How To Be An Architect

Transcription

1 February 9, 2015

2 February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 3 Typical Common Responsibilities for the ure Role... 4 Typical Responsibilities for Enterprise ure... 8 Typical Responsibilities for Information ure... 9 Typical Responsibilities for Business ure Typical Responsibilities for Security ure Typical Responsibilities for Solutions ure Typical Responsibilities for Application ure Typical Responsibilities for Technology ure Explanation of Proficiency Level Definitions Summary Proficiency Matrix Proficiency Matrix... 21

3 February 9, 2015 Page 1 General Characteristics Individuals in the ure role provide overall direction, guidance, definition and facilitation for the development of current and future architecture required to meet Institute needs, goals, and strategic direction. Responsibilities include the development of strategies aligning IT to the Institute, advocacy and support of current IT strategies, identification and analysis of the Institute s drivers to derive useful context, and analysis of the current IT ecosystem to detect critical deficiencies, and recommend solutions for improvement. s interface across all departments, acting as visionaries to proactively assist in defining the direction for future projects. They conceive strategies, solutions, build consensus, and sell/execute solutions. They are involved in all aspects of the project life cycle, from the initial kickoff through the requirements analysis, design, and implementation. Additional responsibilities may include establishing overall architectural viewpoints and oversight of organization standards and policies. s identify major system interfaces, business capabilities needs, and existing architecture weaknesses and opportunities for systems. Serving in this role requires an individual to be a self-starter, working both independently and as a team member. Strong communication skills in interfacing with Institute partners and the IT community are required. s are also responsible for educating and guiding others on architectural standards, principles, methodology and trends. They must have significant business knowledge and have expertise within one or more areas of information, solution, and/or technical architecture in which they concentrate. s are expected to mentor and coach less experienced staff and provide knowledge transfer across the organization. There are several different types of architects related to IT. This role describes the responsibilities common to all architects. It also describes specialized roles and responsibilities associated with the following architectural areas: Enterprise (EA) The Enterprise provides guidance, road maps, principles, standards and best practices. They must be focused on enabling business and IT leaders to make investment decisions that balance and prioritize current operational demands, disruptions, and opportunities with the longer-term strategic vision of the organization. Information ure Information s are responsible for improving business performance or cost optimization through enterprise information solutions, such as master data management, metadata management, business intelligence, content management, data interoperability, analytics, data integration and related information infrastructure components. They are principally focused on the highlevel information repositories and information flows that will meet the requirements of the business strategies and business processes. Information s provide guidance to BI Analyst and Engineers. Business ure Business s are responsible for engaging business partners in analyzing, strategizing, and prioritizing business processes and for ensuring that projects realize their intended business benefits. They identify customer business/process issues and translate them into business requirements. Business s champion innovative changes and/or technology-enabled solutions. Security ure Security s develop and implement enterprise information security architectures and solutions. They serve as a security experts in application development, database design and platform efforts, helping project teams comply with enterprise and IT security policies, industry regulations, and best practices.

4 February 9, 2015 Page 2 Solutions ure Solution s partner with business analysts and engineers to define the technical requirements, principles and models that generally guide all solution decisions for the ecosystem. They are responsible for analyzing and translating business, information and technical requirements into an architectural blueprint that outlines solutions that integrate across applications, systems and platforms to achieve business objectives. Solution s look across applications, and consider infrastructure, to develop roadmaps that outline how solutions will be structured in the future. Application ure Application s identify needed changes to the portfolio of applications across the ecosystem. They develop and administer application-specific standards such as user interface design, globalization, Web services, portal application programming interfaces, XML, and content. They provide design recommendations based on long-term development organization strategy and develop enterprise level application and custom integration solutions including major enhancements and interfaces, functions and features. Infrastructure ure Infrastructure s develop future technology and architectural advancements to support architectural strategy, technology migration, integration and evolution of the technical infrastructure. They focus on the development of infrastructure technology principles, standards, and patterns that can be highly leveraged across multiple solutions. The Infrastructure provides the bridge between the deeply technical domain architects and the solution architects to ensure the technology infrastructure meets the goals of scalability and complexity reduction and supports the roadmaps defined by solution architects.

5 February 9, 2015 Page 3 Career Path The following section is intended to serve as a general guideline for each relative dimension of project complexity, responsibility and education/experience within this role. This table is not intended for use as a checklist to facilitate promotions or to define specific responsibilities as outlined in a job description. Actual responsibilities and experiences may vary. Dimension Work Complexity Works on multiple projects as a project leader or internal consultant. Viewed as an expert and provides knowledge and counsel to others. Works on highly complex projects that require in-depth knowledge of one or more specialized architecture areas such as network, security, applications, data, systems and Internet and business segments. Assists in program to develop, maintain and govern the architecture across the Institute. Leads, consults or oversees multiple architectural engagements. Viewed as an expert and provides knowledge and counsel to others. Works on highly complex projects that require in-depth knowledge within a domain: technical, solutions, business or information. Leads domain specific architecture board. Provides an ecosystem-wide perspective and participates in EA review board. Leads programs to develop, maintain and govern the enterprise architecture across the Institute. Works on highly complex ecosystemwide projects that require in-depth knowledge across multiple specialized architecture domains. Creates ecosystem-wide perspective and leads the EA review board.

6 February 9, 2015 Page 4 Typical Common Responsibilities for the ure Role ure Strategy ure Roadmap Standards, Policies and Procedures Governance Participates in domain technical and business discussions relative to future architecture direction. Aligns architectural strategy with business requirements. Assists in the analysis, design, and development of a roadmap and implementation plan based upon a current vs. future state in a cohesive architecture viewpoint. Supports and participates in developing policies, standards, guidelines and procedures. Designs standard configurations and patterns. Promotes the EA process, outcomes and results. Participates in the EA ecosystem-wide and domain s architecture Governance process. Reviews exceptions and makes recommendations to architectural standards at a domain/program level. Leads and coordinates the domain technical and business discussions relative to future architecture direction. Participates in ecosystem strategy development, including environmental analysis, opportunity identification, value cases and business innovation portfolio development. Contributes to the IS&T strategy and ensures alignment with architectural strategy and business goals. Responsible for analysis, design, and development of roadmaps and implementation plans based upon a current vs. future state in a cohesive architecture viewpoint. Supports, develops, and communicates domain-wide policies, standards, guidelines and procedures. Designs standard configurations and patterns. Promotes the EA process, outcomes and results. Participates in the EA Governance process. Leads and facilitates the domain s architecture governance process based on EA s governance structure. Manages exceptions to Leads the ecosystem-wide technical and business discussions relative to future enterprise direction. Aligns architecture strategy with Institute goals. Defines, explains and advocates the IS&T strategy. Defines principles that guide technology decisions and the relationship between the Institute s context (industry and market trends) and specified technology. Develops and communicates ecosystem-wide policies, standards, guidelines and procedures. Promotes the EA process, outcomes and results to the organization and senior Institute leadership. Leads and facilitates the creation of governing principles to guide EA decision making. Leads the EA ecosystem-wide Governance processes. Manages exceptions to architectural standards at an enterprise level.

7 February 9, 2015 Page 5 architectural standards at a domain/portfolio level. Reviews and approves recommendations to architectural standards at a domain level. ure Requirements Gathers and analyzes data and develops architectural requirements at project/program level. Aligns architectural requirements with IT strategy. Assesses near-term needs to establish business priorities. Reviews and/or analyzes and develops architectural requirements at portfolio level. Aligns architectural requirements with IT strategy. Assesses near-term needs to establish business priorities. Ensures compatibility with existing solutions, infrastructure, services, and strategic requirements. Reviews and/or analyzes and develops architectural requirements, as needed for the ecosystem-wide. ure Compatibility Consults with project teams to ensure compatibility with existing solutions, infrastructure and services. Ensures compatibility with existing solutions, infrastructure, services, and strategic requirements. Proactively identifies reuse goals, opportunities and related explorations. Leads the development of software and data delivery platforms with reusable components that can be orchestrated together into different methods for different business. Reuse Identifies opportunities for reuse. Supports the development of software and data delivery platforms with reusable components that can be orchestrated together into different methods for different business. Identifies opportunities for reuse. Contributes to the development of software and data delivery platforms with reusable components that can be orchestrated together into different methods for different business. Oversight Coordinates architecture implementation and modification activities. Assists in post-implementation continuous-improvement efforts to enhance performance and provide increased functionality. Ensures the conceptual completeness of the technical solution. Works closely with project management to ensure alignment of plans with what is being delivered. Coordinates architecture implementation and modification activities. Assists in post-implementation continuous-improvement efforts to enhance performance and provide increased functionality. Ensures the conceptual completeness of the technical solution. Works closely with project management to ensure alignment of plans with what is being delivered. Ensures the conceptual completeness of the technical solution.

8 February 9, 2015 Page 6 Quality & Continuous Improvements Consulting Communication Analyzes the current architecture to identify weaknesses and develop opportunities for improvements. Identifies and when necessary, proposes variances to the architecture to accommodate project needs. Performs ongoing architecture quality review activities relative to specific project/programs they are responsible for. Provides strategic consultation to clients and IT teams. Advises on options, risks, costs versus benefits, system impacts, and technology priorities. Consults on Institute-facing projects and maintains knowledge of their progress. Keeps technology and service managers aware of key customer issues, identifying and resolving potential problems and Analyzes the current architecture to identify weaknesses and develop opportunities for improvements. Identifies and when necessary, proposes variances to the architecture to accommodate project needs. Performs ongoing architecture quality review activities relative to specific portfolio they are responsible for. Provides strategic consultation to clients and IT teams. Advises on options, risks, costs versus benefits, system impacts, and technology priorities. Works with business leaders to understand business requirements and help them understand how technology tradeoffs influence strategy. Consults on application or infrastructure development projects to fit systems or infrastructure to the technical architecture, and identify when it is necessary to modify the technical/solution architecture to accommodate project needs. Consults on Institute -facing projects and maintains knowledge of their progress. Keeps technology and service managers aware of key customer issues, identifying and resolving Leads teams in developing plans and assessing improvement options. Delegates approval responsibilities as needed. Approves modification of the enterprise architecture to accommodate project needs. Oversees ongoing quality activities across the enterprise. Champions related improvement initiatives related to design quality. Provides strategic consultation to clients and IT Leaders. Advises on options, risks, costs versus benefits, system impacts, and technology priorities. Works with business leaders to understand business requirements and help them understand how technology tradeoffs influence strategy. Consults with project teams to fit projects to enterprise architecture, as well as to identify when it is necessary to modify the enterprise architecture. Sells and improves the architecture process, its outcome and ongoing results.

9 February 9, 2015 Page 7 Research/Evaluation Tool Selection conflicts. Sells the architecture process, its outcome and ongoing results. Finance Change Management Project Status Researches and evaluates emerging technology, industry and market trends to assist in project development and/or operational support activities. Provides recommendations based on business relevance, appropriate timing and deployment. Identifies the tools and components used for a project from the approved enterprise toolset. May request exceptions to enterprise toolset. Advises on expenditures based on the size, scope, and cost of hardware and software components. Assists in developing business cases. Recommends changes that impact the Institute s strategic direction. Supports change management initiatives. Collaborates with project management on reporting project status, issues, risks and benefits. potential problems and conflicts. Sells the architecture process, its outcome and ongoing results. Develops a communication plan for architecture at the domain level. Leads the research and evaluation of emerging technology, industry and market trends to assist in project development and/or operational support activities. Considers potential impact to domain/portfolio architecture. Provides recommendations based on business relevance, appropriate timing and deployment. Identifies the tools and components used within the domain based on the enterprise toolset and can define exceptions as warranted. Advises on allocation of budget to meet architectural initiatives critical to business/mission success. Develops the business case for approval. Identifies organizational requirements for the resources, structures and cultural changes necessary to support initiatives. Collaborates with project management on reporting project status, issues, risks and benefits. Develops a communication plan for architecture at the enterprise level. Works with Departmental Leadership and IS&T Service Managers to establish a technology research strategy and roadmap. Directs the research and evaluation of emerging technology, industry and market trends. Ensures recommendations are based on business relevance, appropriate timing and deployment. Approves the tools and components used within the enterprise. Delegate approval as needed. Works with Senior Institute leadership to approve allocation of budget to meet architectural initiatives critical to business/mission success. Reviews and approves organizational requirements for the resources, structures and cultural changes necessary to support initiatives. Collaborates with project management on reporting project status, issues, risks and benefits.

10 February 9, 2015 Page 8 Technical Leadership ure Team Development Meets with project leaders and IT Leaders to ensure progress towards architectural alignment with project goals and requirements. Meets with project management and IT Leaders to ensure progress towards architectural alignment with project goals and requirements. Meets with project management and IT Leaders to ensure progress towards architectural alignment with project goals and requirements. Develops, motivates, and directs staff to create a team environment. Coaches and mentors team members. Recommend s training programs targeting specific areas of improvement. Typical Responsibilities for Enterprise ure Develops, motivates, and directs staff to create a team environment. Provides leadership, technology guidance and mentors others throughout their domain. Define the skills, competencies in the skills and talents for architecture team members. Leads the development and execution of a communication and education plan for the IT Ecosystem architecture. Define the skills, competencies in the skills and talents for architecture team members, and work with human resources to articulate this so that recruiting and performance measurement is clear. Responsible for the overall training and development of the architect family staff. Enterprise ure Supports all architectural disciplines and champions architectural initiatives. Interfaces across education, research, and administrative areas, acting as visionary to proactively assist in defining the direction for future projects. Provides input into allocation of invested dollars to meet Institute initiatives through review of development (business and technical) initiatives within the context of architecture. Reviews existing business processes and establishes metrics to improve Provides overall direction, guidance and definition of IT Ecosystem architecture to effectively support the corporate business strategy. Supports all architectural disciplines and champions architectural initiatives. Interfaces across education, research, and administrative areas, acting as visionary to proactively assist in defining the direction for future projects. Recommends allocation of invested dollars to meet Institute initiatives through review of development

11 February 9, 2015 Page 9 business processes, as well as support of all architectural disciplines under their direction. (business and technical) initiatives within the context of architecture. Works with IS&T leadership team to approve allocation. Reviews existing business processes and establishes metrics to improve business processes, as well as support of all architectural disciplines under their direction. Establishes and oversees the architecture team, including the recruitment, development and maintenance of the architecture staff. Typical Responsibilities for Information ure Information ure Develops the ecosystem-wide guidelines and standards for cataloging and maintaining data repositories. Develops single source data strategy. Maintains ecosystem-wide integrity of the data model by ensuring that data design and transformation procedures are implemented and followed. Participates in the design of the information architecture, across multiple data types. Participates in the development of a usable information architecture, which may include a data model, associated metamodel, common business vocabulary, ontologies and taxonomies, which will then be used to guide solution development and achieve consistency of information assets across the application portfolio. Sets information architecture standards and methodologies. Identifies the information that the Institute produces and consumes. Ensures regulatory issues are considered surrounding information assets (such as consumer privacy laws, data retention policies, outsourced data and specific industry guidelines are adhered to. Creates the strategic requirements, principles, models and designs that strengthen the network effect of sharing such information across the ecosystem. Identifies user requirements by researching and analyzing user needs, preferences, objectives, and working methods and studies how users consume content, Establishes the scope of information architecture activities, including external (industry) collaboration areas. Oversees the implementation of a discipline and approach for information assets. Consults on the identification of information that the Institute produces and consumes. Consolidates a business view of data across the education, research and administrative functions. Reviews and approves data model designs with a focus on those areas influencing interoperability, analytics including compliance with the portfolio information model.

12 February 9, 2015 Page 10 Ensures regulatory issues are considered surrounding information assets (such as consumer privacy laws, data retention policies, outsourced data and specific industry guidelines are adhered to. Facilitates the mapping and audit-ability of information assets. including data categorization and labeling. Plans information architecture by studying the site concept, strategy, and target audience and by envisioning architectural scheme, information structure and features, functionality, and user-interface Creates site maps, use cases, business design. process flows, and navigational flows. Creates user scenarios; preparing Develops current GUI style standards data models; designing and design practices across all of the information structure, work-and internal and external platforms. data flow, and navigation. Creates a framework for representing the Establishes the rules for data elements including the entities, describing and completing a data relationships and attributes. valuation process for data objects. Recognizes and resolves conflicts Implements a discipline and between models, ensuring that data approach to managing information models are consistent with the assets and converting the ecosystem model (e.g., entity names, principles of the architecture into a relationships and definitions). technology solution. Supports the effort for high level Leads the design of the information modeling of key program processes and architecture, across multiple data key data entities. types. Ensures integration of the project logical Coordinates new development data model into the ecosystem activities and ensures they are conceptual data model. consistent and well integrated with the established ecosystem Ensures that physical models align with information architecture. the logical data model. Provides security classification of Collaborates with multiple teams to the data. establish appropriate data access management. (data access) Defines and develops current GUI style standards and design practices Designs search and navigation systems across all of the internal and external that connect users with the content and platforms. services they need. Creates ecosystem models (e.g., conceptual, logical, canonical) that

13 February 9, 2015 Page 11 are required for supporting services within the enterprise data architecture (conceptual data model for defining the major subject areas used, ecosystem logical model for defining standard business meaning for entities and fields, and an ecosystem canonical model for defining the standard messages and formats to be used in data integration services throughout the ecosystem.) Typical Responsibilities for Business ure Business ure Provides strategic consultation to assigned line-of-business (LOB) customers in defining or designing business processes, functions and organizational structures, as well as in researching, identifying and internally marketing enabling technologies based on customer requirements. Facilitates agreement on organizational work models to meet business requirements. Consults with Institute-facing projects and maintains knowledge of their progress. Participates in Institute strategy development, including environmental analysis, opportunity identification, value cases and business innovation portfolio development. Participates in ecosystem architecture development, including business architecture, information architecture, application portfolio and technical Provides strategic consultation to assigned line-of-business (LOB) customers in defining or designing business processes, functions and organizational structures, as well as in researching, identifying and internally marketing enabling technologies based on customer requirements. Facilitates agreement on organizational work models to meet business requirements. Consults with Institute-facing projects and maintains knowledge of their progress. Participates in Institute strategy development, including environmental analysis, opportunity identification, value cases and business innovation portfolio development. Participates in ecosystem architecture development, including business architecture, information Understands where the Institute is planning to go in the future to provide valuable input to the other viewpoints of the EA, allowing the EA to be developed in an improved and better-linked manner. Oversees the definition of the future-state and current-state business architecture, and uses it to identify and guide projects. Creates/updates annually, a technology trends deliverable for Institute Leadership. Delivers a cross-organizational perspective and understanding to Institute Leadership. Leverages business capabilities as a platform for illustrating the link between business needs (as shown by capabilities) with decisions to their technology, solution, business and information architecture efforts.

14 February 9, 2015 Page 12 architecture. Collaborates with the Project & Portfolio Management office on reporting project architecture, application portfolio and technical architecture. Collaborates with the Project & Ensures architecture evolves in response to business needs. Owns stewardship duties of status, issues, risks and benefits. Portfolio Management office on business architecture artifacts. Seeks ways to apply new technology to, reporting project status, issues, risks and reuse existing technology for, and benefits. business processes. Researches and provides information on technical trends and competitors' practices relevant to assigned LOB customers. Assesses near-term needs, using structured interview processes, to establish Institute priorities. Consults with technical subject matter experts and develops alternative technical solutions. Advises on options, risks, costs vs. benefits, and impacts on other business processes and system priorities. Seeks ways to apply new technology to, and reuse existing technology for, business processes. Researches and provides information on technical trends and competitors' practices relevant to assigned LOB customers. Assesses near-term needs, using structured interview processes, to establish Institute priorities. Consults with technical subject matter experts and develops alternative technical solutions. Advises on options, risks, costs vs. Collaborates with other IT functional benefits, and impacts on other areas to remain apprised of project business processes and system status, and informs LOB customer priorities. management of progress. Collaborates with other IT functional Keeps IS&T's technology and service areas to remain apprised of project managers aware of key LOB customer status, and informs LOB customer issues. management of progress. Identifies and resolves potential Keeps IS&T's technology and service problems and conflicts. managers aware of key LOB customer issues. Facilitates development of cross-lob (ecosystem-wide) solutions that combine Identifies and resolves potential knowledge of particular business problems and conflicts. processes and issues, general technological options, and process facilitation techniques. Facilitates development of cross-lob (ecosystem-wide) solutions that combine knowledge of particular business processes and issues, general technological options, and

15 February 9, 2015 Page 13 process facilitation techniques. Typical Responsibilities for Security ure Security ure Works closely with other functional area architects and security specialists to ensure adequate security solutions are in place throughout all systems and platforms to mitigate identified risks sufficiently, and to meet business objectives and regulatory requirements. Contributes to the development and maintenance of the information security strategy. Evaluates and develops secure solutions, based on approved security architectures. Researches, designs and advocates new technologies, architectures, and security products. Develops the business, information and technical artifacts that constitute the enterprise information security architecture and solutions. Analyzes business impact and exposure, based on emerging security threats, vulnerabilities and risks. Communicates security risks and solutions to business partners and IT staff. Serves as a security expert in application development, database design, network and/or platform (operating system) efforts, helping project teams comply with enterprise and IT security policies, industry regulations, and best practices. Works closely with enterprise architects, other functional area architects and security specialists to ensure adequate security solutions are in place throughout all IT systems and platforms to mitigate identified risks sufficiently, and to meet business objectives and regulatory requirements. Directs the development and maintenance of the information security strategy. Leads the evaluation and development of secure solutions, based on approved security architectures. Researches, designs and advocates new technologies, architectures, and security products. Ensures the integration of all security solutions within and across each domain. Develops the business, information and technical artifacts that constitute Oversees the development and maintenance of the information security strategy. Ensures the effective translation of the security architecture is implemented into the solutions. Ensures adequate security solutions are in place throughout all IT systems and platforms. Defines the alignment of security governance with EA governance.

16 February 9, 2015 Page 14 the enterprise information security architecture and solutions. Contributes to the alignment of security governance with EA governance. Typical Responsibilities for Solutions ure Solution ure Assists in the development of solutions that deliver capabilities to the Institute and the IT ecosystem. Analyzes Institute business drivers to determine corresponding change requirements. Assists in the implementation of solutions based on Institute business requirements and IT strategies. Assists in defining the principles to guide solution decisions for the Institute. Coordinates solution architecture implementation and modification activities. Evaluates and contributes to the selection of software product standards, as well as the design of standard software configurations. Consults with application or infrastructure development projects to fit systems or infrastructure to architecture. Works with Institute leaders to understand business requirements and help them understand how technology tradeoffs influence strategy. Performs the necessary leadership, analysis and design tasks related to the development of a solution architecture. Develops the solutions viewpoint, in which the business, information and technology viewpoints are synthesized into solutions that deliver capabilities to the Institute. Analyzes Institute business drivers to determine corresponding change requirements. Designs and leads the implementation of solution architecture based on Institute business requirements and IT strategies. Defines the principles to guide solution decisions for the Institute. Coordinates solution architecture implementation and modification activities. Facilitates and leads the evaluation and selection of software product standards, as well as the design of standard software configurations. Consults with application or infrastructure development projects to fit systems or infrastructure to

17 February 9, 2015 Page 15 architecture. Defines repeatable rules for how to implement solutions in more repeatable or reusable ways, such as solution patterns. Typical Responsibilities for Application ure Application ure Participates in the development of the Institute s application architectural strategy in alignment with business goals. Analyzes the current IT ecosystem application architecture to identify weaknesses and develop opportunities for improvements. Develops migration strategies to close gaps between current and future states of the application architectures. Identifies system requirements for large, complex ecosystem-wide applications. Reviews requirements across multiple applications and develops application models that span applications and domains. Develops methods to integrate systems that interact and extend across organizational and functional lines. May oversee or lead the evaluation and selection process for application packages. Develops and maintains IT ecosystem application architecture models, processes and documentation. Researches, recommends and applies the use of middleware to facilitate the portability and scalability of applications. Develops the Institute s application architectural strategy in alignment with business goals. Defines development guidelines and standards to be utilized in application development and integration. Analyzes the current IT ecosystem application architecture to identify weaknesses and develop opportunities for improvements. Defines transition steps and strategy from the current to the future application architecture. Develops methods to integrate systems that interact and extend across organizational and functional lines. Identifies system requirements for large, complex ecosystem-wide applications. Reviews requirements across multiple applications and develops application models that span applications and domains. Manages an application architecture governance process: develops, communicates and ensures adherence to architecture Leads the defining of development guidelines and standards to be utilized in application development and integration. Reviews business drivers and strategies, understands the implications to the application architecture, and identifies/mitigates risks to solutions. Defines the conceptual and detailed architecture for the development of applications and oversees the evolution of that architecture as the platform is deployed across the entire Institute. Champions and communicates the application architecture to the business leaders and contracting teams; associating the implication of the architecture to objectives/drivers/goals.

18 February 9, 2015 Page 16 processes, principles, policies and standards for the enterprise. Collects research on the competition in terms of best practices, business processes and procedures. May oversee or lead the evaluation and selection process for application packages. Researches, recommends and applies the use of middleware to facilitate the portability and scalability of applications. Typical Responsibilities for Technology ure Technology ure Contributes to the principles that guide technology decisions for the Institute. Contributes to the implementation of an application and infrastructure architecture based on business requirements and IT strategies, as well as to rectify gaps and pain points within the current state. Analyzes the current technology environment to detect critical deficiencies and recommend solutions for improvement. Assesses the capacity and resource utilization of application and search tools, components, network, application platforms, application/integration/database servers, storage, security and management hardware and software. Approves and modifies the designs and architectures by reviewing end-user Defines the principles that guide technology decisions for the enterprise. Designs and leads the implementation of an application and infrastructure architecture based on business requirements and IT strategies, as well as to rectify gaps and pain points within the current state. Leads the assessment of the capacity and resource utilization of application and search tools, components, network, application platforms, application/integration/database servers, storage, security and management hardware and software. Approves and modifies the designs and architectures by reviewing enduser topology, security, performance, Leads analysis of technology industry and market trends to determine their potential impact on the enterprise architecture. Reviews and approves the principles that guide technology decisions for the enterprise. Oversees the implementation of a technical architecture based on business requirements and IT strategies, as well as to rectify gaps and pain points within the current state. Approves and modifies designs and architectures by reviewing end-user topology, security, performance and interoperability requirements.

19 February 9, 2015 Page 17 topology, security, performance, and interoperability requirements. Consults on application or infrastructure development projects to fit systems or infrastructure to the technical architecture. and interoperability requirements. Oversees and facilitates the evaluation and selection of hardware and software technology and product standards, as well as the design of standard configurations. Consults on application or infrastructure development projects to fit systems or infrastructure to the technical architecture.

20 February 9, 2015 Page 18 Typical Education/ Experience Bachelor s degree in Computer Science, Information Systems, Computer Engineering, System Analysis or a related field. Or equivalent work experience. Typically has 7-10 years of experience in multiple IT areas with 2-4 years of relevant domain experience (data, network, application, systems, etc.). Requires advanced to expert level knowledge and understanding of architecture, application design, system engineering and integration. Bachelor s degree in Computer Science, Information Systems, Computer Engineering, System Analysis or a related field. Or equivalent work experience. Typically have years of IT and business/industry work experience including architecture design and deployment, systems lifecycle management and infrastructure planning and operations. Requires exposure to multiple, diverse technologies and processing environments. Bachelor s degree in Computer Science, Information Systems, Computer Engineering, System Analysis or a related field. Or equivalent work experience. Typically has 15 or more years of IT and business/industry work experience including architecture design and deployment, systems lifecycle management and infrastructure planning and operations, with 3 years of leadership experience in managing multiple, large, crossfunctional teams or projects, and influencing senior level management and key stakeholders. Requires exposure to multiple, diverse technologies and processing environments. Knowledge of all components of holistic enterprise architecture, business re-engineering principles and processes, and basic knowledge of financial models and budgeting.

21 February 9, 2015 Page 19 Explanation of Proficiency Level Definitions Proficiency scale definitions are provided to help determine an individual s proficiency level in a specific competency. The rating scale below was created as a foundation for the development of proficiency level definitions used for assessments. Being Developed: (BD) Basic: (B) Intermediate: (I) Advanced: (A) Expert: (E) Demonstrates minimal use of this competency; limited knowledge of subject matter area; needs frequent assistance and close supervision for direction. Currently developing competency. Demonstrates limited use of this competency; basic familiarity of subject matter area; needs additional training to apply without assistance or with frequent supervision. Demonstrates working or functional proficiency level sufficient to apply this competency effectively without assistance and with minimal supervision; working/functional knowledge of subject matter area. Demonstrates in-depth proficiency level sufficient to assist, consult to, or lead others in the application of this competency; in-depth knowledge in subject matter area. Demonstrates broad, in-depth proficiency sufficient to be recognized as an authority or master performer in the applications of this competency, recognized authority/expert in subject matter area. As you complete the competency assessment, read all of the proficiency level definitions for a competency (provided in the next section) and select the one that is most characteristic of the demonstrated performance. If more than one definition is descriptive, select the highest level that is typically exhibited.

22 February 9, 2015 Page 20 Summary Proficiency Matrix The chart provides a summary of proficiency ratings. Competencies Business Enterprise Knowledge: Solicits information on enterprise direction, goals and industry competitive environment to determine how own function can add value to the organization and to customers. Makes decisions and recommendations clearly linked to the organization's strategy and financial goals, reflecting an awareness of external dynamics. Demonstrates awareness by providing clear explanations for actions taken relative to customer requirements, needs, and industry trends. Change Advocate: Identifies and acts upon opportunities for continuous improvement. Encourages prudent risk-taking, exploration of alternative approaches, and organizational learning. Demonstrates personal commitment to change through actions and words. Mobilizes others to support change through times of stress and uncertainty. Consulting: Uses professional knowledge, experience and technical expertise to respond to questions, facilitate problem solving, and generally advises, influences and provides guidance to customers and business partners over whom there are no direct authority. Decisiveness: Assesses the scope and potential impact of an issue or opportunity. Uses business criteria and values to evaluate alternative courses of action. Makes a timely choice based on the options and information available. Initiative: Voluntarily takes the first steps to identify and address existing and potential obstacles, issues, and opportunities. Innovation: Improves organizational performance though the application of original thinking to existing and emerging methods, processes, products and services. Employs sound judgment in determining how innovations will be deployed to produce return on investment. I A E I A E I A E I A E A E E I A E Service Provider Assessment & Evaluation: Analyzes and evaluates business need, product capabilities, and cost benefit required for assessing and evaluating external service providers and their products. Understands service provider history, market position, future product plans, and strategies. A A E

23 February 9, 2015 Page 21 Competencies Strategic Thinking: Examines issues and creates plans with a long-term perspective. Generates ideas and critically evaluates future scenarios. Applies external and internal factors to strategy development. Considers long term strategic impact when making decisions or setting direction. Ensures that short-term goals support long-term strategy. Proficiency Matrix I A E The following charts illustrate proficiency levels for each competency. Competencies Title I II III Business Enterprise Knowledge: Solicits information on enterprise direction, goals and industry competitive environment to determine how own function can add value to the organization and to customers. Makes decisions and recommendations clearly linked to the organization's strategy and financial goals, reflecting an awareness of external dynamics. Demonstrates awareness by providing clear explanations for actions taken relative to customer requirements, needs, and industry trends. Being Developed (BD): Inquires about the relationship of technology to the business as it pertains to assigned area of responsibility and related projects. Seeks out relevant information from available sources including supervisors, peers, clients, intranet/internet, and documentation. Basic (B): Has a basic understanding of the processes, functions, and operations of the business. Keeps informed on business operations. Implements solutions for improvements that align with day-to-day business needs. Intermediate (I): Has a deep understanding of one or more major components of the business enterprise. Able to identify and describe the current technology, facilities and equipments, location and products and services. Develops and implements solutions that meet operational improvement needs. Ensures that decisions are supported by relevant stakeholders and sound performance data. Provides a business-based rationale for determining the necessity of incremental improvements and communicates viewpoint using the customers' own terminology.

24 February 9, 2015 Page 22 Advanced (A): Has a deep understanding of multiple, major components of the business enterprise. Understands the present state of the business and able to identify target markets, pricing structures and competition. Identifies specific markets, trends, technologies, and economies that directly impact the business and makes recommendations for improvement based on research findings. Directs and coordinates the development and implementation of process-based solutions that cross organizational lines. Creates business case for investments in process and technological enhancements. Sets clear explanations for the integration and alignment of technology and business functions, focusing on the strategic value provided. Title I II III Expert (E): Fully understands the complex relationships between all areas within the enterprise including business history, current state, financial goals, organizational structure and partnerships. Sponsors enterprisewide initiatives. Defines strategic imperatives in terms of the links between increased value, enterprise needs and technological solutions. Procures support and funding from the leading stakeholders in the enterprise. Able to explain complex relationships and solutions in terms that meet the needs of the affected parties. Change Advocate: Identifies and acts upon opportunities for continuous improvement. Encourages prudent risk-taking, exploration of alternative approaches, and organizational learning. Demonstrates personal commitment to change through actions and words. Mobilizes others to support change through times of stress and uncertainty. Being Developed (BD): Supports change initiatives by following new directions as directed and providing appropriate information. Asks for feedback and ideas on how to do a better job and tries new approaches. Basic (B): Participates in change initiatives by implementing new directions and providing appropriate information and feedback. Offers ideas for improving work and team processes. Experiments with new approaches and improves productivity through trial and error. Intermediate (I): Participates in change programs by planning implementation activities with other change champions. Interprets the meaning of new strategic directions for the work group and sets objectives and standards. Implements monitoring and feedback systems. Evaluates progress and finds ways of making continuous improvements. Solicits and offers ideas for improving primary business processes. Improves effectiveness and efficiency through the involvement of peers and business partners by initiating new approaches. Advanced (A): Leads the planning and implementation of change programs that impact critical functions/processes. Partners with other resource managers/change agents to identify opportunities for significant process enhancements. Recommends changes that impact strategic business direction. Sets expectations for monitoring and feedback systems and reviews performance trends. Evaluates progress and involves peers and team members in analyzing strengths and weaknesses in performance. Improves efficiency by spearheading pilots and planned functional change initiatives.

25 February 9, 2015 Page 23 Expert (E): Reviews, sponsors and approves recommendations for enterprise-wide change programs that impact cross functional key processes. Partners with other business leaders to identify opportunities for significant technology/process enhancements. Lobbies for changes that impact strategic business direction. Approves strategic monitoring criteria and reviews high impact enterprise performance trends. Evaluates progress against key performance drivers and assesses organizational opportunities and risks. Solicits the support of business leaders in planning and spearheading enterprise change initiatives. Title I II III Consulting: Uses professional knowledge, experience and technical expertise to respond to questions, facilitate problem solving, and generally advises, influences and provides guidance to customers and business partners over whom there are no direct authority. Being Developed (BD): Shares information in relation to procedures and routine activities. Provides guidance and advice. Suggests caution as appropriate. Asks questions that raise awareness and demonstrate insight. Basic (B): Shares information and reports on the immediate situation. Provides feedback and advice as appropriate in relation to procedures and routine activities. Asks questions that raise awareness and demonstrate insight. Intermediate (I): Conducts investigations and interprets issues within operational and professional contexts. Provides guidance and counsel. Suggests caution to impacted areas as appropriate in relation to matters of policy interpretation and implementation of operational improvement. Conducts discussions that share information and trigger solutions and improvements. Advanced (A): Leads research and summarizes requirements for the engagement. Interprets issues within the framework of core business processes. Provides substantiated, risk-assessed options and counsel in relation to process enhancement and professional expertise. Facilitates dialogues that produce new perspectives and trigger recommendations for substantial innovative enhancements, and analysis of consequences.

26 February 9, 2015 Page 24 Title I II III Expert (E): Collaborates with clients to determine the scope of engagement. Advises senior leaders on environmental analysis, planning opportunities, and implementation considerations for strategic interventions. Researches long-range world-class business and technology trends. Uses formal techniques of facilitation and analysis to assist leadership in criterion-based decision-making and strategic planning. Decisiveness: Assesses the scope and potential impact of an issue or opportunity. Uses business criteria and values to evaluate alternative courses of action. Makes a timely choice based on the options and information available. Being Developed (BD): Applies values, policies and procedures to make timely, routine decisions of limited, clear choice. Seeks instructions or escalates matters that require judgment. Basic (B): Applies values, policies, procedures and precedent to make timely, routine decisions of limited, clear choice. Seeks advice and guidance or escalates matters that require judgment. Intermediate (I): Applies values, business strategy, policies, procedures and precedent to make timely decisions with limited consequences. Gathers data to support recommendations and seeks approval for taking action that will set precedent while minimizing potential risk. Advanced (A): Applies values, business strategy, policies, precedent, and experience to make complex decisions with uncertain consequences. Makes benchmarked, researched recommendations with contingency plans in place for potential adverse consequences. Lobbies business partners and subject matter experts for consensus in taking action that sets direction in at least one critical business function. Promotes a tolerance for risk within boundaries that equate with the benefits. Expert (E): Applies values, business strategy and collective experience to make policy decisions with incomplete, conflicting information and uncertain long-term consequences. Sponsors and approves benchmarked, researched recommendations with contingency plans in place. Participates with senior business leaders and subject matter authorities in defining strategies and courses of action that will impact the enterprise. Makes timely decisions that set enterprise-wide direction. Promotes a tolerance for high long-term risk that equates with significant returns on the investment.

27 February 9, 2015 Page 25 Title I II III Initiative: Voluntarily takes the first steps to identify and address existing and potential obstacles, issues, and opportunities. Being Developed (BD): Volunteers to undertake activities within his or her capability. Asks questions and gathers information prior to taking on new tasks. Seeks help where challenged in trying something new. Basic (B): Volunteers to undertake tasks that stretch his or her capability. Identifies who can provide support and procures their input. Identifies problems and acts to prevent and solve them. Intermediate (I): Seeks out new challenges that require risk taking. Determines the resources, team support, and technical needs necessary to enable success and procures them. Keeps responding to the challenge in spite of obstacles and setbacks. Advanced (A): Describes future scenarios and related opportunities. Plans potential responses involving resource holders, peers, processes, and technology. Leads a timely response, seeking internal/external advice and consultation and sustains progress through uncharted territories. Expert (E): Integrates future and conflicting scenarios and opportunities. Directs planning for potentially significant outcomes and contingency plans. Identifies areas of high risk. Procures significant commitment of organizational resources, involving resource owners, organizational leaders, core business processes, and technologies. Leads step-by-step long-term responses, seeking and evaluating input from authoritative sources. Sustains progress in unprecedented strategic directions while maintaining superior ongoing performance.

28 February 9, 2015 Page 26 Title I II III Innovation: Improves organizational performance though the application of original thinking to existing and emerging methods, processes, products and services. Employs sound judgment in determining how innovations will be deployed to produce return on investment. Being Developed (BD): Participates in problem-solving discussions and suggests ideas as opportunities arise. Accepts that new ways of doing things can improve individual and team results. Basic (B): Reacts open-mindedly to new perspectives or ideas. Considers different or unusual solutions when appropriate. Identifies opportunities for innovation and offers new ideas. Takes the initiative to experiment. Intermediate (I): Shares new ideas and consistently demonstrates openness to the opinions and views of others. Identifies new and different patterns, trends, and opportunities. Generates solutions that build upon, adapt, and go beyond tradition and status quo. Targets important areas for innovation and develops solutions that address meaningful work issues. Seeks to involve other stakeholders in developing solutions to problems. Takes calculated risks. Advanced (A): Challenges conventional thinking and traditional ways of operating and invites stakeholders to identify issues and opportunities. Helps others overcome resistance to change. Seeks out opportunities to improve, streamline, reinvent work processes. Explores numerous potential solutions and evaluates each before accepting any, as time permits. Maintains balance between innovation and pragmatism when determining the practical application of new ideas. Makes lots of proposals, builds on others ideas. Sees opportunities, openminded. Develops new products or services, methods or approaches. Develops better, faster, or less expensive ways to do things. Fosters a non-judgmental environment that stimulates creativity. Expert (E): Thinks expansively by combining ideas in unique ways or making connections between disparate ideas. Devises unusual or radically different approaches to deliver value added solutions. Analyzes previously used concepts, processes or trends and devises new efficiencies not obvious by others. Directs creativity toward effective implementation of solutions. Creates a work environment that encourages creative thinking and innovation. Sponsors the development of new products, services, methods, or procedures. Exhibits creativity and innovation when contributing to organizational and individual objectives. Employs sound judgment when selecting among various creative ideas for implementation.

29 February 9, 2015 Page 27 Service Provider Assessment & Evaluation: Analyzes and evaluates business need, product capabilities, and cost benefit required for assessing and evaluating external service providers and their products. Understands service provider history, market position, future product plans, and strategies. Title I II III Being Developed (BD): Gathers and records data on specified vendors' services and products against defined requirements. Basic (B): Assesses and compares service providers and their products in meeting defined requirements. Documents findings in a report that articulates the challenges and opportunities of each option. Intermediate (I): Evaluates internal provider solutions against proposed external solutions. Researches and analyzes best in class vendors and identifies vendors and products that support the business strategy. Articulates options and makes a recommendation for the best match between service/product and business requirements. Proposes performance criteria and standards to meet business needs (quality, cost and responsiveness). Advanced (A): Leads the evaluation and selection process for external service providers. Researches and analyzes industry standards and trends for services providers and their products. Evaluates business requirements against service provider/product options. Understands and articulates the impact on business results as services and products emerge in the industry. Reviews performance trends for ongoing service/product improvements. Solicits business feedback on how solutions met business needs and recommends appropriate action, if required. Expert (E): Develops the rationale for using, or not using, external vendors for particular projects or functions. Sponsors the strategy for use of vendors and products to support and improve the efficiency and effectiveness of business processes. Reviews performance trends against best standards, business partner feedback, and business strategy and objectives. Validates that the requirements for services and products are met and approves the choice of vendor and/or alliance partners for large-scale projects, core functions and enterprisewide initiatives. Assesses opportunities for consolidation and integration of solutions. Negotiates major enhancements to products and services provided by vendors as necessary in order to meet enterprise needs.

30 February 9, 2015 Page 28 Strategic Thinking: Examines issues and creates plans with a long-term perspective. Generates ideas and critically evaluates future scenarios. Applies external and internal factors to strategy development. Considers long term strategic impact when making decisions or setting direction. Ensures that short-term goals support long-term strategy. Title I II III Being Developed (BD): Resolves routine issues related to strategy implementation. Escalates issues identified as impacting the client or strategic initiatives. Articulates the case for strategic initiatives. Compiles and reports trend data. Basic (B): Resolves day-to-day issues related to strategy implementation. Escalates issues that impact the client and/or strategic initiatives. Checks for the commitment of local stakeholders involved in implementation. Contributes to the testing of hypotheses. Tracks trend data. Applies creativity and critical analysis in gaining interest for the application of new approaches. Intermediate (I): Compares and contrasts ways of achieving a prescribed strategy. Identifies and agrees critical strategic requirements and issues with clients, supervisors, and peers. Contributes to the development and testing of hypotheses. Creates components for potential scenarios. Tracks and reviews trend data. Applies creativity and critical analysis in creating commitment among peers for new approaches. Resolves day-to-day issues related to strategy implementation. Escalates issues identified as impacting the client and/or strategic initiatives. Checks for the commitment of stakeholders involved in implementation. Advanced (A): Takes a systems perspective that inter-relates internal and external factors for planning. Envisions, compares and contrasts multiple potential medium range operational futures. Partners with business peers in defining strategic initiatives for a particular business area. Identifies planning assumptions. Contributes to the development, research and testing of hypotheses. Creates and explores potential scenarios. Identifies trends. Applies creativity and critical analysis in creating functional commitment for new objectives. Resolves issues related to strategy implementation. Expert (E): Takes a holistic systems perspective. Envisions, compares and contrasts multiple potential longrange enterprise-wide futures. Empathizes with multiple points of view. Challenges planning assumptions. Develops, researches and tests hypotheses. Facilitates the creation and exploration of scenarios. Identifies trends and inconsistencies. Applies creativity and critical analysis in designing and creating organizational commitment for new objectives. Approves, sponsors and spearheads the implementation of strategic initiatives, securing the support of senior management.

31 February 9, 2015 Page 29 Any questions regarding this Report should be addressed to: Diana Hughes Director of HR and Administration Information Systems and Technology Massachusetts Institute of Technology (617)