demonstrates creativity and of IT in the employing organisation exploit IT. Communicates the innovation in applying solutions for and promotes compliance with potential impact of emerging the benefit of the user. relevant legislation. technologies on organisations and individuals and can analyse the risks of using or not using such technologies.8 Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.
    • Peter Leather Leader, Global SFIA User Forum SFIA – the 7 levels of Business Skills - deconstructed ofto technical technical The concept presenting information & non- These seem to overlap / duplicate technical information is important. I information in the don’t think the incremental differences “complexity” and from L4 through to L7 are clear “influence” sections Level 1: Level 2: Level 3: Level 4: Level 5: Level 6: Level 7: Uses basic information systems Understands and uses appropriate Understands and uses appropriate Selects appropriately from Advises on the available standards, Assess and evaluates risk. Understands, explains and and technology functions, methods tools and applications. methods tools and applications. applicable standards, methods, methods, tools and applications in Understands the implications of presents complex technical ideas applications, and processes. tools and applications and use. own area of specialisation and can new technologies. to both technical and non- The incremental make correct choices from technical audiences at all levels up difference could be alternatives. to the highest in a persuasive and clearer convincing manner. Demonstrates an organised Demonstrates a rational and Demonstrates an analytical and Demonstrates an analytical and Analyses, diagnoses, designs, Demonstrates clear leadership Has a full range of strategic approach to work. organised approach to work. Able systematic approach to problem systematic approach to problem plans, executes and evaluates skills and the ability to influence management and leadership to work in a team. solving. Contributes fully to the solving. work to time, cost and quality and persuade. skills.L1 looks too low? work of teams. targets. Demonstrates leadership.At entry point we Is able to plan, schedule and Can plan, schedule and monitor Plans, schedules and monitors .could reasonably monitor own work within short own work (and that of others work to meet time and qualityexpect “Sufficient The incremental and in accordance with Something missing here? Perhaps reference to time horizons. Is aware of health where applicable) competently targets communication and safety issues. difference could belegislation and within limited deadlines and relevant length of planning horizon e.g. – annual, multi-skills for effective clearer according to relevant legislation procedures. year, medium, long-term, strategic etc dialogue with and procedures. colleagues.” L2 Basic oral and written Sufficient communication skills for Demonstrates effective Communicates fluently orally and Communicates effectively, Communicates effectively at allshould be able to communication skills. effective dialogue with colleagues. communication skills. in writing and can present formally and informally, with levels to both technical and non- communicate complex technical information to colleagues, subordinates and technical audiences Is “deep” ITwith customers / both technical and non-technical customers. Facilitates knowledge” suppliers – see audiences. Facilitates collaboration between expected forinfluence section collaboration between stakeholders who have diverse L7 – re contact with stakeholders who share common objectives. leadership customers and objectives. skills should suppliers Capable of learning new skills and Absorbs technical information Absorbs and applies technical Rapidly absorbs new technical Absorbs complex technical focus on big applying newly acquired when it is presented systematically information. Works to required information and applies it information. picture not knowledge. and apply it effectively. standards. Understands and uses effectively. the detail? appropriate methods, tools and applications. Contributes to identifying own Identifies and negotiates own Takes initiative in identifying and Maintains awareness of Takes initiative to keep skills up to Takes initiative to keep both own Takes initiative to keep both own development opportunities. development opportunities. negotiating appropriate developing technologies and their date. Mentors more junior and subordinates skills up to date and subordinates skills up to date development opportunities. application and takes some colleagues. and to maintain awareness of and to maintain awareness of responsibility for personal developments in the IT industry. developments in IT in own area(s) development. of expertise. Appreciates the wider field of Has a good appreciation of wider Maintains awareness of Has a broad understanding of all Has a broad and deep IT information systems, and how own field of information systems, their developments in the industry. aspects of IT and deep knowledge coupled with role relates to other roles and to use in relevant employment areas Analyses requirements and advises understanding of area(s) of equivalent knowledge of the Could it be the business of the employer or and how they relate to the on scope and options for specialism(s). Understands and activities of those businesses and clearer what client. business activities of the employer operational improvement. communicates the role and impact other organisations who use and “negotiating or client. Demonstrates creativity and of IT in the employing organisation exploit IT. Communicates the ” means in innovation in applying solutions for and promotes compliance with potential impact of emerging this context? the benefit of the user. relevant legislation. technologies on organisations and Understands the relationship of individuals and can analyse the own area of responsibility / risks of using or not using such specialisation to the employing technologies. Assesses the impact organisation. Takes customer “analyse” of legislation, and actively requirements into account when sounds very promotes compliance. making proposals. hands on for L7 – “assess” 9 maybe more appropriate Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.