SFIA 8 Launch - September 28, 2021
The document announces the launch of SFIA version 8, which defines skills and competencies for digital professionals. Key changes in SFIA 8 include additional skills added, skills renamed or restructured, updated generic attributes and levels of responsibility, and a new format for reference documents. SFIA 8 was developed through an open consultation process and builds on SFIA's history as a globally accepted framework to define skills in areas like IT, analytics, security and more.
We held a webinar in December to provide updates on SFIA and the SFIA 8 project in particular.
The webinar is available on the SFIA Foundation Youtube channel - we plan to grow the channel so please subscribe.
Service management
ITIL and the Service value system
ITIL Guiding principles
ITIL Service value chain
ITIL Four dimensions
ITIL Practices
ITIL Continual improvement
ITIL Certification scheme
What’s in it for me?
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...Alan McSweeney
Introducing the concept of Enterprise Business Analysis as a strategic resource to achieve business and IT alignment. Alignment means being able to draw a straight Line from business strategy through to delivered and operational solutions implemented to respond to businessn. Business and IT Alignment requires more than just relationship management – it requires actual engagement by IT with the needs of the business.
We held a webinar in December to provide updates on SFIA and the SFIA 8 project in particular.
The webinar is available on the SFIA Foundation Youtube channel - we plan to grow the channel so please subscribe.
Service management
ITIL and the Service value system
ITIL Guiding principles
ITIL Service value chain
ITIL Four dimensions
ITIL Practices
ITIL Continual improvement
ITIL Certification scheme
What’s in it for me?
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...Alan McSweeney
Introducing the concept of Enterprise Business Analysis as a strategic resource to achieve business and IT alignment. Alignment means being able to draw a straight Line from business strategy through to delivered and operational solutions implemented to respond to businessn. Business and IT Alignment requires more than just relationship management – it requires actual engagement by IT with the needs of the business.
Running the Business of IT on ServiceNow using IT4ITcccamericas
In this presentation, Michael Fulton, President of CC&C Americas, shares his perspective on the new IT4IT industry standard and how you can use a combination of IT4IT and ServiceNow to transform how you run the business of IT.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Design your Business, Model your Architecture (presentation by Marc Lankhorst...Patrick Van Renterghem
Presentation by Marc Lankhorst of BiZZdesign at I.T. Works/LoQutus meetup on July 1st, 2014 @Vlerick School. See http://www.meetup.com/The-big-pICTure-how-ICT-changes-business-and-society/events/181256842/ for full details on this meetup.
Shadow IT And The Failure Of IT ArchitectureAlan McSweeney
The continued existence and growth of shadow IT gives IT architecture the opportunity show leadership. IT architecture can be the gateway for business IT solution requirements, from initial solution concept through to solution realisation.
Shadow IT is a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. There are many aspects of shadow IT:
• Shadow Projects
• Shadow Data
• Shadow Sourcing
• Shadow Development
• Shadow Solutions
• Shadow Support Arrangements
Shadow IT takes many forms and types
1. CUST – customised solution developed by a third-party
2. DEV – personal devices used to access business systems or authenticate access to hosted solutions used for business
3. DIY – end-user computing application developed by the business
4. HOME – organisation data sent to home devices to be worked on
5. MSG – public messaging and data exchange platforms
6. OPEN – open-source software used as a stand-alone solution or incorporated into other solutions
7. OUT – outsourced service solution
8. PROD – software product acquired by the business and implemented on organisation infrastructure
9. PUB – accessing organisation applications and data using public devices or networks
10. STOR – public data storage and exchange platforms
11. SVC – hosted software solution
Uncontrolled shadow IT represents a real risk to organisations. The experience from previous shadow IT examples is that they have resulted in real financial losses. IT architecture can and should take the lead in implementing structures and processes to mitigate risks while taking maximising the benefits of shadow IT.
Itil 4 "management practices as sets of organizational resources designed for performing work or accomplishing an objective"
The mindmap includes links to posts where the practice is explained in more detail.
ITIL® is a registered trademark of AXELOS Limited.
https://www.axelos.com/
General management practices
Strategy management
Portfolio management
Architecture management
Service financial management
Workforce and talent management
Continual improvement
Measurement and reporting
Risk management
Information security management
Knowledge management
Organizational change management
Project management
Relationship management
Supplier management
Service management practices
Business analysis
Service catalogue management
Service design
Service level management
Availability management
Capacity and performance management
Service continuity management
Monitoring and event management
Service desk
Incident management
Service request management
Problem management
Release management
Change enablement
Service validation and testing
Service configuration management
IT asset management
Technical management practices
Deployment management
Infrastructure and platform management
Software development and management
Forget Big Data. It's All About Smart DataAlan McSweeney
This proposes an initial smart data framework and structure to allow the nuggets of value contained in the deluge of largely irrelevant and useless data to be isolated and extracted. It enables your organisation to ask the questions to understand where it should be in terms of its data state and profile and what it should do to achieve the desired skills level across the competency areas of the framework.
Every organisation operates within a data landscape with multiple sources of data relating to its activities that is acquired, transported, stored, processed, retained, analysed and managed. Interactions across the data landscape generate primary data. When you extend the range of possible interactions business processes outside the organisation you generate a lot more data.
Smart data means being:
• Smart in what data to collect, validate and transform
• Smart in how data is stored, managed, operated and used
• Smart in taking actions based on results of data analysis including organisation structures, roles, devolution and delegation of decision-making, processes and automation
• Smart in being realistic, pragmatic and even skeptical about what can be achieved and knowing what value can be derived and how to maximise value obtained
• Smart in defining an achievable, benefits-lead strategy integrated with the needs business and in its implementation
• Smart in selecting the channels and interactions to include – smart data use cases
Smart data competency areas comprise a complete set of required skills and abilities to design, implement and operate an appropriate smart data programme.
Main points covered:
- the case for adopting a model -driven approach: the drivers & benefits of integrating security into EA models;
- the techniques / design patterns for expressing security within ArchiMate's notational & grammar constraints;
- a short demonstration of how these models can be used in practice
Presenter:
Steven is an independent consultant with 25+ years in IT. Based in Brussels, where he has undertaken major assignments for clients in the public sector, agencies, finance, telecoms and utilities and also lends his support to local cyber-security initiatives. Much of his work in recent years has been in the field of developing tools, processes and models to support security analysis.
Steven holds numerous security, architecture and privacy certifications including SABSA Chartered Practitioner and ArchiMate 3.0.
Date: August 28, 2019
Recorded webinar: https://www.youtube.com/watch?v=Bt1xRZQ5T58&t=3s
RPA (Robotic Process Automation), POA (Process Oriented Architecture) And BPM...Alan McSweeney
RPA (Robotic Process Automation) is an opportunity to add value by creating (partially of completely) automated meta processes that control one or more existing applications to automate the interactions with those applications and thus enable the successful operation of the process.
RPA can reduce manual effort, reduce manuals errors, improve quality, accuracy and ensure consistency. RPA based processes are always available, can respond to changes more quickly and are more scalable that manual processes. They captures process information for reporting, analysis and process improvement and provide greater visibility and control.
Successful RPA is a pre-requisite to exploiting other technologies and approaches such as artificial intelligence.
POA (Process Oriented Architecture) is concerned with linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation.
BPM (Business Process Management) is the disciplined approach to identify, design, execute, document, measure, monitor and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organisation’s strategic goals.
Increasing velocity of change means that informal, undocumented expertise makes reaction slow, exceptions are only known and understood locally – process architecture ensures knowledge is documented and change can happen quickly.
A change to digital operations means that internal processes are exposed – the potentially inefficient and manual processes must be made efficient and external interactions must be masked from the internal complexity.
Moving the organisation from one that is internally focussed around its siloed structures to one that is focussed on customer (external interacting party) straight-through interactions.
Automating existing processes requires a structured approach to process analysis.
A structured approach to designing new optimised processes is important to successful RPA implementation.
Running the Business of IT on ServiceNow using IT4ITcccamericas
In this presentation, Michael Fulton, President of CC&C Americas, shares his perspective on the new IT4IT industry standard and how you can use a combination of IT4IT and ServiceNow to transform how you run the business of IT.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Design your Business, Model your Architecture (presentation by Marc Lankhorst...Patrick Van Renterghem
Presentation by Marc Lankhorst of BiZZdesign at I.T. Works/LoQutus meetup on July 1st, 2014 @Vlerick School. See http://www.meetup.com/The-big-pICTure-how-ICT-changes-business-and-society/events/181256842/ for full details on this meetup.
Shadow IT And The Failure Of IT ArchitectureAlan McSweeney
The continued existence and growth of shadow IT gives IT architecture the opportunity show leadership. IT architecture can be the gateway for business IT solution requirements, from initial solution concept through to solution realisation.
Shadow IT is a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. There are many aspects of shadow IT:
• Shadow Projects
• Shadow Data
• Shadow Sourcing
• Shadow Development
• Shadow Solutions
• Shadow Support Arrangements
Shadow IT takes many forms and types
1. CUST – customised solution developed by a third-party
2. DEV – personal devices used to access business systems or authenticate access to hosted solutions used for business
3. DIY – end-user computing application developed by the business
4. HOME – organisation data sent to home devices to be worked on
5. MSG – public messaging and data exchange platforms
6. OPEN – open-source software used as a stand-alone solution or incorporated into other solutions
7. OUT – outsourced service solution
8. PROD – software product acquired by the business and implemented on organisation infrastructure
9. PUB – accessing organisation applications and data using public devices or networks
10. STOR – public data storage and exchange platforms
11. SVC – hosted software solution
Uncontrolled shadow IT represents a real risk to organisations. The experience from previous shadow IT examples is that they have resulted in real financial losses. IT architecture can and should take the lead in implementing structures and processes to mitigate risks while taking maximising the benefits of shadow IT.
Itil 4 "management practices as sets of organizational resources designed for performing work or accomplishing an objective"
The mindmap includes links to posts where the practice is explained in more detail.
ITIL® is a registered trademark of AXELOS Limited.
https://www.axelos.com/
General management practices
Strategy management
Portfolio management
Architecture management
Service financial management
Workforce and talent management
Continual improvement
Measurement and reporting
Risk management
Information security management
Knowledge management
Organizational change management
Project management
Relationship management
Supplier management
Service management practices
Business analysis
Service catalogue management
Service design
Service level management
Availability management
Capacity and performance management
Service continuity management
Monitoring and event management
Service desk
Incident management
Service request management
Problem management
Release management
Change enablement
Service validation and testing
Service configuration management
IT asset management
Technical management practices
Deployment management
Infrastructure and platform management
Software development and management
Forget Big Data. It's All About Smart DataAlan McSweeney
This proposes an initial smart data framework and structure to allow the nuggets of value contained in the deluge of largely irrelevant and useless data to be isolated and extracted. It enables your organisation to ask the questions to understand where it should be in terms of its data state and profile and what it should do to achieve the desired skills level across the competency areas of the framework.
Every organisation operates within a data landscape with multiple sources of data relating to its activities that is acquired, transported, stored, processed, retained, analysed and managed. Interactions across the data landscape generate primary data. When you extend the range of possible interactions business processes outside the organisation you generate a lot more data.
Smart data means being:
• Smart in what data to collect, validate and transform
• Smart in how data is stored, managed, operated and used
• Smart in taking actions based on results of data analysis including organisation structures, roles, devolution and delegation of decision-making, processes and automation
• Smart in being realistic, pragmatic and even skeptical about what can be achieved and knowing what value can be derived and how to maximise value obtained
• Smart in defining an achievable, benefits-lead strategy integrated with the needs business and in its implementation
• Smart in selecting the channels and interactions to include – smart data use cases
Smart data competency areas comprise a complete set of required skills and abilities to design, implement and operate an appropriate smart data programme.
Main points covered:
- the case for adopting a model -driven approach: the drivers & benefits of integrating security into EA models;
- the techniques / design patterns for expressing security within ArchiMate's notational & grammar constraints;
- a short demonstration of how these models can be used in practice
Presenter:
Steven is an independent consultant with 25+ years in IT. Based in Brussels, where he has undertaken major assignments for clients in the public sector, agencies, finance, telecoms and utilities and also lends his support to local cyber-security initiatives. Much of his work in recent years has been in the field of developing tools, processes and models to support security analysis.
Steven holds numerous security, architecture and privacy certifications including SABSA Chartered Practitioner and ArchiMate 3.0.
Date: August 28, 2019
Recorded webinar: https://www.youtube.com/watch?v=Bt1xRZQ5T58&t=3s
RPA (Robotic Process Automation), POA (Process Oriented Architecture) And BPM...Alan McSweeney
RPA (Robotic Process Automation) is an opportunity to add value by creating (partially of completely) automated meta processes that control one or more existing applications to automate the interactions with those applications and thus enable the successful operation of the process.
RPA can reduce manual effort, reduce manuals errors, improve quality, accuracy and ensure consistency. RPA based processes are always available, can respond to changes more quickly and are more scalable that manual processes. They captures process information for reporting, analysis and process improvement and provide greater visibility and control.
Successful RPA is a pre-requisite to exploiting other technologies and approaches such as artificial intelligence.
POA (Process Oriented Architecture) is concerned with linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation.
BPM (Business Process Management) is the disciplined approach to identify, design, execute, document, measure, monitor and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organisation’s strategic goals.
Increasing velocity of change means that informal, undocumented expertise makes reaction slow, exceptions are only known and understood locally – process architecture ensures knowledge is documented and change can happen quickly.
A change to digital operations means that internal processes are exposed – the potentially inefficient and manual processes must be made efficient and external interactions must be masked from the internal complexity.
Moving the organisation from one that is internally focussed around its siloed structures to one that is focussed on customer (external interacting party) straight-through interactions.
Automating existing processes requires a structured approach to process analysis.
A structured approach to designing new optimised processes is important to successful RPA implementation.
Using SFIA’s levels of responsibility and NICE to support cybersecurity role and job levelling. Support for 53 NICE cybersecurity roles iwth the SFIA framework of levels and professional skills.
Scaling Agile is easily misunderstood. Scaling is the term we often hear used to describe using Agile methods with large enterprises. Larger enterprises often deal with bigger and more complex problems than small ones. They have more employees, subcontracting companies, different business units, more processes and a strong culture that defines how things are done. At the same time, they need to be able to deliver results in an ever-changing business environment. They need to be Agile but the bigger the company, the bigger the challenges are for scaling Agile.
Scaling frameworks available in the market today are maturing quickly and provide a variety of choices. Like the Agile Manifesto, these frameworks are based on principles, and they vary widely in the specificity of the recommended approach.
In this session, we will compare how two scaling frameworks, LeSS and SAFe, address the challenges of agility at scale. We will talk about how these two frameworks align, coordinate, and manage dependencies across multiple teams to maintain consistency and agility at scale.
Waterfall and agile processes have been applied to software development for many years. However, the same concepts can be applied to many other areas of business operation, including capacity management.
View this webcast on-demand to learn how to apply agile processes to the function of capacity management and real experiences carrying out capacity management in a company that has embraced Scaled Agile methodologies. Topics covered in this webcast include:
• Agile processes from the beginning
• Capacity management requirements
• Mapping agile processes and executing them
• Lessons learned implementing this approach
Destination Digital: Tracking Progress to Continue First Class PerformanceNGA Human Resources
Your Digital HR journey doesn't stop once you have gone live. The continuous innovations that keep digital HR processes efficient, and your HR team high performing, need to be integrated and optimized to ensure you continue to reach your performance objectives.
In this webinar we talk you through the maintenance of your new HR platform, vital to ensure that it remains optimized in line with the quarterly SuccessFactors updates.
In addition, we reveal to you the value of the business intelligence insights that Digital HR gathers, analyzes and reports on as part of the digital data processes.
These real-time and retrospective insights make it easy for you to make smart strategic decisions and meet KPIs.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Risks & Rewards of Upgrading to the Latest Version of Siebel CTMSPerficient, Inc.
Because Siebel Innovation Pack (IP) 2016 was such a significant departure from previous Siebel versions, our clinical operations team devoted much of last year to beta testing it, helping Oracle identify and iron out the kinks. Now that we have finished our assessment of the risks and rewards of upgrading Siebel Clinical to IP2016, we are ready to share them with you.
In this SlideShare, Param Singh, director of clinical operations solutions, highlights not only the features and benefits of IP2016, but the risks involved in upgrading, including a look at computer system validation (CSV) and regulatory compliance issues.
We also provide a sneak preview of IP2017, based on the insider information we receive as an Oracle Platinum Partner.
Mark Willemse - Strategy & Deployment JourneyIBM Sverige
IBM PureApplication System is a cloud application platform that can dramatically accelerate time-to-value and automate deployment and lifecycle management for a broad range of applications. This session outlines the advantages gained and lessons learned from a recently deployment and integration of IBM PureApplication System in detail as well other used cases at customers from various industries so that others can benefit from the accomplishments of this project.
Different approaches for describing the concept of t shapedSFIA User Forum
For SFIA 8 consultation a working group has been looking at T shaped roles. There’s lots of different shapes and letters used to describe the concept.
I’ve captured a few here.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
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Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
3. SFIA defines the skills and competencies required by
professionals who
design, develop, implement, manage and protect
the data and technology
that powerthe digitalworld.
SFIA Evolution
4. SFIA Evolution
SFIA has become the
globally accepted
common language
for the
skills and
competencies
for the digital world.
Information and
communications
technology
Business change
Digital
transformation
Data science and
analytics
Software
engineering
Information and
cyber security
Learning and
education
Applied
computing and
computational
science
User centred
design
Digital product
development,
sales and
marketing
Human resource
and workforce
management
Within the scope of SFIA are many of the world's
most in-demand occupations, including
professionals working in fields such as…
5. What’s changed
Readability
Guidance notes
Concise skill
definitions
Shorter sentences
Content
changes
New skills
New skill levels
Renamed skills
Retired skills
Navigation
Categories and sub-
categories
SFIA views
Related skills
Generic
attributes
Updated attributes
Behavioral factors
Same 7 levels of
responsibility
New look
documentation
New summary chart
2 reference manuals
(pdf)
Excel download
6. 7 levels of
responsibility
121
professional
skills
5 generic
attributes
495 skill level
descriptions
SFIA 8
Core framework Navigation
Summary chart, pdfs and Excel
Categories and sub-
categories
SFIA views
Related skills for website
browsing
Tools and resources
✓ Mappings to
industry
frameworks
✓ Standard skills
profiles
✓ Assessment
guidelines
✓ Links to c.50 bodies
of knowledge
✓ User stories
9. New look Summary chart
Professional skills Levels of responsibility and generic
attributes
… built with hyperlinks to SFIA 8 website content
10. 2 pdf documents
SFIA Framework reference - The SFIA standard
The full description of the SFIA levels of responsibility, the
generic attributes that define the SFIA levels, the behavioural
factors, knowledge statements and all the SFIA professional
skills.
About SFIA - Guidance for the use of the SFIA standard
An overview of the SFIA Skills and Competency Framework
and essential understanding for how it can be used in the
management and development of people.
12. 3 new appendices
Appendices
SFIA - Behavioural factors
• This describes the behavioural factors that are distributed
throughout the generic attributes.
SFIA - Knowledge, skill and competency
• This describes how SFIA aligns with ISO Standards
related to the assessment of knowledge, skills and
competency and how these maybe used to help manage
the development of a workforce.
SFIA - More than just a skills and competencies
framework
• This describes some of the range of activities of the SAFIA
Foundation.
13. SFIA 8 Excel spreadsheet
• To help you incorporate SFIA into
your own internal SFIA documents
and tools
• It provides the content of the SFIA
levels of responsibility, the generic
attributes (behavioural factors and
knowledge statements) and the
professional skills
Unlike other frameworks which use encrypted PDF documents that do not allow printing or "copy and paste" of content.
14. SFIA 8 UPDATE PROCESS
➢ Details of the consultation
and update process
➢ SFIA’s provenance and
longevity over 8 versions
➢ Ensuring confidence and
trust in the global skills
and competency
framework for a digital
world ... built by industry
for industry
15. SFIA Past and Present ...
Provenance and Sustainability → Confidence and Trust ...
... the global common reference model for skills and competency …... built by industry for industry!
92 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21
…
SFIA V2 V3 V4 V5 V6 V7 SFIA 8
UK Collaboration Global Open Collaboration
UK Initiatives
1 Language 3 Languages 6 Languages 11 + 2 Languages
Industry Developments
Industry Themes
Infrastructure
Bodies of Knowledge
SFIA Views
Guidance
Collaborations
Standard Role Profiles
Future Ideas ...
Global Footprint
SFIA Context
SFIA:
Available
Flexible
Relevant
Correct
... & actually useful
Global Open Consultation
16. Consultation in progress
For example:
• Change to the SFIA Framework
• Develop a SFIA view
• Provide SFIA Guidance Material
• Do nothing – and explain why
• Themes
• Workshops
• Direct input from industry end
users
• Dialogue with industry bodies
• Input from SFIA Council
• Input from SFIA Design Authority
• Learning from SFIA 7
• Desk/secondary research into
industry trends
• Change Requests
Develop “tools and
resources”
Update core
framework - SFIA 8
We find out what industry wants ... We work out the options for what SFIA can do …
Check back, test, beta release of SFIA 8
Working groups
Volunteers
SFIA Design
Authority
... visibility throughout ... see it being built ... monthly newsletters
18. Changes to the professional skills for SFIA 8
• 23 additional skills
• 4 skills retired
• 7 skills re-named/ 9 re-structured
• 28 levels added / 3 levels moved replaced
19. 23 additional skills
Information and cybersecurity
• Vulnerability research VURE
• Vulnerability assessment
VUAS
• Threat intelligence THIN
Data privacy
• Personal data protection PEDP
Data and analytics
• Data engineering DENG
• Data science DATS
• Business intelligence BINT
• Machine learning MLNG
DevOps, DevSecOps, Software
engineering
• Systems and software life
cycle engineering SLEN
Computational science
• Scientific modelling SCMO
• Numerical analysis NUAN
• High-performance computing
HPCC
Business analysis
• Business situation analysis
BUSA
• Feasibility assessment FEAS
People and skills
• Workforce planning WFPL
• Employee experience EEXP
• Organisational facilitation
OFCL
• Subject formation SUBF
• Certification scheme
operation CSOP
And last, but not least…
• Service catalogue
management SCMG
• Investment appraisal INVA
• Audit AUDT
• Business administration ADMN
20. 4 skills retired
SFIA 7 SFIA 8
Analytics INAN ▪ Content refined and extended by creating 3 new skills:
▪ Data science
▪ Business intelligence
▪ Machine learning
Business analysis BUAN ▪ Content refined and extended by creating 2 new skills:
▪ Business situation analysis
▪ Feasibility assessment
Conformance review CORE ▪ Content covered by a refreshed version of Quality assurance and the
new Audit skill
Network planning NTPL ▪ Content covered between Network design and Service level
management.
▪ Network design has also been refreshed for SFIA 8.
21. 7 skills re-named
SFIA 7 SFIA 8
Security administration Security operations
Information content authoring Content authoring
Information content publishing Content publishing
Systems installation/decommissioning Systems installation and removal
Change management Change control
Relationship management Stakeholder relationship management
Information governance Information management
For these skills ̶ re-naming does not change the overall intent and scope of the skill
22. 9 skills re-structured
SFIA 7 SFIA 8
Enterprise IT governance Made more generic – renamed as Governance
Business risk management Made more generic – renamed as Risk management
IT management Shift the focus to technical service delivery management –
renamed as Technology service management -
Change implementation planning and
management
– broader scope and 2 new levels – renamed as Organisational
change management
Teaching and subject formation Some parts moved to new skill called Subject formation –
renamed as Teaching
Business process testing Broader scope and new levels – renamed as Acceptance testing
Data management Some parts moved to new skill called Data engineering
Porting/Software configuration Shift focus to design and deployment of software configuration,
particularly for (not exclusively) enterprise scale systems and
large SaaS – renamed as Software configuration
Resourcing Some parts moved to new skill called Workforce planning
24. Summary of changes to generic attributes and
level of responsibility in SFIA 8
• Highlight SFIA’s behavioural factors
• Updates to generic attributes to enhance readability and
consistency across levels and attributes
• Behaviours related to security, privacy and ethics
updated
• Entry level descriptions edited to help employability
• 2-way look up - by levels and by generic attributes
• New look graphic for the Summary chart
25. New look Summary chart
• Help new SFIA
users understand
the design of the
levels of
responsibility
• Designed for
onscreen viewing
or A3 printing
• Built with
hyperlinks to SFIA
8 website content
Levels of responsibility and generic attributes
26. • The SFIA levels describe recognisable levels of
responsibility and accountability — this is universally liked
by SFIA users.
• This is why the structure of SFIA has remained the same
— 7 levels of responsibility characterised by generic
attributes which describe behavioural factors, along with
professional skills and competencies described at one or
more of those 7 levels.
27. Changes to generic attributes
• There have been a number of small focused changes to
attributes
• The changes do not affect the scope
• Previous SFIA assessments are not impacted by these
changes
28. 2 way look up
By level – same as SFIA 7 By attribute – new for SFIA 8
29. Behavioural factors
Focusing on behavioural factors is an alternative view of
looking at the generic attributes in their summary form.
These two approaches provide significant flexibility:
• Organisations with their own behavioural model, or
corporate values, can map them to the generic attributes
(considering the individual behavioural factors).
• The generic attributes as summary statements are
particularly useful for a balanced view when considering
professional certification or internal role balancing.
• Organisations, such as small and medium-sized
enterprises, without their own behavioural model, can
adopt the behavioural factors explicitly. This can be
beneficial for example, in defining specific behaviours
required for a role or for individual staff development
planning.
30. Glossary of behavioral factors
In accordance with the design principles of SFIA, the
behavioural factor descriptions are generic.
• This ensures they can be universally applied to any
organisation, its structure, its internal capability
framework, its ways of working and culture.
The behavioural factors themselves have two components,
the first describes the behavioural element and the second
describes the organisation scope, context and impact.
The behavioural factors are discussed in a separate
documents available from the SFIA website. Glossary of
behavioural factors within the 7 levels of responsibility.
• In the glossary document, the following behavioural
factors and knowledge statements are addressed
alongside autonomy, influence and complexity.
Behavioural Factors Knowledge Statements
❑ Collaboration
❑ Communication Skills
❑ Creativity
❑ Decision Making
❑ Delegation
❑ Execution Performance
❑ Influence
❑ Leadership
❑ Learning and Professional
Development
❑ Planning
❑ Problem Solving
❑ Security, Privacy and Ethics
❑ Contextual and Attribute
Descriptions
❑ Generic Knowledge
❑ Specialist Knowledge
❑ Domain and Localisation
Knowledge
32. Readability
❑ Guidance notes do not
change the meaning of
the skill
❑ SFIA 7 – 10% of
sentences have more
than 30 words, 27% have
more than 20 words
❑ SFIA 8 – 0% > 30 words,
3% > 20 words
Guidance notes added to all skills
Reordering skill levels on the web pages – low to high
Re-ordering and re-formatting the sentences within the skill
level descriptions.
Very long sentences (30+ words) removed/restructured
Most long sentences > 20 words restructured
33. Shorter
descriptionsplus
guidancenotes
Guidance notes are – in
essence – a reformatting
of the lengthy overall skill
description in SFIA 7.
This approach is to help
users…
➢ select relevant skills
➢ choose between
similar SFIA skills
➢ understand the scope
of the skill
Guidance notes do not change the meaning of the skill.
34. Make clear what the user will get from the link
SFIA 8
This is made possible by having a shorter description
SFIA 7
35. SFIA 8 Themes
Security
Data and
analytics
Computational
science
People and
skills
DevSecOps
Agile/self-
organising
teams
Cloud
Business
analysis
IT Service
management
Service
design
Blockchain
Systems
engineering
36. Security and privacy approach
• For professionals that are security specialists … ensure
• core specialist security skills are available
• security-related skills are available
• other skills (not explicitly security oriented), relevant to their specialist roles, are available
• For professionals that build and support secure systems … ensure
• all skills, relevant to the work they perform, have a security component
• For all others … ensure
• security and privacy is clearly a necessary component of their work -
This drives SFIA's position that security and privacy is part of
everyone's role and not something to be left to security specialists
alone.
37. Security and privacy summary
• Design principle
• There are specialist security roles
• AND a wide range of roles where security is an essential part of their day-to-day
responsibilities
• And all other roles are covered by SFIA’s generic attributes which describe security
and privacy responsibilities
• So:
• 9 explicit security skills
• 41 skills where security is an essential component
• Security is an explicit component of the generic attributes and behaviours at all
levels
• Navigation and orientation aids
• SFIA view – Information and cyber security
• 2 new sub-categories
• Guidance notes and readability improvements for all skills
38. SFIA 8 – Security and privacy related changes
Additional skills
Re-named/
re-structured skills
New skill levels
▪ Vulnerability
research VURE
▪ Vulnerability
assessment VUAS
▪ Threat
intelligence THIN
▪ Personal data
protection PEDP
▪ Audit AUDT
▪ Security operations
SCAD
▪ Governance GOVN
▪ Risk management
BURM
▪ Information
assurance INAS
▪ Digital forensics
DGFS
▪ Continuity planning
COPL
▪ Penetration testing
PENT
▪ Contract
management ITCM
Updated generic attributes
Updated professional skills
39. SFIA view – Information and cyber security
Skills for security professionals Secure software development Security practice management
Information security SCTY 3 4 5 6 7 Systems development management DLMG 5 6 7 Performance management PEMT 4 5 6
Enterprise and business architecture STPL 5 6 7 Requirements definition and management REQM 2 3 4 5 6 Professional development PDSV 4 5 6
Governance GOVN 6 7 Solution architecture ARCH 4 5 6 Employee experience EEXP 4 5 6
Risk management BURM 3 4 5 6 7 Systems design DESN 3 4 5 6 Demand management DEMM 5 6
Audit AUDT 3 4 5 6 7 Software design SWDN 2 3 4 5 6 Workforce planning WFPL 4 5 6
Information assurance INAS 3 4 5 6 7 Programming/software development PROG 2 3 4 5 6 Resourcing RESC 3 4 5 6
Continuity management COPL 2 3 4 5 6 Testing TEST 1 2 3 4 5 6 Competency assessment LEDA 3 4 5 6
Incident management USUP 2 3 4 5 Real-time/embedded systems development RESD 2 3 4 5 6 Quality management QUMG 3 4 5 6 7
Vulnerability research VURE 3 4 5 6 Systems integration and build SINT 2 3 4 5 6
Threat intelligence THIN 2 3 4 5 6 Release and deployment RELM 3 4 5 6
Security operations SCAD 1 2 3 4 5 6 User experience design HCEV 3 4 5 6 Other security-related skills
Vulnerability assessment VUAS 2 3 4 5 Change control CHMG 2 3 4 5 6
Digital forensics DGFS 3 4 5 6 Strategic planning ITSP 5 6 7
Penetration testing PENT 3 4 5 6 Consultancy CNSL 4 5 6 7
Research RSCH 2 3 4 5 6 Secure infrastructure Specialist advice TECH 4 5 6
Personal data protection PEDP 5 6
Technology service management ITMG 5 6 7
IT infrastructure ITOP 1 2 3 4 5
Network design NTDS 3 4 5 6
Security programmes Network support NTAS 2 3 4 5
Hardware design HWDE 3 4 5 6 Levels of responsibility
Programme management PGMG 6 7 Asset management ASMG 2 3 4 5 6
Project management PRMG 4 5 6 7 Database administration DBAD 2 3 4 5
The SFIA Framework describes seven levels of
increasing responsibility, accountability and impact from
Level 1, the lowest, to Level 7, the highest.
Each of the seven levels is labelled with a guiding phrase
to summarise the level of responsibility.
Level 1 ̶ Follow
Learning delivery ETDL 2 3 4 5 Storage management STMG 3 4 5 6 Level 2 ̶ Assist
Learning design and development TMCR 3 4 5 Quality management QUMG 3 4 5 6 7 Level 3 ̶ Apply
Stakeholder relationship management RLMT 4 5 6 7 Sourcing SORC 2 3 4 5 6 7 Level 4 ̶ Enable
Measurement MEAS 3 4 5 6 Supplier management SUPP 2 3 4 5 6 7 Level 5 ̶ Ensure, advices
Knowledge management KNOW 2 3 4 5 6 7 Facilities management DCMA 3 4 5 6 Level 6 ̶ Initiate, influence
Level 7 ̶ Set strategy, inspire,
mobilise
Information and cyber security view (sfia-online.org)
40. Data and analytics summary
• Analytics has been in SFIA since version 4 (2008) – it has been regularly updated since. For SFIA 8 it
has been refined and extended by creating 3 new skills in SFIA 8:
• Data science DATS @ levels 2 to 7
• Business intelligence BINT @ levels 2 to 5
• Machine learning MLNG @ levels 2 to 6
• Consequently - Analytics INAN is retired from SFIA 8
• SFIA 7 skill descriptions will remain available for you to use
• Data engineering was covered in previous versions of SFIA (as part of Data management). For SFIA 8 –
it has become a standalone skill because of industry specialisation in the topic
• Data Engineering DENG @ levels 2 to 6
• Consequently level 2 and 3 are removed from Data management
• Changes
• A new level 3 has been added to Data visualisation VISL
• Information governance IRMG renamed to Information management to avoid confusion with Governance GOVN
• Navigation and orientation aids
• SFIA view – Big data and data science
• New sub-category to bring data and analytics skills together
• Guidance notes and readability improvements for all skills
Big data/Data science view — (sfia-online.org)
41. Applications of
computational science
• Geoscience
• Meteorology
• Scientific and industrial research
• Defence science and technology
• Nuclear science and technology
3 additional skills for SFIA 8
• Scientific modelling
• Numerical analysis
• High-performance
computing
42. Cloud engineering
• For SFIA 7 - cloud is referred explicitly or implicitly in several SFIA skills
• For SFIA 8 - the design choice was between...
1. adding new cloud-named skills versus
2. cloud solutions and services being a specific application of existing SFIA skills
• Option 2 was selected for SFIA 8
• but this change request is being kept in the deferred list to be re-visited for future SFIA updates
• So for SFIA 8…
• Cloud is explicitly referenced in 22 SFIA skills – typically in the guidance notes as an example application
for the skill
• For Cloud engineering in particular - the SFIA skills of Solution architecture ARCH and Systems design
DESN are examples of skills which are involved in the design of IT service solutions to meet specified
requirements, compatible with agreed cloud computing architectures,
• the re-structured Software configuration PORT skill has been re-written and can be applied to software
as a service (SaaS) solutions, infrastructure as a service (IaaS) and platform as a service (PaaS)
43. Agile
• SFIA professional skills are generic and can be applied in a variety of systems, service or product
development lifecycle models
• At SFIA level 4 and higher it is typically expected that individuals will be able to adopt and adapt
approaches.
• In many organisations a range of lifecycle models or hybrid development approaches are used
• Agile is highly dependent on a culture of learning, adaption and improving working practices
• For SFIA 8 – the addition of Guidance notes has meant that more specific examples of agile working
practices have been mentioned in the framework
• Agile is explicitly referenced in 20 SFIA skills and implicitly in others
• An additional SFIA 8 skill called Organisational facilitation reflects the skills needed to support teams
to organise themselves to deliver. Includes helping teams adopt agile working practices and
behaviours.
• The addition of Employee experience is also supportive of different people management practices and
expectations of employees which can be associated with agile working.
44. People management
People management
• An additional skill called Employee experience has been added to provide some flexibility in SFIA to
reflect a range of different people management practices and expectations of employees.
• Employee experience will not be applicable to all employers or teams – but has an increased
importance with different working practices and team structures.
• Resourcing has been a skill in SFIA for some time. It included some elements of workforce planning.
• For SFIA 8 Workforce planning has been brought out as an additional skill to recognise its importance,
and, also that some roles specialise in either Resourcing or Workforce planning
• An additional skill called Organisational facilitation reflects the skills needed to support teams to
organise themselves to deliver. Includes helping teams adopt agile working practices and behaviours.
Additional skills Re-structured skills
▪ Employee experience EEXP
▪ Workforce planning WFPL
▪ Organisational facilitation OFCL
▪ Performance management PEMT
▪ Resourcing RESC
45. SFIA 8 - People management skills
Performance
management
Improving organisational performance by developing the performance of
individuals and workgroups to meet agreed objectives with measurable
results.
Levels 4 to 6
Employee
experience
Enhancing employee engagement and ways of working, empowering
employees and supporting their health and wellbeing.
Levels 4 to 6
Organisational
facilitation
Supporting workgroups to implement principles and practices for effective
teamwork across organisational boundaries and professional specialisms.
Levels 4 to 6
Professional
development
Facilitating the professional development of individuals in line with their career
goals and organisational requirements.
Levels 4 to 6
Workforce
planning
Estimating the demand for people and skills and planning the supply needed
to meet that demand.
Levels 4 to 6
Resourcing Acquiring, deploying and onboarding resources. Levels 3 to 6
46. DevSecOps
• SFIA already describes the skills that practitioners working in DevOps roles/teams need.
• This change request and the IEEE/ISO DevOps standard (2675) highlight a gap around developing and
improving the collaborative & technical environment associated with DevOps.
• “In practice, DevOps is a full life cycle endeavor which gives equal consideration to each stage. DevOps is a set
of principles and practices which enable better communication and collaboration between relevant
stakeholders for the purpose of specifying, developing, continuously improving, and operating software and
systems products and services. It is not just a matter of technical practices affecting other life cycle
processes”.
• For SFIA 8 – we have looked at the skills associated with contemporary approaches to secure software
engineering and operations – with a focus on business value and practitioners establishing and improving
their own practices.
• An additional skill for SFIA 8 called Systems and software lifecycle engineering has been created.
• It has been written such that it can be applicable to ways of working labelled with terms such as DevOps,
DevSecOps, site reliability engineering, developer productivity engineering.
• However - it is likely to find wider applicability in specialised areas.
47. SFIA 8 Skills management changes
Teaching
• Split the Subject formation aspects of teaching from the delivery of teaching so these can be evaluated separately
• The skill has a 4 new levels (level 2, 3 4 & 7) to support the whole range of responsibilities and roles found in teaching and related
professions
Subject formation
• New skill @ levels 4 to 7
Certification scheme operation
• Focussed skill to implement certification and badging schemes (including digital badging)effectively
Competency assessment
• Edited to be applicable in a range of contexts such as — but not limited to — recruitment, career progression, professional
development planning or accreditation/certification. .
Additional skills Re-structured skills Updated skills
▪ Subject formation SUBF
▪ Certification scheme operation
CSOP
▪ Teaching TEAC ▪ Competency assessment
LEDA
48. Business analysis
• Business analysis has been present in the SFIA framework from the
earliest versions
• The job title “Business analyst” cover a broad professional discipline
• In addition - business analysis responsibilities are found in many
jobs / roles and different organisational contexts
• Project, product, strategic, operational, programme/portfolio
• Business analysis is also being deployed in newer domains such as cyber
security and data science
• It is helpful for business analysts to use a common language to
describe the breadth professional skills associated with the work
they perform.
• this promotes what business analysts can offer, and,
• opens up a broader range of potential career paths
49. Business analysis is a broad professional discipline
Breadth of the business analysis
discipline
❑ Individual roles and assignments do not use the entire breadth of business analysis related skills in
SFIA.
❑ Roles in other professional roles and with different job titles will also make use of some of the SFIA
business analysis related skills.
❑ This knowledge areas (KAs) in the BABOK are similar – depending on roles different KAs have
more or less importance. The BABOK KAs are also relevant to other professional roles and with
different job titles
❑ SFIA also provides flexibility by having multiple skill levels which can be aligned to
roles/assignments
Adapted from Business Analyst by Adrian Reed
Role /
assignment
Role /
assignment
50. SFIA 8 content for business analysts
1. The SFIA 7 skill called Business analysis has been split into constituent parts
• New skill - Business situation analysis
• New skill - Feasibility assessment
• This provides greater granularity and flexibility – for example to support
o definition of business analysis roles, assignments
o skills assessment, identifying skills gaps
o targeted learning and development solutions
o developing career paths
o resourcing (recruiting, deployment)
2. Restructure and rename 2 skills
• Business process testing (levels 4 to 6) becomes Acceptance testing (2 to 6)
• Change implementation and management (5 to 6) becomes Organisational change
management (3 to 6)
3. Publish illustrative SFIA skills profiles for a number of industry roles
4. Continue mapping of BABOK to SFIA (updated for SFIA 8) and IIBA UK Job roles
mapping
51. Robotic process automation
• For SFIA 8 covered by a combination of existing skills and the additional skills in Data and analytics
• For example
• Data engineering DENG for extracting, combining, quality checking the data, real-time collection of
data to feed analytics
• creating reports based on the information extracted - Business intelligence BINT
• Performing complex predictive analysis would need Data science DATS
• If the bots were learning to take different actions over time then they would need Machine learning
MLNG
• Data visualisation VISL would be needed for creating insightful, actionable graphics from the data –
(but would need to be more than just the off the shelf Excel chart)
• Where bots are used to navigate legacy systems via their user interfaces then there are the 2 new skills
Business situation analysis BUSA and Feasibility assessment FEAS plus Business process
improvement BPRE and Requirements management REQM. Depending on the solution then Software
configuration PORT may be required (configured by users rather than Software developers)
52. Other themes
• SFIA and Blockchain (sfia-online.org)
• Blockchain was revied during the SFIA 8 consultation. The agreed position is that r working assumption is that
"Blockchain" is a not an additional SFIA skills Blockchain" is a not an additional set of SFIA skills
• It is best treated as the application of a new technology in anumber of SFIA skills.
• Service design —(sfia-online.org)
• Service design" has been a SFIA sub-category since SFIA v4 (2008). This was introduced to reflect the structure of ITIL
v3.
• Service design as a professional discipline and as a role has changed since then.
• ITIL has moved on also and with ITIL v4 - their definition of service design has changed considerably.
• The Service design sub-category has been removed. Illustrative SFIA skills and examples of service design activities
and artefacts have been published instead.
• Service management (sfia-online.org)
• An additional SFIA skill – Service catalogue management has been added @ levels 3 to 5
• Systems engineering
• A mapping to ISO/IEC/IEEE 15288:2015 Systems and software engineering — System life cycle processes is being
worked on and will be published when available
53. SFIA 8 NAVIGATION
Categories
and sub-
categories
A to Z skills
list
SFIA views
SFIA related
skills
SFIA
framework
mappings
SFIA skills
profiles
54. Categories and sub-categories
SFIA 8 continues to group the skills into categories and subcategories.
These do not have definitions - they are just a navigation aid.
Colour coding is also used to identify the categories.
55. Categories and sub-categories
Strategy and
architecture
Change and
transformation
Development
and
implementation
Delivery and
operation
People and
skills
Relationships
and
engagement
Categories
Strategy and
planning
Change
implementation
Systems
development
Technology
management
People
management
Stakeholder
management
Sub-categories
Security and
privacy
Change
analysis
Data
and analytics
Service
management
Skills
management
Sales and
marketing
Governance,
risk and
compliance
Change
planning
User
experience
Security
services
Advice and
guidance
Content
management
Computational
science
• These categories and subcategories do not equate to jobs, roles,
organisational teams or areas of personal responsibility.
• It is common practice for a specific job description, for instance, to
comprise skills taken from multiple categories and subcategories.
• Many users find these categories useful, but SFIA is a flexible
resource and the SFIA Skills can easily be grouped and filtered into
alternative views to support specific industry disciplines, particular
environments and frameworks.
56. A to Z Skills list
https://sfia-online.org/en/sfia-8/all-skills-a-z
57. Related skills
Web navigation to
find the skills you
need
Links to bodies of
knowledge and
standard skills
profiles
The related skills are a navigation
aid only. They are not part of the
core framework.
58. SFIA views – Design concept
Full SFIA
framework
Digital
Transformation
Agile
DevOps
Big data/Data
science
Information
and cyber
security
Enterprise IT
• SFIA is an extensive resource for skills
and competencies
• It is not expected that any organisation
would need all the skills in SFIA.
• Categories and sub-categories are a
useful way to look at SFIA.
• But they offer just one perspective and can
not reflect the way SFIA is used in different
contexts.
• By creating SFIA views - we allow for a
navigation of the framework from
different perspectives
• Many of SFIA’s skills are shared across
sectors and professions, some are specific
to certain industry sectors and professions.
• The 7 levels of responsibility are common to
all and universally liked
59. SFIA views - contents
•The conventional view of SFIA
used for the summary chart and
framework reference guide
•Categories & sub-categories
Full framework
•Set up agile culture and
capabilities
•Support & guide agile
practices
•Adopt agile practices
•Measure & learn to improve
agile practices
Agile
•DevOps culture
•DevOps automation
•DevOps ways of working
DevOps
•Data governance
•Data culture and capability
•Data lifecycle management
•Data security and quality
Big data/Data
science
•Skills for security
professionals
•Security programmes
•Secure software development
•Secure infrastructure
•Security practice
management
•Other security related skills
Information and
cyber security
•Strategy and architecture
•Change and transformation
•Development and
implementation
•Delivery and operation
•People and skills
•Relationships and
engagement
Enterprise IT
•Digital strategy, innovation
and investments
•Digital culture, skills and
capabilities
•Digital & data transformation,
change and governance
•Digital technology enablers
Digital
transformation
60. SFIA framework mappings
• Service management practice areas and roles
• NIST
• COBIT 2019
• Software engineering body of knowledge (SWEBOK)
• Business analysis body of knowledge (BABOK)
• Service design
This provide alternate routes to finding SFIA content.
Mappings will be updated to SFIA 8 and published in the coming weeks.
61. SFIA8beta-illustrativeskillsprofiles
The SFIA framework is flexible
by design...
• it does not prescribe or define
jobs, roles, organisation
structures or career paths
• instead - SFIA describes the
skills that roles, jobs or career
steps require
We have collated a set of generic
mappings of SFIA skills for the
industry's most common role
families...
• These provide a quick-
start list of the most relevant
SFIA skills for a selection of
common roles.
• This work has been ongoing for
some time - and there is more
to do
• We are publishing this now to
support SFIA 8 and to illustrate
how the skills in SFIA 8 can be
deployed in the workplace.
https://sfia-online.org/en/tools-
and-resources/standard-industry-
skills-profiles
65. • User guidance
• Mappings to industry frameworks
• Links to industry bodies of knowledge
• SFIA accredited partners and specialists
• SFIA Skills mapped to standard roles
• SFIA accredited training
• Not-for-profit stewardship of the SFIA framework
68. Ecosystem supported by developing the website…
❑ Future SFIA (changes)
❑ Tools and Resources
• Guidance and help
• Detailed SFIA
assessment
guidelines
• Bodies of
Knowledge
• SFIA Views
• SFIA skills profiles
• Mapping to
complementary
frameworks
❑ SFIA Framework
• 10 languages
❑ Site search
❑ Collaborations
Use web site analytics to identify improvements
and extensions
69. Track record of open consultation and wide collaboration
200
0 v1
200
1 v2
2005
v3
2008
v4
2011
v5
2015
V6
2018
v7
202
1 v8
UK Consultation
Global Open
Collaboration
UK
Initiatives
Global Open
Consultation
2000 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22
Core SFIA framework
SFIA eco-system
Ancestors
70. Putting the community first
Board
Operations
Responsible for:
- running the Foundation
- developing the SFIA ecosystem
Council
Global
advisory group Design Authority Board
Responsible for framework
integrity
Accredited Consultants
Accredited Partners
Users
A global not-for-profit Foundation
• To develop, maintain and support the global skills and competency framework