JOB COMPETENCY PROFILE MANAGER, CS 04 APPLICATION DEVELOPMENT

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1 JOB COMPETENCY PROFILE MANAGER, CS 04 APPLICATION DEVELOPMENT LARGE ORGANIZATIONS JOB NUMBER GNCS Organizational Readiness Office V 1.0

2 TABLE OF CONTENTS Introduction... i Job Competency Profile Manager, (Large Organizations) Application Development Competency Summary Manager, Application Development...1 Client Focus...2 Communication...2 Decision Making... Developing Others... Organizational and Environmental Awareness...4 Planning and Organizing...4 Stewardship of Resources...5 Team Leadership...5 Visioning & Strategic Direction...6 Application Development/Support & Maintenance...6 Business Analysis...7 IT Project Management...7

3 INTRODUCTION Job Competency Profiles (JCP s) are one of many products developed as part of IT Community Generics. Our goal is to provide you with a consistent and coordinated approach to managing resources across government, with IT employees regarded as community resources. Within the IT community, jobs are categorized within a work stream which represents a function. There are currently eight IT streams in the large and medium organizations 1 and a competency profile has been developed for each generic job/role within each stream. Because the Job Competency Profiles are designed based on the organizational models and the Generic Work Descriptions, they should only be used in conjunction with the implementation of IT Community Generics. The Job Competency Profiles for the community describe the essential behavioural and technical competencies that employees must demonstrate and maintain throughout the course of their careers as IT professionals. In addition to representing current requirements, the competencies also reflect the dynamic and evolving nature of the IT discipline. They are therefore the foundation from which IT professionals can base their continuing professional development. In summary, then, a JCP is a set of competencies and associated behaviours at the appropriate proficiency level, that link directly to work that needs to be done in order to achieve overall strategic priorities. A competency profile can be used by individuals and groups as a source document for a variety of human resources activities. The level of detail will depend on the application. For example, when establishing the staffing requirements of a role/position, it is generally necessary to focus only on the bring competencies those that are identified as key to immediate successful performance on the job. These are often behavioural and technical competencies the candidates must have learned, developed or acquired prior to commencing in the position. The learn competencies, on the other hand, are critical to successful performance once the employee is on the job. These would therefore not be assessed during the recruitment and selection process but could be included in the employee s learning plan. When you use the Job Competency Profiles for staffing, learning and development and career planning, please provide us with your feedback. We intend to continue making revisions to the Profiles based on your experience. For further information, please refer to the following documents on the ORO website o o Implementation Guide; Behavioural and Technical Dictionaries, which provide an in-depth description of competency proficiency levels. The IT Job Competency Profiles were developed through a series of consultation sessions with subject matter experts from across government. We wish to thank all participants in the process for their assistance and guidance. 1 Large and medium organizations are based on the size of the CS population. Medium: Large: greater than 500. i

4 COMPETENCY SUMMARY MANAGER, (LARGE ORGANIZATIONS) APPLICATION DEVELOPMENT COMPETENCY Client Focus Communication Decision Making Developing Others Organizational & Environmental Awareness Planning and Organizing Stewardship of Resources COMPETENCY DEFINITION Identifying and responding to current and future client needs; providing service excellence to internal and external clients. Listening to others and communicating in an effective manner that fosters open communication. Making decisions and solving problems involving varied levels of complexity, ambiguity and risk. Fostering the development of others by providing a supportive environment for enhanced performance and professional growth. Understanding the workings, structure and culture of the organization as well as the political, social and economic issues, to achieve results. Defining tasks and milestones to achieve objectives while ensuring the optimal use of resources to meet those objectives. Ensuring the effective, efficient and sustainable use of Public Service resources and assets: human and financial resources, real property and business information. PROFICIENCY LEVEL Team Leadership Leading and supporting a team to achieve results. 4 Visioning and Strategic Direction Application Development / Support and Maintenance Business Analysis IT Project Management Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring alignment with the organization s vision and values. Knowledge and ability to design, define, construct, enhance, support and maintain application software on one or more platforms. Knowledge and ability to apply the principles of business analysis in the planning, reengineering, requirement gathering for government business environments, operations, processes and practices. Knowledge and ability to apply formal project management principles and practices during the planning, implementation, monitoring and completion of projects, ensuring effective management of scope, resources, time, cost, quality, risk and communications. 4 Manager, (Large Organizations) Application Development (CS 04) Page 1

5 BEHAVIOURAL COMPETENCIES CLIENT FOCUS Client Focus means identifying and responding to current and future needs and providing service excellence to internal and external clients. Application Development Managers actively and visibly support the Government of Canada s (GC) enterprise initiative by encouraging clients and stakeholders to ensure that, when business IT applications and specialized IT maintenance services are developed and implemented, they support a client-centred approach to product and service delivery. This approach includes constantly soliciting, collecting and acting on client feedback. They also ensure that client needs are balanced with policy objectives. Application Development Managers not only communicate existing policies and standards concerning IT applications but they also make clients aware of any applicable trends and developments. They promote client interests and perspectives when managing and giving direction to those responsible for providing technical advice and assistance and they take personal responsibility for the quality of their area s service. TARGET LEVEL: 4 Fosters a client-focused culture Track trends and developments that will affect his/her own organization s ability to meet current and future client needs Identify benefits for clients, look for ways to add value Seek out and involve clients or prospective clients in assessing services, solutions or products to identify ways to improve Establish service standards and develop strategies to ensure staff meet them COMMUNICATION Communication involves listening to others and communicating in an effective manner that fosters open communication. Application Managers must be able to present complex issues with clarity, credibility and impact, using a wide variety of forums. They are skilled at using a variety of media to inform, sell a message, resolve problems and collect feedback. They promote open dialogue throughout their organization and create opportunities for staff to share information. This allows them to keep their fingers on the pulse of their organizations and to foster an environment of open, honest and vibrant communication critical to preventing potential problems, solving existing ones and achieving long-term strategic objectives. Due to the nature of their work, Application Managers are in constant contact with a wide variety of stakeholders and must therefore be able to adapt content and style to meet others needs, whether they are consulting, building consensus, mediating or facilitating discussions. TARGET LEVEL: 4 Communicates complex messages Handle complex on-the-spot questions (e.g., from senior public officials, special interest groups or the media) Communicate complex issues clearly and credibly with widely varied audiences Use varied communication systems, methodologies and strategies to promote dialogue and shared understanding Deliver difficult or unpopular messages with clarity, tact and diplomacy Manager, (Large Organizations) Application Development (CS 04) Page 2

6 DECISION-MAKING Decision-making involves coming to conclusions and solving problems with varied levels of complexity, ambiguity and risk. Application Development Managers must be able to quickly size up a situation, weighing competing demands and using objectivity and vision in order to identify the most workable and expedient course of action. They are able to identify key issues, relationships and objectives when they are faced with a problem-solving situation and they rely on experts to provide additional information and perspective before they begin to diagnose a problem or issue. When it is necessary to make decisions without the benefit of complete information, they review risk factors and identify mitigation steps critical components of any decision-making process. When sound decisions are made quickly, costs are reduced and performance enhanced. TARGET LEVEL: Makes decisions in situations where there is scope for interpretation of rules Apply guidelines and procedures that leave considerable room for discretion and interpretation Make decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information As needed, involve the right people in the decision making process Balance the risks and implications of decisions across multiple issues Develop solutions that address the root cause of the problem and prevent recurrence Recognize, analyze and solve problems across projects and in complex situations DEVELOPING OTHERS Developing Others is fostering the development of others by providing a supportive environment for enhanced performance and professional growth. Application Managers demonstrate a genuine intent to foster the long-term learning and development of others through coaching, managing performance and mentoring. They provide practical assistance, ensuring financial support whenever feasible, arranging and encouraging appropriate and helpful assignments, formal training and other experiences in order to foster learning and development. Application Managers may also identify a training and development need and establish or support a new program to bridge the gap. Fostering employees growth allows them to better meet organizational needs by performing more efficiently, thus giving them greater job satisfaction. TARGET LEVEL: 4 Provides opportunities for development Ensure that resources and time are available for development activities Ensure that all employees have equitable access to development opportunities Provide opportunities for development through tools, assignments, mentoring and coaching relationships, etc. Manager, (Large Organizations) Application Development (CS 04) Page

7 ORGANIZATIONAL & ENVIRONMENTAL AWARENESS Organizational and environmental awareness involves understanding the workings, structure and culture of the organization as well as the political, social and economic issues and their impact on results. Application Managers have a sound understanding of their own department or agency, the larger Public Service environment and the underlying problems, opportunities and forces that affect the organization. They are able to tap into formal and informal systems and contacts when identifying recommendations and solutions. This knowledge enables them to reinforce the linkages between the work of the department s/agency s IT operations and the organization s short- and long-term business objectives, critical when the Application Development Manager is overseeing the development of the IT strategic plan for the department/agency. TARGET LEVEL: Effectively operates in external environments Achieve solutions acceptable to varied parties based on understanding of issues, climates and cultures in own and other organizations Accurately describe the issues and culture of external stakeholders. Use this information to negotiate goals and initiatives. PLANNING AND ORGANIZING Planning and organizing involves defining tasks and milestones to achieve objectives while ensuring the optimal use of resources to meet those objectives. The achievement of expected results through the successful and timely completion of activities/projects and the delivery of products and services is the ultimate yardstick of performance. Application Development Managers contribute to this objective by developing plans and schedules for activities to ensure they are completed on time. An effective Manager sets clear objectives, goals and measures and makes accurate estimates, develops monitoring mechanisms and makes adjustments as required. In addition, a critical planning element involves anticipating and dealing with obstacles to project completion and developing contingency plans. TARGET LEVEL: Develops plans for the business unit Consider a range of factors in the planning process (e.g., costs, timing, customer needs, resources available, etc.) Identify and plan activities that will result in overall improvement to services Challenge inefficient or ineffective work processes and offer constructive alternatives Anticipate issues and revise plans as required Help to remove barriers by providing resources and encouragement as needed Manager, (Large Organizations) Application Development (CS 04) Page 4

8 STEWARDSHIP OF RESOURCES Stewardship of Resources involves ensuring the effective, efficient and sustainable use of Public Service Resources and assets: human and financial resources, real property and business information. An effective Application Development Manager demonstrates leadership by modeling the effective utilization of resources. He/She makes specific changes to his/her organization s processes and work methods in order to improve performance. This often includes setting challenging team goals as well as evaluating qualitative (e.g., client satisfaction) and quantitative (e.g., service costs) needs. By ensuring that their organizations resources (people, material, assets and budgets) are effectively deployed to meet business objectives, Application Development Managers demonstrate that they are capable of translating organizational goals into concrete action plans in a fiscally responsible manner. TARGET LEVEL: Controls resource use Allocate and control resources and assets within their own areas Implement ways of more effectively utilizing resources and assets Assign and communicate roles and accountabilities to maximize team effectiveness; manage workload TEAM LEADERSHIP Team Leadership involves leading and supporting a team to achieve results. Application Development Managers inspire and mobilize energies and talents to work towards a shared vision and set of values. When overseeing the implementation of projects and activities, effective Application Managers delegate responsibility to others in a manner that is both efficient and clear. By ensuring that others understand and achieve performance expectations, by reviewing their progress and results to keep them focused on goals and by holding them accountable to standards of performance, especially if they do not perform as required, Application Managers have an impact on the achievement of business objectives through the people who report to them. TARGET LEVEL: 4 Empowers the team Communicate team successes and organization-wide contributions to other organizational members Encourage the team to promote their work throughout the organization Establish the team s credibility with internal and external stakeholders Manager, (Large Organizations) Application Development (CS 04) Page 5

9 VISIONING & STRATEGIC DIRECTION Visioning and strategic direction involves developing and inspiring a commitment to a vision of success; supporting, promoting and ensuring alignment with the organization s vision and values. Those reporting to the Application Development Manager will be more productive if they have a clear idea of what is expected of them, both in the short- and the long-term. Well-articulated business goals that are clearly linked to the organizational vision foster a sense of purpose in employees, encouraging them to achieve their performance objectives, and provide a context within which employees can make sound decisions. Employees commitment is further strengthened when they are involved in developing program plans and objectives. TARGET LEVEL: Aligns program/operational goals and plans Work with teams to set program/operational goals and plans in keeping with the strategic direction Regularly promote the organization, its vision and values to clients, stakeholders and partners Work with staff to set strategic goals for own sector of the organization Assess the gap between the current state and desired future direction and establish effective ways for closing the gap in own sector TECHNICAL COMPETENCIES APPLICATION DEVELOPMENT/SUPPORT & MAINTENANCE Application Development/Support and Maintenance is the knowledge and ability to design, define, construct, enhance, support and maintain application software on one or more platforms. TARGET LEVEL: Intermediate Demonstrate a detailed knowledge of several programming environments and a good working knowledge of hardware and software interfaces Write original multi-module/complex programs or apply reusable modules Design, test and integrate software modules and resolve programming errors using various debugging tools and techniques Provide support, guidance and production assurance for common problems Conduct impact analysis for proposed changes to or problems with the system Prepare technical documentation (e.g., user guides, technical specifications) Undertake routine analysis and work with designers and analysts to clarify and improve specifications or to identify alternative programming solutions Enforce standards (e.g., at walkthroughs) Manager, (Large Organizations) Application Development (CS 04) Page 6

10 BUSINESS ANALYSIS Business Analysis is the knowledge and ability to apply the principles of business analysis in the planning, reengineering and requirement gathering for government business environments, operations, processes and practices. TARGET LEVEL: Intermediate Understand the client s roles, requirements, planning and processes Understand and work within governance principles Understand audit and compliance principles, change management principles and the impact of changes Understand how technologies can enable business processes Translate business requirements into technical requirements Develop clear requirement statements Develop simple business cases Carry out simple business process reengineering models and redesign processes IT PROJECT MANAGEMENT IT Project Management is the knowledge and ability to apply formal project management principles and practices during the planning, implementation, monitoring and completion of projects, ensuring the effective management of scope, resources, time, cost, quality, risk and communication. TARGET LEVEL: 4 Advanced Manage complex, multifaceted/interrelated projects that span own area or departmental boundaries Conduct comprehensive risk assessment and develop plans for eliminating or mitigating the risks identified Mentor other project managers Understand the impact of the project on the department as a whole Develop complex plans (e.g., with interdependencies or cross-department) Implement standards Manager, (Large Organizations) Application Development (CS 04) Page 7

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