Btm-Nos Final 2016

Business Technology Management
National Occupational
Standards (NOS)
national
occupational
standards
April 2016
What is ITAC Talent
ITAC Talent is a division of ITAC, the Information Technology Association of Canada
Des carrières
Inspiring Tech Careers whose mandate
technologiques is to champion the development of a robust and sustainable digital
inspirantes
economy in Canada. ITAC is the vital connection between business and government. It is
a membership-based non-profit organization that provides members with the advocacy,
networking and professional development services that will help them to thrive
nationally and compete globally.
ITAC Talent was created to ensure Canada has the 21st century skills and talent to
grow the Canadian digital economy and to address the long-term talent and skills
requirements of canadian businesses, government and organizations. It does this
through creating the skills needed for the digital economy, inspiring young people to
choose technology careers, transforming education to accelerate the flow of talented
people from all backgrounds into the tech industry, supporting diversity of the industry,
and shaping public policy in support of talent growth. Through these activities, ITAC
Talent ensures that Canada remains one of the most digitally enabled nations.
2 Business Technology Management – National Occupational Standards

Business Technology
Management
National
Occupational
Standards
Since its development What is Business Technology Management (BTM)?
in 2009, BTM has Organizations of all types and sizes rely on Information and Communication Technologies
(ICT) to remain competitive. Due to the importance and ubiquity of ICT, it has become
impacted thousands essential for business leaders to be able to manage their ICT resources and infrastructure.
Business Technology Management (BTM) professional bridge the gap between business and
of graduates and information technologies; help solve business problems and develop business strategies;
and improve organizational processes and performance by using state-of-the-art technology
is currently offered and methodologies.
at dozens of post- The ITAC Talent Business Technology Management (BTM) program was introduced in
2009 at the undergraduate level in response to industry’s demand for ICT graduates who
secondary institutions have the right mix of business and technology skills. Increasingly, industries require highly
skilled individuals trained by Canadian educational institutions that can adapt to new ways
across Canada. of working in virtual global teams, and who can leverage networked business models,
innovate constantly, utilize emerging technologies such as cloud computing, social media,
Applications into BTM big data analytics; and, exhibit strong social skills.
programs are rising by To meet these demands, educational institutions are required to develop programs with the
right mix of business and technology learning outcomes that reflect emerging and rapidly
an average of 11% changing workplace roles. They must do so while responding to the strong and dynamic
influences of information and communication technologies, particularly in traditional sectors
per year. such as finance and health, in cross-functional specializations such as entrepreneurship and
data analytics, and in direct response to industry’s demands.
Working together with academic institutions, industry and sector associations, ITAC Talent
defined a set of Business and Technology Learning Outcomes and Competency Standards
required by industry that drew heavily on relevant international standards for similar
programs and requirements.
Since its development in 2009, BTM has impacted thousands of graduates and is currently
offered at dozens of post-secondary institutions across Canada. Applications into BTM
programs are rising by an average of 11% per year. For more information on the BTM
program visit: http://itactalent.ca/talent-initiatives/btm

Table of Contents
1.0 The BTM National Occupation Standards..................................................................... 6

1.1 Rationale for the BTM-NOS................................................................................. 6
2.0 Methodology.................................................................................................................. 8
3.0 What are the BTM National Occupational Standards.................................................. 9

3.1 History of the BTM-NOS...................................................................................... 9
3.2 What is the BTM-NOS used for?........................................................................ 10
3.3 What does the BTM-NOS consist of?................................................................ 11
4.0 Becoming BTM Certified.............................................................................................. 11

4.1 The BTM Professional......................................................................................... 11
4.2 Knowledge Areas/Body of Knowledge............................................................ 12
4.3 Competency Levels............................................................................................ 17
4.4 Certification Levels............................................................................................. 18
4.4.1 Certified Associate............................................................................................. 18
4.4.2 Certified Professional......................................................................................... 19
4.4.3 Certified Executive............................................................................................. 20
4.4.4 BTM Certified Associate..................................................................................... 21
4.4.5 BTM Certified Professional................................................................................ 33
4.4.6 BTM Certified Executive.................................................................................... 46
Appendices – Competency Descriptions............................................................................ 57
1.0 BTM Financial Services NOS......................................................................................... 57

1.1 Financial Services IT Governance, Risk, and Compliance Manager (GRCM).. 57
1.2 Financial Services Cloud Services Manager...................................................... 63
1.3 Financial Services Enterprise Architect............................................................. 68
1.4 Financial Services Quality Assurance Specialist............................................... 73
1.5 Financial Services Cyber Security Specialist..................................................... 77
2.0 BTM Health NOS........................................................................................................... 81
2.1 Health Enterprise Architect............................................................................... 81
2.2 Health Information Technology Solutions Architect/Developer..................... 85
2.3 Health Business Analyst..................................................................................... 89
2.4 Health Data Analyst........................................................................................... 93
2.5 Health Enterprise Solutions Manager............................................................... 97
2.6 Health Project Manager................................................................................... 101
2.7 Health Systems Analyst................................................................................... 105
3.0 BTM Data Analytics NOS............................................................................................ 109

3.1 Business Analyst – Data Science & Analytics.................................................. 109
3.2 Data Analyst – Data Science & Analytics........................................................ 114
3.3 Data Scientist (Junior) – Data Science & Analytics......................................... 119
3.4 Enterprise Data Architect – Data Science & Analytics................................... 124
3.5 Project Manager, Data Science & Analytics.................................................... 129
4.0 BTM Digital Security NOS.......................................................................................... 134

4.1 Digital Security Manager/Officer.................................................................... 134
4.2 Digital Security Auditor................................................................................... 136
4.3 Digital Security Consultant.............................................................................. 138
4.4 Digital Security Analyst................................................................................... 140
5.0 BTM Entrepreneurship NOS....................................................................................... 142

5.1 Agile Transformation Coach............................................................................ 142
5.2 Innovation Consultant..................................................................................... 148
5.3 Process Improvement Analyst......................................................................... 154
5.4 Product Innovation Manager.......................................................................... 160
5.5 Product Innovation Specialist.......................................................................... 166
5.6 Strategic Innovation Manager........................................................................ 172
6.0 Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

Public License.............................................................................................................. 179
Section 1 – Definitions............................................................................................... 179
Section 2 – Scope........................................................................................................ 180
Section 3 – License Conditions.................................................................................. 182
Section 4 – Sui Generis Database Rights.................................................................. 183
Section 5 – Disclaimer of Warranties and Limitation of Liability............................ 183
Section 6 – Term and Termination............................................................................. 184
Section 7 – Other Terms and Conditions................................................................... 184
Section 8 – Interpretation.......................................................................................... 184
Copyright and Reprint Permission
The Information Technology Association of Canada (ITAC) Business Technology Management (BTM) National
Occupational Standards and Body of Knowledge are protected under a Creative Commons license. This license
allows others to download and share works with others as long as ITAC is credited, but the work cannot be
changed in any way or used commercially.
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0

International License, as attached to this document (Appendix 2). To view a copy of this license, visit
http://creativecommons.org/licenses/by-nc-nd/4.0.

Business Technology
Management
National
Occupational
Standards
A continuous supply of 1.0 The BTM National Occupational Standards

highly qualified talent National Occupational Standards (NOS) are statements of the standards of performance
individuals must achieve when carrying out functions in the workplace, together with
is a requisite for the specifications of the underpinning knowledge and understanding. They are national
because they can be used in every part of Canada, and occupational because they describe
sector’s success, but it is the performance required of an individual when carrying out functions in the workplace.
Finally, they are standards because they are statements of effective performance, which
widely acknowledged have been agreed by a representative sample of employers and other key stakeholders.
that it is becoming The goal of the BTM-NOS is to define a set of occupational standards that exists in the BTM
field, in particular the skills and competencies that practitioners need to perform successful
increasingly difficult to in a particular occupation.
recruit for a variety of

1.1 Rationale for the BTM-NOS
critical ICT occupations
The ICT sector is a critical and growing contributor to Canada’s economy. Accounting for
– from entry level to 4.9% of Canada’s GDP, the sector generated 9.5% of GDP growth between 2002 and
2010, employs 563,000 Canadians and accounted for 34.1% of all private sector R&D in
seasoned. 2011. A continuous supply of highly qualified talent is a requisite for the sector’s success,
but it is widely acknowledged that it is becoming increasingly difficult to recruit for a variety
of critical ICT occupations – from entry level to seasoned. Canadian employers can’t find
enough talent with the combined business and technology knowledge as well as functional
skills in project management, communications, collaboration and leadership. Some
200,000 are already employed in BTM jobs – twice as many as 10 years ago – and demand
continues to grow. Employers will need to fill more than 50,000 BTM-related jobs in the
next few years.
Demand is growing because tech-related jobs play increasingly important roles in every
organization. Employees with a combination of business and technology skills are not
only needed by the tech industry but also across all sectors such as natural resources,
manufacturing, health care, government and retail.

Business Technology
Management
National
Occupational
Standards
Available labour market information (LMI) reveals no clear consensus on the extent
and specific shape of talent gaps in Canada’s ICT sector and does not provide granular
information on the structure, causes, and solutions to recruitment challenges in this tightly-
supplied labour market. The occupational definitions as defined in the Statistics Canada
National Occupational Codes (NOC) that are used to track trends in the labour market are
increasingly ‘out of sync’ with the realities of the ICT labour market.
There are two dimensions to this problem:
• F irst, some occupational definitions are far too broad. For example, ‘Information Systems
Analysts and Consultants’ make up one-quarter of the ICT work force, while ‘Computer
Programmers and Interactive Media Developers’ account for 15%. There is more change
happening within these occupational definitions than the aggregated data reveal;
• S econd, one of the most important trends is the emergence of occupations that require
both ICT skills and skills from another domain. E-health and Business are obvious
examples, but there are scores of others. ICT is re-shaping the skill requirements of a great
many occupations. Current statistical measures do not track these changes.
Effective human resources planning require labour market information that is timely,
accurate, regionally specific and relevant. Our current statistical resources fall short of
meeting that need. It is imperative that industry, governments and statistical agencies
address the need for better information.
As part of a national focus to increase Canada’s competitiveness in the global economy,

Employment and Social Development Canada (ESDC) has provided funding to ITAC to
assist with the expansion of labour market information definitions through the ITAC
Business Technology Management (BTM) initiative by developing a prioritized list of National
Occupational Standards (BTM-NOS) of Learning Outcomes and Competency Standards
(LO/CSs) for BTM as a framework for professional education and career development.

Business Technology
Management
National
Occupational
Standards
2.0 Methodology
The scope of the BTM NOS project includes the following phases:
1. R
eview academic and industry research The research component consisted of a
review of a number of existing published NOS from other organizations. This review
was undertaken with four goals in mind. To obtain some clear notions of the contents
of comparable NOS’s, the methodology and processes used, the timing, and results that
other organizations set out to obtain at the various stages in their development work.
2. C
onduct multi-sector stakeholder consultation A formal process whereby detailed
information on the scope, general activities, related tasks and subtasks, as well as skills
and knowledge required to perform them was gathered and analyzed through research
on the occupation and stakeholder consultations.
3. Select the set of priority occupations The selection of the priority occupations was
based on the research and analysis of the results of the stakeholder consultation.
4. D
evelop, test, refine occupations Validated by broad group of representative
stakeholders. Comments received from the stakeholders during review and validation
were compiled and a revised final draft of the NOS was then produced.
5. P
ublish online report of research/consultation results, occupational standards
The NOS is now published and made available to the public.
6. Develop Learning Tools Development of NOS provided in-depth information of

all tasks performed by an individual in that occupation and guided the development
of the BTM Learning Outcomes and Competency Standards. By cross-referencing
this information with curricula or program courses offered in training program, it
is possible to assess the regional availability and to what extent specific tasks are
covered by these programs. Those not addressed through formal learning/training can
be identified and, through consultation with industry and training providers, the need
for specific learning can be defined.

Business Technology
Management
National
Occupational
Standards
3.0 What are the BTM National Occupational Standards?

3.1 History of the BTM-NOS
ITAC Talent commenced the multi-step process of developing the BTM-NOS in the summer
of 2014 through a careful but systematic industry-wide consultation process that involved
stakeholders such as business leaders, chief information officers and human resource
managers from industry, and educational administrators from various post-secondary
institutions across Canada. Through an extensive desk research, a set of key occupations and
their associated high-level skill set were defined. The outcomes of a survey and focus group
process further produced a set of six occupational clusters.
In the summer of 2015 ITAC Talent extended the existing process by seeking additional
consultations with several industry and educational stakeholders in the process of producing
the BTM learning outcomes and competency standards. This process also led to the
production of 27 national occupational standards in five specializations and captured in three
broad occupational clusters that emerged from previous consultations. These occupational
clusters are analysts, architects, and managers. (See Table 1 below).
Table 1: National Occupational Standards
Specializations Analyst Architect Manager
Digital Security Security Auditor Security Consultant Security Manager/Officer

Security Analyst
Financial Services Quality Assurance Specialist Enterprise Architect IT Governance, Risk and Compliance
Cyber Security Specialist Manager
Cloud Services Manager
Digital Health Business Analyst Enterprise Architect Enterprise Solutions Manager

Data Analyst IT solutions Architect/Developer Project Manager
Systems Analyst
Data Analytics Business Analyst Enterprise Data Architect Project Manager

(Data Science and Data Analyst
Analytics) Data Scientist (Junior)
Entrepreneurship and Process Improvement Analyst Innovation Consultant Agile Transformation Coach
Innovation Product Innovation Specialist Product Innovation Manager
Strategic Innovation Manager
10 BTM Acreditation Criteria – Baccalaureate 2.0

Business Technology
Management
National
Occupational
Standards
To understand the BTM occupational clusters, an occupation is defined in this document

as an individual’s regular work or principal job activity. Occupations should be at a level of
specificity to be:
• r eadily comprehended
• distinguishable
• associated with specific skill sets.
It is important that the description of each occupation within the NOS is sufficient to enable
the intent and purpose of the occupation to be understood and distinguished from one
another. This implies that in most cases, a short title for an occupation will not be sufficient
to adequately describe the occupation in question. This fact is especially true in ICTs where
there is rather little standard nomenclature for occupation titles. In the BTM-NOS each
occupation is accompanied by a brief description to clarify what precisely is intended and
what the occupation encompasses.
3.2 What is the BTM-NOS used for?
The BTM-NOS:
• F orms the foundation for professional certifications.

• E nables post-secondary institutions to develop appropriate BTM programs and courses
that will produce the necessary skills and competencies required by industry.
•A
ssists students, employers and their parents to make the right decisions about program
choices for themselves, their staff, and children.
• P rovides recruiters and HR organizations with the tools needed to develop BTM jobs
specifications for industry.
• F orms a basis for data collection and provides the national job bank with occupational
standards for mapping and analyzing new BTM related jobs.
•A
ssists employers to define a career path for employees and to encourage employee
retention.
• Increases public awareness of BTM programs as a career option and as a strategic move
to address current and anticipated gaps in industry.
• Increases the enrolment and graduation rates of BTM professionals.

Business Technology
Management
National
Occupational
Standards
Employers will need to 3.3 What does the BTM-NOS consist of?
The BTM-NOS consists of Knowledge Areas, which is the core body of BTM knowledge,
fill more than 50,000
Competency Levels, and Certification Levels. This is described in further details in Chapter 4.
BTM-related jobs in the
next few years. 4.0 Becoming BTM Certified
4.1 The BTM Professional
BTM professionals are those who have successfully met the following three-step
requirements:
1. Knowledge areas/Body of Knowledge

2. Competency Levels
3. C
ertification levels
Figure 1: BTM Certification Progression
Knowledge Areas
Competency Levels
Certification Levels

Business Technology
Management National Occupational Standards
4.2 K
nowledge Areas/Body of Knowledge
Table 2: BTM Knowledge Area/Body of Knowledge
Knowledge Area Body of Knowledge
Integrative This knowledge level area contains learning outcomes that integrate the competencies developed
in the other knowledge areas. It produces a “deliverable” of direct relevance to employers.
• P roject Management: Effectively plan, manage and lead a business technology project.
•B usiness Analysis: Understand and analyze a business problem or opportunity- collect relevant
information, describe and compare options and risks, and make recommendations. Ability to
appropriately use relevant techniques such as systems thinking and quantitative analysis.
•B usiness Process Management: Business process analysis, develop the “to-be” design, and then
to create the implementation plan and the business change management plan to implement this
design.
• E nterprise Architecture: Design and communicate a moderately complex technology-enabled
solution to a business problem.
• T echnology Management: Business needs analysis, develop an RFx, evaluate responses, and
structure a contract with the successful vendor. Evaluate effectiveness, appropriateness and
usability of an implemented information system
• T echnology Assessment: Examine a new technology, understand its strengths and weaknesses,
evaluate its usefulness to solve business problems, and communicate the results.
•D esign Thinking: Use of 5 key elements of the design-thinking framework for future projects
and initiatives.
•C ommunicate Business Value: Ability to effectively communicate the value of current and new
projects in a concise and compelling way.
Personal and Interpersonal The ability to make a meaningful contribution depends upon one’s self knowledge and ability to
have constructive, long term, interactions with others. Successful leaders have strong personal and
interpersonal competencies.
• S elf-Awareness: Self-awareness and self-management, including mastery of ethical reasoning,
client relationship management, business courtesies and self-presentation
•C ommunication: Listening, oral and written communications skills in a business context
•W orkplace Diversity: Understanding of the strengths of a diverse workplace (including ability,
ethnicity, religion, gender, sexual orientation, age/generation).
• Interpersonal Relationship: Working with individuals, including giving and receiving feedback
and resolving differences using appropriate negotiation and conflict management skills.
• T eamwork: Proficiency in leading workplace teams (within or between organizations), including
the ability in the four following areas:
- P ersuasion: Persuade, influence, motivate and provide guidance
-D ecision Making: Facilitate a range of group innovation, analysis and decision making
techniques
- L eadership: Demonstrate the ability to engender and sustain trust
-C ommunications Technologies: Effectively use technologies to facilitate and support group
activities and processes
- Negotiation:
Various approaches to effective negotiation.
-C oordination Skill: Effective coordination of communications, time management, and task
prioritization.
(continued)

Business Technology
4.2 K
nowledge Areas/Body of Knowledge (continued)
Table 2: BTM Knowledge Area/Body of Knowledge (continued)
Business To be effective in the workplace one must have both the broad context of business – its role and
place in society – and a working knowledge of how business operates.
•B usiness and Society: Understanding of the history, current role and future trends (e.g.
globalization, social responsibility) of business within society and the global economy
•B usiness Models: Understanding of technology-enabled business design (e.g., digital business
models including “platforms”, supply networks, collaborative/proprietary innovation, disruptive
innovation).
•R isk Management: Conduct financial, operational, and reputational risk management including
their implications for business decisions of cyclical and event-driven external risks (e.g. credit
crunch, pandemics, global warming, peak oil).
• S trategic Management: Structure of various kinds of organizations by industry sector, ownership,
governance and size - their business models, key performance factors, dominant structures and
processes.
• S upport Functions : Role, processes and structure of support functions of a business (e.g.
general management, marketing, finance, R&D, IT, human resources)
•V alue Chain: Role, processes and structures of operational functions of a business (e.g. sales,
manufacturing, distribution, customer support).
• IT Trends: Current and future issues in the following topics:
- IT Operations: IT operations (e.g. delivery of service levels, change control, green IT)
- S oftware Development: Software development (e.g. methodologies, lifecycle, emerging
techniques, usability, in-house vs. off the shelf / total cost of ownership)
- Infrastructure Lifecycle: Infrastructure lifecycle (networks, desktop and data centre hardware,
operating systems, databases)
- T echnology Lifecycle: Overall application and technology landscape lifecycle (e.g. make
technology choices that will ease the integration of unpredictable future technologies).
-C ontemporary Technology Lifecycle: New and emerging technologies and methods (e.g. cloud
computing, mobile, social media)
-D igital Business Technology: Overall functioning of the Internet, Web, mobile, IoT etc. Be able
to explain a variety of Internet technologies, including those pertinent to Web applications,
mobile apps, IoT etc.
-D igital Business: Digital Commerce and the application of IT, and especially digital technology,
to developing innovative business models within an existing or new business strategy;
understand the business opportunities from innovative digital technology for both small and
large enterprises, including e-commerce development platforms in the cloud, e-commerce
hubs or marketplaces, e-commerce process and payment automation, etc.
-D igital Marketing: Digital Marketing concepts and the tools which support them: Market
research and analysis; Search engine optimization (SEO); Social media marketing (SMM -
blogging, LinkedIn, Twitter, etc); Online advertising tools (such as Google Adwords); The use
of analytics and scorecards; Digital marketing programs; Marketing automation; Measurement
and web performance optimization.
(continued)

Business Technology
4.2 K
Technology BTM graduates must understand information and communications technologies, their current
capabilities, and future trends.
• IT Solution Design: Business requirements by planning, designing, integrating into an existing
landscape, implementing, configuring and operating contemporary technologies in each of the
following:
•R equirement Analysis: Requirements Analysis
•N etworking: A network and computing platform
•C ustom Software: A custom software solution (implemented locally or in the cloud)
• P ackaged Software: A packaged software solution (implemented locally or in the cloud)
• T echnology Architecture: technology architecture, and the various IT runtime infrastructures
available to organizations of varying sizes to implement IT solutions.
• IT Security and Compliance: IT security and compliance in the following areas:
• Information Security or
•C yber Security: Management of, and provision of expert advice on, the selection, design,
justification, implementation and operation of information security controls and management
strategies to maintain the confidentiality, integrity, availability, accountability and relevant
compliance of information systems with legislation, regulation and relevant standards.
• T echnology Audit: The independent, risk-based assessment of the adequacy and integrity of
controls in information processing systems, including hardware, software solutions, information
management systems, security systems and tools, and communications technologies - both web-
based and physical. The structured analysis of the risks to achievement of business objectives,
including the risk that the organization fails to make effective use of new technology to improve
delivery and internal effectiveness. Assessment of the extent to which effective use has been
made of techniques and tools to achieve sustainability and business continuity.
• P rivacy: Federal and provincial privacy laws such as HIPPA and PIPEDA and their impact on IT
operations within an enterprise.
• IT Governance and Standards: External Canadian and international IT governance and standards
organizations such as ITIL, ISO, COBIT, and their impact on IT operations within an enterprise
• Information Management: Develop the role, management and uses of information, including
(Two skills required):
•B usiness Intelligence: The role of information and data to support operations, decision making,
planning and risk management
•D ecision Support Systems: Model, prepare, and structure data to support the creation and use of
information and knowledge
•D ata Warehousing: Technologies for information management (e.g. reporting, analysis),
knowledge management, collaboration management and content management
(continued)

Business Technology
4.2 K
Innovation BTM graduates must understand information and communications technologies, their current
capabilities, and future trends.
•O
pportunity Identification: Various approaches to generate new opportunities for projects,
processes, and initiatives
•V
alidation: Frameworks and tools to establish the value and cost associated with an opportunity
(from the customer, market, and technology perspectives)
•R
esourcing: Optimize the contributions of IT to competitive strategy, innovation, decision-
making and operations in various sizes and types of organizations, industry sectors, processes
and functions.
Technology in Business This knowledge area is designed to synthesize the knowledge and competencies gained in
the foundational knowledge areas and create an additional competency in understanding:
the potential (economic, personal, societal), the risks of, and the governance, acquisition, and
management of ICTs in and for business.
•B usiness Value of IT: IT and its value to competitive strategy, innovation, decision-making and
operations in various sizes and types of organizations, industry sectors, processes and functions.
• Impact of IT on People: IT’s impact on individuals, families, organizations and communities,
including culture, social and environmental issues, considering both collaboration and
competitive analysis
• Innovation Management: Innovation, its process, and how to introduce, adopt, and practice
innovation.
• IT Industry Economics: Structure, business value, offerings, and dynamics of the Canadian and
international IT industries. This includes the economics of ICTs and specific subsectors (e.g., ERP,
open source, outsourcing, web, mobility).
• IT Function Economics: Economics and governance of IT and the IT function within
organizations, including IT’s role, structure, challenges processes, economics, maturity and career
paths.
• IT Function Trends: Risks and mitigation strategies to business operations inherent in the
implementation of information and communications technologies (e.g. systems development,
data security and privacy, business continuity, outsourcing, off-shoring and infrastructure).`
• IT Procurement: Choices and activities in procurement and management of purchased IT
products and services.
• E nterprise Architecture: As:
- T he application of architecture principles and practices to guide organizations through the
business, information, process, and technology changes necessary to execute their strategies.
- E nterprise analysis, design, planning, and implementation, using a holistic approach at all times,
for the successful development and execution of strategy.
-V arious aspects of an enterprise to identify, motivate, and achieve these changes.
(continued)

Business Technology
4.2 K
Process, Project and Change BTM graduates will gain the foundations that enable them to help create well-designed business
processes, well-managed projects, and support for the individuals and groups undergoing change.
•O rganizational Learning: Overall organizational learning and innovation process / life cycle, and
its role in organizational success.
• P roject Management: Project Management Institute’s Project Management Body of Knowledge
(PMBOK)
•B usiness Change Management: Best practices in organizational IT change management.
•B usiness Process Management: International Institute of Business Analysis (IIBA) Business Analysis
Body of Knowledge (BABOK).
• S takeholder Requirement Analysis
•B usiness Process Improvement
•B usiness Process Design: Business Process notations/symbology – BPMN, UML
•Q uality Assurance: quality assurance and testing, go-live, end of life, life cycle management,
ticket management (help desk).
•N ew Process Implementation and maintenance.
•K nowledge Management: Knowledge transfer, development, and dissemination for both explicit
and tacit knowledge

Business Technology
4.3 C
ompetency Levels
Defined by representatives of industry and education professionals, learning outcomes are tightly linked to industry-
recognized competency standards such as the Skills Framework for Information Age (SFIA), the Management
Standards Center’s (MSC) National Occupational Standards, and the BTM Revised Bloom’s Taxonomy.
BTM graduates are expected to demonstrate competency at different levels of responsibilities and skills. ITAC Talent
has chosen the SFIA Responsibilities and Skills scale to capture these levels (see Figure 2)1.
The scale allows ITAC Talent:
1. To provide generic levels of responsibility, with descriptions at each of the seven levels for the following
attributes: AUTONOMY · INFLUENCE · COMPLEXITY · BUSINESS SKILLS
2. To reflect experience and competency levels. The definitions describe the behaviours, values, knowledge and
characteristics that an individual should have in order to be identified as competent at that level. Each level has
a guiding word or phrase that acts as a brief indicator: FOLLOW · ASSIST · APPLY · ENABLE · ENSURE, ADVISE ·
INITIATE, INFLUENCE · SET STRATEGY, INSPIRE, MOBILISE
Figure 2: SFIA 7-Point Generic Levels of Responsibilities and Skills
1. Follow
2. Assist
3. Apply
4. Enable
5. Ensure, advise
6. Initiate, influence
7. Set strategy, inspire, mobilize
1. SFIA 6: The Complete Reference Guide. Available from the SFIA site.

Business Technology
4.4 Certification Levels
Three types of BTM Certification levels are possible:

1. BTM Certified Associate
2. BTM Certified Professional
3. BTM Certified Executive
Following are the BTM professional capability levels.
4.4 .1 Certified Associate
Table 3: SFIA Skill Level 4 Attributes
Attributes Description
Autonomy Works under general direction within a clear framework of accountability. Exercises substantial
personal responsibility and autonomy. Plans own work to meet given objectives and processes.
Influence Influences customers, suppliers and partners at account level. May have some responsibility for the
work of others and for the allocation of resources. Participates in external activities related to own
specialism. Makes decisions which influence the success of projects and team objectives.
Complexity Work includes a broad range of complex technical or professional activities, in a variety of
contexts.
Business Skills Selects appropriately from applicable standards, methods, tools and applications. Communicates
fluently, orally and in writing, and can present complex information to both technical and non-
technical audiences.
Facilitates collaboration between stakeholders who share common objectives. Plans, schedules
and monitors work to meet time and quality targets. Rapidly absorbs new information and applies
it effectively. Maintains an awareness of developing technologies and their application and takes
some responsibility for driving own development.

Business Technology
4.4.2 Certified Professional
Autonomy Works under broad direction. Work is often self-initiated. Is fully responsible for meeting allocated
technical and/or project/supervisory objectives. Establishes milestones and has a significant role in
the assignment of tasks and/or responsibilities.
Influence Influences organisation, customers, suppliers, partners and peers on the contribution of own
specialism.
Builds appropriate and effective business relationships. Makes decisions which impact the success
of assigned work, i.e. results, deadlines and budget. Has significant influence over the allocation
and management of resources appropriate to given assignments.
Complexity Performs an extensive range and variety of complex technical and/or professional work activities.
Undertakes work which requires the application of fundamental principles in a wide and often
unpredictable range of contexts. Understands the relationship between own specialism and wider
customer/organisational requirements.
Business Skills Advises on the available standards, methods, tools and applications relevant to own specialism and
can make appropriate choices from alternatives. Analyses, designs, plans, executes and evaluates
work to time, cost and quality targets. Assesses and evaluates risk. Communicates effectively, both
formally and informally. Demonstrates leadership. Facilitates collaboration between stakeholders
who have diverse objectives. Takes all requirements into account when making proposals. Takes
initiative to keep skills up to date. Mentors colleagues. Maintains an awareness of developments in
the industry. Analyses requirements and advises on scope and options for continuous operational
improvement. Demonstrates creativity, innovation and ethical thinking in applying solutions for the
benefit of the customer/stakeholder.

Business Technology
4.4.3 Certified Executive

I
Autonomy Has defined authority and accountability for actions and decisions within a significant area of
work, including technical, financial and quality aspects. Establishes organisational objectives and
assigns responsibilities.
Influence Influences policy and strategy formation. Initiates influential relationships with internal and
external customers, suppliers and partners at senior management level, including industry
leaders. Makes decisions which impact the work of employing organisations, achievement of
organisational objectives and financial performance.
Complexity Has a broad business understanding and deep understanding of own specialism(s). Performs
highly complex work activities covering technical, financial and quality aspects. Contributes to
the implementation of policy and strategy. Creatively applies a wide range of technical and/or
management principles.
Business Skills Absorbs complex information and communicates effectively at all levels to both technical
and non-technical audiences. Manages and mitigates risk. Understands the implications of
new technologies. Demonstrates clear leadership. Understands and communicates industry
developments, and the role and impact of technology in the employing organisation. Promotes
compliance with relevant legislation. Takes the initiative to keep both own and colleagues’ skills up
to date.

Business Technology
The following describes the competencies that BTM professionals must attain to qualify for any of the above certificates.
4.4.4 B
TM Certified Associate
Competency Statement Working Level Expectation
Demonstrate the ability to effectively plan, manage and lead a SFIA-PRMG=4 (Project Management)
business technology project.
SFIA-PROF=4 (Programme and Project Support)
The management of projects, typically (but not exclusively)
involving the development and implementation of business Defines, documents and carries out small projects or sub-projects
processes to meet identified business needs, acquiring and (typically less than six months, with limited budget, limited
utilizing the necessary resources and skills, within agreed interdependency with other projects, and no significant strategic
parameters of cost, timescales, and quality. impact), alone or with a small team, actively participating in all phases.
Identifies, assesses and manages risks to the success of the project.
The provision of support and guidance on portfolio, Agrees project approach with stakeholders, and prepares realistic plans
programme and project management processes, procedures, (including quality, risk and communications plans) and tracks activities
tools and techniques. Support includes definition of portfolios, against the project schedule, managing stakeholder involvement as
programmes, and projects; advice on the development, appropriate. Monitors costs, timescales and resources used, and takes
production and maintenance of business cases; time, resource, action where these deviate from agreed tolerances. Ensures that own
cost and exception plans, and the use of related software projects are formally closed and, where appropriate, subsequently
tools. Tracking and reporting of programme/project progress reviewed, and that lessons learned are recorded.
and performance are also covered, as is the capability to
facilitate all aspects of portfolio/programme/ project meetings, Takes responsibility for the provision of support services to projects.
workshops and documentation. Uses and recommends project control solutions for planning,
scheduling and tracking projects. Sets up and provides detailed
guidance on project management software, procedures, processes,
tools and techniques. Supports programme or project control boards,
project assurance teams and quality review meetings. Provides basic
guidance on individual project proposals. May be involved in aspects of
supporting a programme by providing a cross programme view on risk,
change, quality, finance or configuration management.
Demonstrate the ability to understand and analyze a business

problem or opportunity- collect relevant information, describe
and compare options and risks, and make recommendations.
Demonstrate appropriate use of relevant techniques such as
systems thinking and quantitative analysis.
(continued)

Business Technology
4.4.4 B
TM Certified Associate (continued)
Demonstrate the ability to analyze a business process, develop MSC-C5=FL (Facilitating Change – Plan Change – First Line Manager)
the “to-be” design, and then to create the implementation
plan and the business change management plan to implement (Link)
this design.
Demonstrate the ability to design and communicate a SFIA-SSUP=4 (Sales Support)

moderately complex technology-enabled solution to a
Works closely with the sales team to help prospects to clarify their
business problem.
needs and requirements; devises solutions and assesses their feasibility
The provision of technical advice and assistance to the and practicality. Demonstrates technical feasibility using physical or
sales force, sales agents, reseller/distributor staff existing simulation models. Produces estimates of cost and risk and initial
or prospective customers, either in support of customer project plans to inform sales proposals. Resolves technical problems.
development or sales activity or fulfillment of sales obligations.
Demonstrate understanding of how to analyze a business

need, develop an RFx, evaluate the responses, and structure
a contract with the successful vendor. Ability to evaluate
the effectiveness, appropriateness and usability of an
implemented information system.
Demonstrate the ability to examine a new technology, SFIA-RSCH=3 (Research)

understand its strengths and weaknesses, evaluate its
Within given research goals, builds on and refines appropriate outline
usefulness to solve business problems, and communicate the
results. ideas for research, i.e. evaluation, development, demonstration and
implementation. Uses available resources to gain an up-to-date
The advancement of knowledge by data gathering, knowledge of any relevant field. Reports on work carried out and may
innovation, experimentation, evaluation and dissemination, contribute sections of material of publication quality.
carried out in pursuit of a predetermined set of research goals.
Exhibit an understanding of how to use the 5 key elements

of the design-thinking framework for future projects and
initiatives.
Demonstrate understanding of how to effectively

communicate the value of current and new projects in a
concise and compelling way.
(continued)

Business Technology
4.4.4 B
Demonstrate self-awareness and self-management, including MSC-A1=TL (Manage your own resources – Team Lead)
mastery of ethical reasoning, client relationship management,
business courtesies and self-presentation. (Link)
MSC-D1=TL (Develop productive relationships with colleagues– Team

Lead)
(Link)
Demonstrate proficiency in listening, oral and written

communications skills in a business context.
Demonstrate understanding of the strengths of a diverse

workplace (including ability, ethnicity, religion, gender, sexual
orientation, age/generation).

Demonstrate proficiency in working with individuals, including MSC-D1=TL (Develop productive relationships with colleagues – Team
giving and receiving feedback and resolving differences using Lead)
appropriate negotiation and conflict management skills.
(Link)
Demonstrate proficiency in leading workplace teams (within or

between organizations), including the ability in the four following
areas:
Demonstrate the ability to persuade, influence, motivate and MSC-B6=TL (Providing direction; Provide leadership in your area of
provide guidance. responsibility - First line managers and middle managers)
(Link)
Demonstrate the ability to facilitate a range of group MSC-C2=TL (Encourage innovation in your area of responsibility –First
innovation, analysis and decision making techniques. line managers and middle managers)
(Link)
(continued)

Business Technology
4.4.4 B
Demonstrate the ability to engender and sustain trust. MSC-D1=TL (Develop productive relationships with colleagues – Team
Lead)
(Link)
Demonstrate the ability to effectively use technologies to MSC-E14=TL (Support team and virtual working – Team Lead)
facilitate and support group activities and processes.
(Link)
Be able to explain the various approaches to effective

negotiation.
Demonstrate understanding of effective coordination of

communications, time management, and task prioritization.
Exhibit an understanding of the history, current role and future

trends (e.g. globalization, social responsibility) of business
within society and the global economy.
Demonstrate understanding of technology-enabled business

design (e.g., digital business models including “platforms”,
supply networks, collaborative/proprietary innovation,
disruptive innovation).
Demonstrate the ability to conduct financial, operational, and

reputational risk management including their implications for
business decisions of cyclical and event-driven external risks
(e.g. credit crunch, pandemics, global warming, peak oil).
Demonstrate understanding of the structure of various kinds

of organizations by industry sector, ownership, governance
and size - their business models, key performance factors,
dominant structures and processes.
Demonstrate understanding of the role, processes and

structure of support functions of a business (e.g. general
management, marketing, finance, R&D, IT, human resources).

structures of operational functions of a business (e.g. sales,
(continued)

Business Technology
4.4.4 B
Be able to explain the current and future issues in the

following topics:
IT operations (e.g. delivery of service levels, change control,

green IT).
Software development (e.g. methodologies, lifecycle,

emerging techniques, usability, in-house vs. off the shelf / total
cost of ownership).
Infrastructure lifecycle (networks, desktop and data centre

hardware, operating systems, databases).
Overall application and technology landscape lifecycle (e.g.

make technology choices that will ease the integration of
unpredictable future technologies).
New and emerging technologies and methods (e.g. cloud SFIA-EMRG= 4 (Emerging technology Monitoring)
computing, mobile, social media).
Maintains awareness of opportunities provided by new technology to
The identification of new and emerging hardware, address challenges or to enable new ways of working. Within own
software and communication technologies and products, sphere of influence, works to further organizational goals, by the
services, methods and techniques and the assessment of study and use of emerging technologies and products. Contributes to
their relevance and potential value as business enablers, briefings and presentations about their relevance and potential value
improvements in cost/performance or sustainability. The to the organization.
promotion of emerging technology awareness among staff
and business management.
Be able to explain the overall functioning of the Internet,

Web, mobile, IoT etc. Be able to explain a variety of Internet
technologies, including those pertinent to Web applications,
Demonstrate understanding of Digital Commerce and

the application of IT, and especially digital technology, to
developing innovative business models within an existing or
new business strategy; understand the business opportunities
from innovative digital technology for both small and large
enterprises, including e-commerce development platforms in
the cloud, e-commerce hubs or marketplaces, e-commerce
process and payment automation, etc.
(continued)

Business Technology
4.4.4 B
Demonstrate the ability to meet business requirements by SFIA-REQM=3 (Requirements Definition and Management)
planning, designing, integrating into an existing landscape, SFIA UNAN=3 (User Experience Analysis)
implementing, configuring and operating contemporary SFIA-DESN=2 (Systems design)
technologies in each of the following:
BLOOMS BTM=3 (Quality Standards)
The definition and management of the business goals and scope BLOOMS BTM=3 (Quality Assurance)
of change initiatives. The specification of business requirements to BLOOMS BTM=3 (Testing)
a level that enables effective delivery of agreed changes. SFIA-SLMO=3 (Service Level Management)
The identification, analysis, clarification and communication of

the context of use in which applications will operate, and of the Defines scope and business priorities for small-scale changes and
goals of products, systems or services. Analysis and prioritization may assist in larger scale scoping exercises. Elicits and discovers
of stakeholders’ “user experience” needs and definition of requirements from operational management and other stakeholders.
required system behaviour and performance. Resolution of Selects appropriate techniques for the elicitation of detailed
potential conflicts between user requirements and determination requirements taking into account the nature of the required
of usability objectives. changes, established practice and the characteristics and culture
of those providing the requirements. Specifies and documents
The specification and design of information systems to meet business requirements as directed, ensuring traceability back to
defined business needs in any public or private context, including source. Analyses them for adherence to business objectives and
commercial, industrial, scientific, gaming and entertainment. The for consistency, challenging positively as appropriate. Works with
identification of concepts and their translation into implementable stakeholders to prioritize requirements.
design. The design or selection of components. The retention
of compatibility with enterprise and solution architectures, and Identifies and engages with users/ stakeholders, defines relevant
the adherence to corporate standards within constraints of cost, characteristics (e.g. “personas”) and describes users goals and tasks
security and sustainability. (e.g. as “user stories”). Describes the environment within which the
system will be used. Identifies and describes requirements of users
The planning, implementation, control, review and audit of with special needs (e.g. resulting from physical disabilities).
service provision, to meet customer business requirements. This
includes negotiation, implementation and monitoring of service Undertakes complete design of simple applications using simple
level agreements, and the ongoing management of operational templates and tools. Assists as part of a team on design of
facilities to provide the agreed levels of service, seeking continually components of larger systems. Produces detailed designs including
and proactively to improve service delivery and sustainability for example: physical data flows, file layouts, common routines and
targets. utilities, program specifications or prototypes, and backup, recovery
and restart procedures.
Demonstrate understanding of measuring, monitoring, reporting and

recommending with respect to quality.
Demonstrate understanding and can develop standards of quality

based on business needs.
Demonstrate understanding of testing including the planning, design,

management, execution and reporting of tests.
Monitors service delivery performance metrics and liaises with

managers and customers to ensure that service level agreements are
not breached without the stakeholders being given the opportunity of
planning for a deterioration in service.
(continued)

Business Technology
4.4.4 B
Requirements Analysis Same as above
A network and computing platform Same as above
A custom software solution (implemented locally or in the Same as above, plus:

cloud)
SFIA-PROG=2 (Programming/software development)
Designs, codes, tests, corrects, and documents simple programs, or
scripts and assists in the implementation of software which forms
part of a properly engineered information or communications
system.
A packaged software solution (implemented locally or in the Same as above

cloud).
Exhibit an understanding of technology architecture, and the

various IT runtime infrastructures available to organizations of
varying sizes to implement IT solutions.
Demonstrate an understanding of IT security and compliance

in the following areas:
Demonstrate understanding of management of, and provision SFIA REQM=3 (Requirements definition and management)
of expert advice on, the selection, design, justification,
Defines scope and business priorities for small-scale changes and
implementation and operation of information security controls
and management strategies to maintain the confidentiality, may assist in larger scale scoping exercises. Elicits and discovers
integrity, availability, accountability and relevant compliance of requirements from operational management and other stakeholders.
information systems with legislation, regulation and relevant Selects appropriate techniques for the elicitation of detailed
standards. requirements taking into account the nature of the required
changes, established practice and the characteristics and culture
business requirements as directed, ensuring traceability back to
source. Analyses them for adherence to business objectives and
for consistency, challenging positively as appropriate. Works with
stakeholders to prioritize requirements.
The independent, risk-based assessment of the adequacy and

integrity of controls in information processing systems, including
hardware, software solutions, information management systems,
security systems and tools, and communications technologies -
both web-based and physical. The structured analysis of the risks
to achievement of business objectives, including the risk that the
organisation fails to make effective use of new technology to
improve delivery and internal effectiveness. Assessment of the
extent to which effective use has been made of techniques and
tools to achieve sustainability and business continuity.
(continued)

Business Technology
4.4.4 B
Exhibit an understanding of federal and provincial privacy laws

such as HIPPA and PIPEDA and their impact on IT operations
within an enterprise.
Exhibit an understanding of external Canadian and

international IT governance and standards organizations such
as ITIL, ISO, COBIT, and their impact on IT operations within an
enterprise.
Demonstrate the ability to develop the role, management and

uses of information, including (Two skills required):
The role of information and data to support operations, Skill (1)

decision making, planning and risk management.
SFIA-DTAN=4 (Data analysis)
The investigation, evaluation, interpretation and classification
of data, in order to define and clarify information structures Investigates corporate data requirements, and applies data analysis,
which describe the relationships between real world entities. data modelling and quality assurance techniques, to establish, modify
Such structures facilitate the development of software or maintain data structures and their associated components (entity
systems, links between systems or retrieval activities. descriptions, relationship descriptions, attribute definitions). Provides
advice and guidance to database designers and others using the data
structures and associated components.
Demonstrate the ability to model, prepare, and structure Skill (2)

data to support the creation and use of information and
knowledge. SFIA-DBDS=4 (Database design)
Develops and maintains specialist knowledge of database concepts,
object and data modelling techniques and design principles and a
detailed knowledge of database architectures, software and facilities.
Analyses data requirements to establish, modify or maintain object/
data models. Evaluates potential solutions, demonstrating, installing
and commissioning selected products.
Describe technologies for information management (e.g.

reporting, analysis), knowledge management, collaboration
management and content management.
Demonstrate understanding of how to use various approaches

to generate new opportunities for projects, processes, and
initiatives.
Demonstrate understanding of how to use frameworks

and tools to establish the value and cost associated with an
opportunity (from the customer, market, and technology
perspectives).
(continued)

Business Technology
4.4.4 B
Exhibit an understanding of how to optimize the contributions

of IT to competitive strategy, innovation, decision-making and
operations in various sizes and types of organizations, industry
sectors, processes and functions.
Demonstrate understanding of optimizing the contributions

of IT to competitive strategy, innovation, decision-making and
Demonstrate understanding of utilizing IT to impact

individuals, families, organizations and communities, including
culture, social and environmental issues, considering both
collaboration and competitive analysis.
Be able to explain the innovation process, and how to

introduce, adopt, and practice innovation.
Be able to explain the structure, business value, offerings, and

dynamics of the Canadian and international IT industries. This
includes the economics of ICTs and specific subsectors (e.g.,
ERP, open source, outsourcing, web, mobility).
Be able to explain the economics and governance of IT and

the IT function within organizations, including IT’s role,
structure, challenges processes, economics, maturity and
career paths.
Demonstrate understanding of the risks and mitigation SFIA-CORE=3 (Compliance review)

strategies to business operations inherent in the
Collects and collates evidence as part of a formally conducted
implementation of information and communications
technologies (e.g. systems development, data security and and planned review of activities, processes, products or services.
privacy, business continuity, outsourcing, off-shoring and Examines records as part of specified testing strategies for evidence
infrastructure). of compliance with management directives, or the identification of
abnormal occurrences.
The independent assessment of the conformity of any
activity, process, deliverable, product or service to the criteria
of specified standards, best practice, or other documented
requirements. May relate to, for example, asset management,
network security tools, firewalls and internet security,
sustainability, real-time systems, application design and
specific certifications.
(continued)

Business Technology
4.4.4 B
Demonstrate understanding of and be able to evaluate the SFIA-CSMG=3 (Customer Service Support)
choices and activities in procurement and management of
purchased IT products and services. Acts as the routine contact point, receiving and handling requests for
support. Responds to a broad range of service requests for support by
The management and operation of one or more customer providing information to fulfill requests or enable resolution. Provides
service or service desk functions. Acting as a point of contact first line investigation and diagnosis and promptly allocates unresolved
to support service users and customers reporting issues, issues as appropriate. Assists with the development standards, and
requesting information, access, or other services. applies these to track, monitor, report, resolve or escalate issues.
Contributes to creation of support documentation.
Demonstrate understanding in Enterprise Architecture in the

three components listed below:
1. Demonstrate understanding of enterprise architecture as

the application of architecture principles and practices to
guide organizations through the business, information,
process, and technology changes necessary to execute their
strategies.
2. Demonstrate understanding of enterprise analysis, design,

planning, and implementation, using a holistic approach at
all times, for the successful development and execution of
strategy.
3. Demonstrate the ability to utilize the various aspects of an

enterprise to identify, motivate, and achieve these changes.
Be able to explain the overall organizational learning and

innovation process / life cycle, and its role in organizational
success.
Project Management - demonstrate appropriate (Two skills required)

understanding of the Project Management Institute’s
Project Management Body of Knowledge (PMBOK) SFIA-PRMG=4 (Project management)
SFIA-PROF=4 (Portfolio, Programme and Project Support)
involving the development and implementation of business
processes to meet identified business needs, acquiring and
Defines, documents and carries out small projects or sub-projects
utilizing the necessary resources and skills, within agreed
(typically less than six months, with limited budget, limited
parameters of cost, timescales, and quality.
interdependency with other projects, and no significant strategic
The provision of support and guidance on portfolio, impact), alone or with a small team, actively participating in all phases.
programme and project management processes, procedures, Identifies, assesses and manages risks to the success of the project.
tools and techniques. Support includes definition of portfolios, Agrees project approach with stakeholders, and prepares realistic plans
programmes, and projects; advice on the development, (including quality, risk and communications plans) and tracks activities
production and maintenance of business cases; time, resource, against the project schedule, managing stakeholder involvement as
cost and exception plans, and the use of related software appropriate. Monitors costs, timescales and resources used, and takes
tools. Tracking and reporting of programme/project progress action where these deviate from agreed tolerances. Ensures that own
and performance are also covered, as is the capability to projects are formally closed and, where appropriate, subsequently
facilitate all aspects of portfolio/programme/ project meetings, reviewed, and that lessons learned are recorded.
workshops and documentation.
(continued)
Business Technology
4.4.4 B
Project Management - demonstrate appropriate Takes responsibility for the provision of support services to projects.
understanding of the Project Management Institute’s Uses and recommends project control solutions for planning,
Project Management Body of Knowledge (PMBOK) scheduling and tracking projects. Sets up and provides detailed
guidance on project management software, procedures, processes,
The management of projects, typically (but not exclusively) tools and techniques. Supports programme or project control boards,
involving the development and implementation of business project assurance teams and quality review meetings. Provides basic
processes to meet identified business needs, acquiring and guidance on individual project proposals. May be involved in aspects
utilizing the necessary resources and skills, within agreed of supporting a programme by providing a cross programme view on
parameters of cost, timescales, and quality. risk, change, quality, finance or configuration management.
The provision of support and guidance on portfolio,
programme and project management processes, procedures,
tools and techniques. Support includes definition of portfolios,
programmes, and projects; advice on the development,
production and maintenance of business cases; time, resource,
cost and exception plans, and the use of related software
tools. Tracking and reporting of programme/project progress
and performance are also covered, as is the capability to
facilitate all aspects of portfolio/programme/ project meetings,
workshops and documentation.
Demonstrate competence in process analysis and design using (Two skills required)
applicable knowledge areas from the International Institute
of Business Analysis (IIBA) Business Analysis Body of SFIA-BUAN=3 (Business analysis)
Knowledge (BABOK). SFIA-BSMO=2 (Business modelling)
The methodical investigation, analysis, review and Investigates operational needs and problems, and opportunities,
documentation of all or part of a business in terms of contributing to the recommendation of improvements in automated
business functions and processes, the information used and and non-automated components of new or changed processes
the data on which the information is based. The definition and organization. Assists in defining acceptance tests for these
of requirements for improving processes and systems, recommendations.
reducing their costs, enhancing their sustainability, and the
quantification of potential business benefits. The collaborative Understands the purpose and benefits of modelling. Uses established
creation and iteration of viable specifications and acceptance techniques as directed to model simple subject areas with clearly
criteria in preparation for the deployment of information and defined boundaries. May assist in more complex modelling activities.
communication systems. Develops models with input from subject matter experts and
communicates the results back to them for review and confirmation.
The production of abstract or distilled representations of
real world, business or gaming situations in traditional or
trans-media applications, to aid the communication and
understanding of existing, conceptual or proposed scenarios.
Predominantly focused around the representation of
processes, roles, data, organization and time. Models may
be used to represent a subject at varying levels of detail and
decomposition.
(continued)

Business Technology
4.4.4 B
Demonstrate understanding of stakeholder requirements

analysis.
Describe business process improvement or re-engineering

process.
Demonstrate understanding of Business Process notations/

symbology – BPMN, UML.
Demonstrate understanding of quality assurance and testing, SFIA-QUAS=3 (Quality Assurance)

go-live, end of life, life cycle management, ticket management
Uses appropriate methods and tools in the development,
(help desk).
maintenance, control and distribution of quality and environmental
standards. Makes technical changes to quality and environmental
standards according to documented procedures. Distributes new and
revised standards.
Demonstrate understanding of new process implementation

and maintenance.
Be able to explain the importance of knowledge transfer,

development, and dissemination for both explicit and tacit
knowledge.

Business Technology
4.4.5 BTM Certified Professional
business technology project. SFIA-PROF=5 (Programme and Project Support Office)
The management of projects, typically (but not exclusively) Takes full responsibility for the definition, approach, facilitation and
involving the development and implementation of business satisfactory completion of medium scale projects (typically with direct
processes to meet identified business needs, acquiring and business impact and firm deadlines). Identifies, assesses and manages
utilizing the necessary resources and skills, within agreed risks to the success of the project. Ensures that realistic project plans
parameters of cost, timescales, and quality. are maintained and ensures regular and accurate communication to
stakeholders, consistent with the methods in use (agile, waterfall,
The provision of support and guidance on portfolio, etc). Ensures Quality reviews occur on schedule and according to
programme and project management processes, procedures, procedure. Manages the change control procedure, and ensures that
tools and techniques. Support includes definition of portfolios, project deliverables are completed within agreed cost, timescale and
programmes, and projects; advice on the development, resource budgets, and are signed off. Provides effective leadership
production and maintenance of business cases; time, resource, to the project team, and takes appropriate action where team
cost and exception plans, and the use of related software performance deviates from agreed tolerances.
tools. Tracking and reporting of programme/project progress
and performance are also covered, as is the capability to Takes responsibility for the provision of portfolio, programme and
facilitate all aspects of portfolio/programme/ project meetings, project support. Advises on the available standards, procedures,
workshops and documentation. methods, tools and techniques. Evaluates project and/or programme
performance and recommends changes where necessary. Contributes
to reviews and audits of project and programme management to
ensure conformance to standards.
Demonstrate the ability to understand and analyze a business

problem or opportunity- collect relevant information, describe
and compare options and risks, and make recommendations.
Demonstrate appropriate use of relevant techniques such as
systems thinking and quantitative analysis.
Demonstrate the ability to analyze a business process, develop MSC-C5=FL (Facilitating Change – Plan Change – First Line Manager)
plan and the business change management plan to implement (Link)
this design.
Demonstrate the ability to design and communicate a SFIA-SSUP=4 (Sales Support)

Works closely with the sales team to help prospects to clarify their
business problem.
needs and requirements; devises solutions and assesses their feasibility
The provision of technical advice and assistance to the and practicality. Demonstrates technical feasibility using physical or
sales force, sales agents, reseller/distributor staff existing simulation models. Produces estimates of cost and risk and initial
or prospective customers, either in support of customer project plans to inform sales proposals. Resolves technical problems.
development or sales activity or fulfillment of sales obligations.

(continued)

Business Technology
4.4.5 BTM Certified Professional (continued)
Demonstrate the ability to examine a new technology, SFIA-RSCH=4 (Research)

Contributes to research goals and builds on and refines appropriate
usefulness to solve business problems, and communicate the
results. outline ideas for the evaluation, development, demonstration and
implementation of research. Reports on work carried out and may
The advancement of knowledge by data gathering, contribute significant sections of material of publication quality.
innovation, experimentation, evaluation and dissemination, Contributes to research plans and identifies appropriate opportunities
carried out in pursuit of a predetermined set of research goals. for publication and dissemination of research findings.
Be able to explain the 5 key elements of the design-thinking

framework for future projects and initiatives.
Demonstrate understanding of how to effectively

concise and compelling way.

Demonstrate the ability to design business models (e.g.

networked, supply chains, open innovation, collaborative
ecosystems).
Demonstrate the ability to conduct financial, operational, and

reputational risk management including their implications for
business decisions of cyclical and event-driven external risks
(e.g. credit crunch, pandemics, global warming, peak oil).
Be able to explain the structure of various kinds of

organizations by industry sector, ownership, governance
and size - their business models, key performance factors,
dominant structures and processes.
Demonstrate the ability to develop the role, processes and

management, marketing, finance, R&D, IT, human resources).
Demonstrate the ability to develop the role, processes and

Demonstrate the ability to optimize the contributions of IT

to competitive strategy, innovation, decision-making and
(continued)

Business Technology
Demonstrate the ability to utilize IT to impact individuals,

families, organizations and communities, including
culture, social and environmental issues, considering both
collaboration and competitive analysis.
Demonstrate understanding of the innovation process, and

how to introduce, adopt, and practice innovation.
Describe the structure, business value, offerings, and dynamics

of the Canadian and international IT industries. This includes
the economics of ICTs and specific subsectors (e.g., ERP, open
source, outsourcing, web, mobility).

career paths.
Demonstrate understanding of and be able to evaluate the

purchased IT products and services.
Be able to explain the overall functioning of the Internet,

technologies, including those pertinent to Web applications,
Demonstrate understanding of Digital Commerce and

the application of IT, and especially digital technology, to
developing innovative business models within an existing or
new business strategy; understand the business opportunities
from innovative digital technology for both small and large
enterprises, including e-commerce development platforms in
the cloud, e-commerce hubs or marketplaces, e-commerce
process and payment automation, etc.
Demonstrate understanding of Digital Marketing concepts

and the tools which support them: Market research and
analysis; Search engine optimization (SEO); Social media
marketing (SMM - blogging, LinkedIn, Twitter, etc); Online
advertising tools (such as Google Adwords); The use of
analytics and scorecards; Digital marketing programs;
Marketing automation; Measurement and web performance
optimization.
(continued)

Business Technology
Demonstrate self-awareness and self-management, including MSC-A1=TL (Manage your own resources – Team Lead)
mastery of ethical reasoning, client relationship management,
business courtesies and self-presentation. (Link)
MSC-D2=TL (Develop productive working relationships with

colleagues and stakeholders - middle managers and senior managers)
(Link)

Be able to explain the strengths of a diverse workplace

(including ability, ethnicity, religion, gender, sexual orientation,
age/generation).
Demonstrate proficiency in working with individuals, including MSC-D1=TL (Develop productive relationships with colleagues – Team
giving and receiving feedback and resolving differences using Lead)
(Link)
Demonstrate proficiency in leading workplace teams (within or

between organizations), including the ability in the four following
areas:
Demonstrate the ability to persuade, influence, motivate and MSC-B6=TL (Providing direction; Provide leadership in your area of
provide guidance. responsibility - First line managers and middle managers)
(Link)
Demonstrate the ability to facilitate a range of group MSC-C2=TL (Encourage innovation in your area of responsibility –First
innovation, analysis and decision making techniques. line managers and middle managers)
(Link)
Demonstrate the ability to engender and sustain trust. MSC-D1=TL (Develop productive relationships with colleagues – Team
Lead)
(Link)
Demonstrate the ability to effectively use technologies to MSC-E14=TL (Support team and virtual working – Team Lead)
facilitate and support group activities and processes.
(Link)
(continued)

Business Technology
Demonstrate understanding of various approaches to effective

negotiation.
Demonstrate the ability to effectively coordinate

Demonstrate the ability to use various approaches to generate

new opportunities for projects, processes, and initiative.
Demonstrate the ability to use frameworks and tools to

establish the value and cost associated with an opportunity
(from the customer, market, and technology perspectives).
Be able to explain how to organize and manage resources

necessary to move forward with an initiative, including
considerations of people, finances, and intellectual property (IP).

career paths.
Demonstrate understanding of the risks and mitigation SFIA-CORE=4 (Compliance review)

strategies to business operations inherent in the
Conducts formal reviews of activities, processes, products or services.
implementation of information and communications
Collects, collates and examines records as part of specified testing
technologies (e.g. systems development, data security and
strategies for evidence of compliance with management directives,
privacy, business continuity, outsourcing, off-shoring and
or the identification of abnormal occurrences. Analyses evidence
infrastructure).
collated and drafts part or all of formal reports commenting on the
The independent assessment of the conformity of any conformance found to exist in the reviewed part of an information
activity, process, deliverable, product or service to the criteria systems environment.
requirements. May relate to, for example, asset management,
Be able to explain IT Security and Compliance in the following

areas:
(continued)

Business Technology
Demonstrate understanding of management of, and provision SFIA REQM=3 (Requirements definition and management)
of expert advice on, the selection, design, justification,
implementation and operation of information security controls Defines scope and business priorities for small-scale changes and
and management strategies to maintain the confidentiality, may assist in larger scale scoping exercises. Elicits and discovers
integrity, availability, accountability and relevant compliance of requirements from operational management and other stakeholders.
information systems with legislation, regulation and relevant Selects appropriate techniques for the elicitation of detailed
standards. requirements taking into account the nature of the required
changes, established practice and the characteristics and culture
The definition and management of the business goals and
scope of change initiatives. The specification of business
business requirements as directed, ensuring traceability back to
requirements to a level that enables effective delivery of
source. Analyses them for adherence to business objectives and
agreed changes.
for consistency, challenging positively as appropriate. Works with
The independent, risk-based assessment of the adequacy SFIA DGFS=4 (Digital Forensics)
and integrity of controls in information processing systems,
including hardware, software solutions, information Contributes to digital forensic investigations. Processes and analyses
management systems, security systems and tools, and computer evidence in line with policy, standards and guideline and
communications technologies - both web-based and physical. supports production of forensics findings and reports.
The structured analysis of the risks to achievement of business
objectives, including the risk that the organisation fails to
make effective use of new technology to improve delivery
and internal effectiveness. Assessment of the extent to which
effective use has been made of techniques and tools to
achieve sustainability and business continuity.
The collection, processing, preserving, analyzing, and
presenting of computer-related evidence in support of
security vulnerability mitigation and/or criminal, fraud,
counterintelligence, or law enforcement investigations.
Be able to explain federal and provincial privacy laws such as

HIPPA and PIPEDA and their impact on IT operations within an
enterprise.
Be able to explain external Canadian and international

IT governance and standards organizations such as ITIL,
ISO,COBIT, and their impact on IT operations within an
enterprise.

following topics:

green IT).
(continued)

Business Technology
Software development (e.g. methodologies, lifecycle,

emerging techniques, usability, in-house vs. off the shelf / total
cost of ownership).


Current and emerging technologies, their business impacts SFIA-EMRG=5 (Emerging Technology Monitoring)
and methods (e.g. big data, machine learning, cloud
computing, mobile, social media, robotics, Internet of Things). Monitors the market to gain knowledge and understanding of
currently emerging technologies. Identifies new and emerging
The identification of new and emerging hardware,
hardware and software technologies and products based on own
software and communication technologies and products,
area of expertise, assesses their relevance and potential value to the
services, methods and techniques and the assessment of
organisation, contributes to briefings of staff and management.
their relevance and potential value as business enablers,
improvements in cost/performance or sustainability. The
Be able to meet business requirements by planning, designing, The following seven (7) skill requirements apply to all parts of F3-2
integrating into an existing landscape, implementing,
configuring and operating contemporary technologies in each SFIA-REQM=3 (Requirements definition and management)
of the following: SFIA-UNAN=4 (User Experience Analysis)
SFIA-DESN=4 (Systems design)
The following seven (7) skill requirements apply to all parts of SFIA-QUST=4 (Quality standards)
F3-2 SFIA-QUAS=4 (Quality Assurance)
SFIA-TEST=4 (Testing)
The definition and management of the business goals and SFIA-SLMO=3 (Service Level Management)
scope of change initiatives. The specification of business
requirements to a level that enables effective delivery of Defines scope and business priorities for small-scale changes and
agreed changes. may assist in larger scale scoping exercises. Elicits and discovers
requirements from operational management and other stakeholders.
The identification, analysis, clarification and communication Selects appropriate techniques for the elicitation of detailed
of the context of use in which applications will operate, and requirements taking into account the nature of the required
of the goals of products, systems or services. Analysis and changes, established practice and the characteristics and culture
prioritization of stakeholders’ “user experience” needs and of those providing the requirements. Specifies and documents
definition of required system behaviour and performance. business requirements as directed, ensuring traceability back to
Resolution of potential conflicts between user requirements source. Analyses them for adherence to business objectives and
and determination of usability objectives. for consistency, challenging positively as appropriate. Works with
(continued)

Business Technology
The specification and design of information systems to meet Analyses qualitative data (e.g. from site visits) and presents the data
defined business needs in any public or private context, in ways that can be used to drive design (e.g. personas, red routes,
including commercial, industrial, scientific, gaming and user journey maps). Describes the user/ stakeholder objectives for
entertainment. The identification of concepts and their the system, and identifies the roles of affected stakeholder groups.
translation into implementable design. The design or selection Defines the required behaviour and performance of the system in
of components. The retention of compatibility with enterprise terms of the total use experience (e.g. in the form of scenarios of
and solution architectures, and the adherence to corporate use), resolving potential conflicts between user requirements, (e.g.
standards within constraints of cost, security and sustainability. between accuracy and speed). Specifies measurable criteria the
required usability of the system.
The development, maintenance, control and distribution of
quality standards. Recommends/designs structures and tools for systems which
meet business needs and takes into account target environment,
The process of ensuring that the agreed quality standards
performance & security requirements and existing systems. Delivers
within an organization are adhered to and that best practice is
technical visualization of proposed applications for approval by
promulgated throughout the organization.
customer and execution by system developers. Translates logical
The planning, design, management, execution and reporting designs into physical designs, and produces detailed design
of tests, using appropriate testing tools and techniques and documentation. Maps work to user specification and removes errors
conforming to agreed process standards and industry specific and deviations from specification to achieve user-friendly processes.
regulations. The purpose of testing is to ensure that new Controls, updates and distributes new and revised quality standards,
and amended systems, configurations, packages, or services, including technical changes.
together with any interfaces, perform as specified (including
Investigates and documents the internal control of specified
security requirements) , and that the risks associated with
aspects of automated or partly automated processes, and assesses
deployment are adequately understood and documented.
compliance with the relevant standard.
Testing includes the process of engineering, using and
maintaining testware (test cases, test scripts, test reports, test Accepts responsibility for creation of test cases using own in-
plans, etc) to measure and improve the quality of the software depth technical analysis of both functional and non-functional
being tested. specifications (such as reliability, efficiency, usability, maintainability
and portability). Creates traceability records, from test cases back
The planning, implementation, control, review and audit of
to requirements. Produces test scripts, materials and regression
service provision, to meet customer business requirements.
test packs to test new and amended software or services. Specifies
This includes negotiation, implementation and monitoring of
requirements for environment, data, resources and tools. Interprets,
service level agreements, and the ongoing management of
executes and documents complex test scripts using agreed methods
operational facilities to provide the agreed levels of service,
and standards. Records and analyses actions and results, and
seeking continually and proactively to improve service delivery
maintains a defect register.
and sustainability targets.
Reviews test results and modifies tests if necessary. Provides reports
on progress, anomalies, risks and issues associated with the overall
project. Reports on system quality and collects metrics on test cases.
Provides specialist advice to support others.
Monitors service delivery performance metrics and liaises with
managers and customers to ensure that service level agreements are
not breached without the stakeholders being given the opportunity
of planning for a deterioration in service.
(continued)

Business Technology
The design, creation, testing and documenting of new and SFIA-PROG=3 (Programming/software development)
amended software components from supplied specifications in
accordance with agreed development and security standards Designs, codes, tests, corrects, and documents moderately complex
and processes. programs and scripts from agreed specifications and subsequent
iterations, using agreed standards and tools. Collaborates in reviews
of specifications, with others as appropriate.
Requirements Analysis Same as above
A network and computing platform Same as above
A custom software solution (implemented locally or in the Same as above plus:

cloud)
SFIA-PROG=3 (Programming/software development)
The design, creation, testing and documenting of new and
amended software components from supplied specifications in Designs, codes, tests, corrects, and documents moderately complex
accordance with agreed development and security standards programs and scripts from agreed specifications and subsequent
and processes. iterations, using agreed standards and tools. Collaborates in reviews
of specifications, with others as appropriate.
A packaged software solution (implemented locally or in the Same as above

cloud)
Be able to explain technology architecture, and the various IT

runtime infrastructures available to organizations of varying
sizes to implement IT solutions.
Demonstrate the ability to develop the role, management and

uses of information, including:
The role of information and data to support operations, SFIA-DTAN=4 (Data analysis)
decision making, planning and risk management
Investigates corporate data requirements, and applies data analysis,
The investigation, evaluation, interpretation and classification data modelling and quality assurance techniques, to establish,
of data, in order to define and clarify information structures modify or maintain data structures and their associated components
which describe the relationships between real world entities. (entity descriptions, relationship descriptions, attribute definitions).
Such structures facilitate the development of software Provides advice and guidance to database designers and others using
systems, links between systems or retrieval activities. the data structures and associated components.
(continued)

Business Technology
How to model, prepare, and structure data to support the SFIA-DBDS=3 (Database design)
creation and use of information and knowledge
Develops specialist knowledge of database concepts, object and
The specification, design and maintenance of mechanisms data modelling techniques and design principles. Translates object
for storage and access to both structured and unstructured and data models into appropriate database schemas within design
information, in support of business information needs. constraints. Interprets installation standards to meet project needs
and produces database components as required. Evaluates potential
solutions, demonstrating, installing and commissioning selected
products.
Demonstrate the ability to utilize technologies for information

management (e.g. reporting, analysis), knowledge
management, collaboration management and content
management.
purchased IT products and services. Monitors customer service or service desk functions, and collects
performance data. Assists with the specification, development,
The management and operation of one or more customer research and evaluation of services standards. Applies these
service or service desk functions. Acting as a point of contact standards to resolve or escalate issues and gives technical briefings to
to support service users and customers reporting issues, staff members.
requesting information, access, or other services.
Demonstrate understanding in Enterprise Architecture in the

three components listed below:
Demonstrate understanding of enterprise architecture as the
application of architecture principles and practices to guide
organizations through the business, information, process, and
technology changes necessary to execute their strategies.
Demonstrate understanding of enterprise analysis, design,
strategy.
Demonstrate the ability to utilize the various aspects of an
enterprise to identify, motivate, and achieve these changes.

success.
(continued)

Business Technology
Demonstrate understanding and application of best practices SFIA-CHMG=3 (Change Management)

in organizational IT change management.
Develops, documents and implements changes based on requests
The management of change to the service infrastructure for change. Applies change control procedures.
including service assets, configuration items and associated
documentation. Change management uses requests for
change (RFC) for standard or emergency changes, and
changes due to incidents or problems to provide effective
control and reduction of risk to the availability, performance,
security and compliance of the business services impacted by
the change.
Be able to explain Demonstrate understanding of

knowledge.
Project Management - demonstrate appropriate (Two skills required)

understanding of the Project Management Institute’s
Project Management Body of Knowledge (PMBOK) SFIA-PRMG=5 (Project management)
SFIA-PROF=5 (Portfolio, Programme and Project Support)
involving the development and implementation of business
Takes full responsibility for the definition, approach, facilitation and
processes to meet identified business needs, acquiring and
satisfactory completion of medium scale projects (typically with
utilizing the necessary resources and skills, within agreed
direct business impact and firm deadlines). Identifies, assesses and
parameters of cost, timescales, and quality.
manages risks to the success of the project. Ensures that realistic
The provision of support and guidance on portfolio, project plans are maintained and ensures regular and accurate
programme and project management processes, procedures, communication to stakeholders, consistent with the methods in use
tools and techniques. Support includes definition of portfolios, (agile, waterfall, etc). Ensures Quality reviews occur on schedule and
programmes, and projects; advice on the development, according to procedure. Manages the change control procedure,
production and maintenance of business cases; time, resource, and ensures that project deliverables are completed within agreed
cost and exception plans, and the use of related software cost, timescale and resource budgets, and are signed off. Provides
tools. Tracking and reporting of programme/project progress effective leadership to the project team, and takes appropriate action
and performance are also covered, as is the capability to where team performance deviates from agreed tolerances.
facilitate all aspects of portfolio/programme/ project meetings,
workshops and documentation. Takes responsibility for the provision of portfolio, programme and
project support. Advises on the available standards, procedures,
methods, tools and techniques. Evaluates project and/or programme
performance and recommends changes where necessary.
Contributes to reviews and audits of project and programme
management to ensure conformance to standards.

(continued)

Business Technology
Demonstrate competence in process analysis and design using (Two skills required)
applicable knowledge areas from the International Institute
of Business Analysis (IIBA) Business Analysis Body of SFIA-BUAN=4 (Business analysis)
Knowledge (BABOK). SFIA-BSMO=2 (Business modelling)
The methodical investigation, analysis, review and Investigates operational requirements, problems, and opportunities,
documentation of all or part of a business in terms of seeking effective business solutions through improvements in
business functions and processes, the information used and automated and non-automated components of new or changed
the data on which the information is based. The definition processes. Assists in the analysis of stakeholder objectives, and
of requirements for improving processes and systems, the underlying issues arising from investigations into business
reducing their costs, enhancing their sustainability, and the requirements and problems, and identifies options for consideration.
quantification of potential business benefits. The collaborative Works iteratively with stakeholders, to identify potential benefits and
creation and iteration of viable specifications and acceptance available options for consideration, and in defining acceptance tests.
criteria in preparation for the deployment of information and
communication systems. Understands the purpose and benefits of modelling. Uses established
techniques as directed to model simple subject areas with clearly
The production of abstract or distilled representations of
defined boundaries. May assist in more complex modelling activities.
real world, business or gaming situations in traditional or
Develops models with input from subject matter experts and
trans-media applications, to aid the communication and
communicates the results back to them for review and confirmation.
understanding of existing, conceptual or proposed scenarios.
Predominantly focused around the representation of
processes, roles, data, organization and time. Models may
be used to represent a subject at varying levels of detail and
decomposition.
Demonstrate the ability to conduct a stakeholder requirements

analysis.
Demonstrate the ability to improve business process through

process re-engineering.
Demonstrate the ability to utilize business process notations/

symbology, i.e. BPMN, UM for process design.
Quality assurance and testing, go-live, end of life, life cycle SFIA-QUAS=3 (Quality Assurance)
management, ticket management (help desk).
Uses appropriate methods and tools in the development,
The process of ensuring that the agreed quality standards
maintenance, control and distribution of quality and environmental
within an organization are adhered to and that best practice is
standards. Makes technical changes to quality and environmental
promulgated throughout the organization.
standards according to documented procedures. Distributes new and
revised standards.
(continued)

Business Technology
Implementation and Maintenance SFIA-ORDI=6 (Organization Design and Implementation)
The design and implementation of an integrated organization Anticipates major changes affecting the organization, and mobilizes
structure, role profiles, culture, performance measurements, resources to implement changes. Advises business managers about
competencies and skills, to facilitate strategies for change and the implications of planned IT-enabled change on the business, on
for training to enable the change. The identification of key processes, on staff and on customers. Initiates the definition of new
attributes of the culture and the key principles and factors for organization boundaries, and creates future organization design,
addressing location strategy. including location strategy and the number of locations required.
Outlines performance measurement objectives and the high level
implementation approach.

Business Technology
4.4.6 BTM Certified Executive
business technology project.
Takes full responsibility for the definition, approach, facilitation and
The management of projects, typically (but not exclusively) satisfactory completion of medium scale projects (typically with direct
involving the development and implementation of business business impact and firm deadlines). Identifies, assesses and manages
processes to meet identified business needs, acquiring and risks to the success of the project. Ensures that realistic project plans
utilizing the necessary resources and skills, within agreed are maintained and ensures regular and accurate communication to
parameters of cost, timescales, and quality. stakeholders, consistent with the methods in use (agile, waterfall,
etc). Ensures Quality reviews occur on schedule and according to
procedure. Manages the change control procedure, and ensures that
project deliverables are completed within agreed cost, timescale and
resource budgets, and are signed off. Provides effective leadership
to the project team, and takes appropriate action where team
performance deviates from agreed tolerances.
Demonstrate the ability to understand and analyze a business SFIA-BUAN=4 (Business Analysis)
problem or opportunity: collect relevant information, describe
and compare options and risks, and make recommendations. Investigates operational requirements, problems, and opportunities,
Demonstrate appropriate use of relevant techniques such as seeking effective business solutions through improvements in
systems thinking and quantitative analysis. automated and non-automated components of new or changed
processes.
The methodical investigation, analysis, review and
documentation of all or part of a business in terms of business Assists in the analysis of stakeholder objectives, and the underlying
functions and processes, the information used and the data issues arising from investigations into business requirements and
on which the information is based. problems, and identifies options for consideration. Works iteratively
The definition of requirements for improving processes and with stakeholders, to identify potential benefits and available options
systems, reducing their costs, enhancing their sustainability, for consideration, and in defining acceptance tests.
and the quantification of potential business benefits. The
collaborative creation and iteration of viable specifications
and acceptance criteria in preparation for the deployment of
information and communication systems.
Demonstrate the ability to analyze a business process, develop BPRE=5/7 (Business Process Improvement)
plan and the business change management plan to implement Level 5
this design. Analyses business processes; identifies alternative solutions,
assesses feasibility, and recommends new approaches. Contributes
The identification of new and alternative approaches to to evaluating the factors which must be addressed in the change
performing business activities. The analysis of business programme. Helps establish requirements for the implementation of
processes, including recognition of the potential for automation changes in the business process.
of the processes, assessment of the costs and potential benefits
of the new approaches considered and, where appropriate, Level 7
management of change, and assistance with implementation. Brings about significant improvements and measurable business
May include the implementation of a process management benefits by identifying, proposing, initiating and leading significant
capability/discipline at the enterprise level. programmes of improvement. Enhances existing approaches to
process improvement and/or develops new approaches.
(continued)

Business Technology
4.4.6 BTM Certified Executive (continued)
Demonstrate the ability to design and communicate a SFIA-STPL=5 (Enterprise and Business Architecture)
Contributes to the creation and review of a systems capability strategy
business problem.
which meets the strategic requirements of the business. Develops
The creation, iteration, and maintenance of structures models and plans to drive forward the strategy, taking advantage of
such as enterprise and business architectures embodying opportunities to improve business performance. Takes responsibility
the key principles, methods and models that describe the for investigative work to determine requirements and specify
organisation’s future state, and that enable its evolution. This effective business processes, through improvements in information
typically involves the interpretation of business goals and systems, data management, practices, procedures, organisation and
drivers; the translation of business strategy and objectives equipment.
into an “operating model”; the strategic assessment of
current capabilities; the identification of required changes
in capabilities; and the description of inter-relationships
between people, organisation, service, process, data,
information, technology and the external environment. The
architecture development process supports the formation of
the constraints, standards and guiding principles necessary
to define, assure and govern the required evolution; this
facilitates change in the organisation’s structure, business
processes, systems and infrastructure in order to achieve
predictable transition to the intended state.
Demonstrate understanding of how to analyze a business SFIA-GOVN=5 (IT Governance)

a contract with the successful vendor. Ability to evaluate Reviews information systems for compliance with legislation and
the effectiveness, appropriateness and usability of an specifies any required changes. Responsible for ensuring compliance
implemented information system. with organisational policies and procedures and overall information
management strategy.
The establishment and oversight of an organisation’s
approach to the use of information, digital services and
associated technology. Includes responsibility for provision
of digital services; levels of service and service quality which
meet current and future business requirements; policies and
practices for conformance with mandatory legislation and
regulations; strategic plans for technology to enable the
organisation’s business strategy; transparent decision making,
leading to justification for investment, with appropriate
balance between stakeholder benefits, opportunities, costs,
and risks.
Demonstrate the ability to examine a new technology, SFIA-EMRG=5 (Emerging Technology Monitoring)
usefulness to solve business problems, and communicate the Monitors the market to gain knowledge and understanding of
results. currently emerging technologies. Identifies new and emerging
The identification of new and emerging hardware,
area of expertise, assesses their relevance and potential value to the
software and communication technologies and products,
organisation, contributes to briefings of staff and management.
(continued)

Business Technology
Exhibit an understanding of how to use the 5 key elements

of the design thinking framework for future projects and
initiatives.
Demonstrate understanding of how to effectively MSC=E4 (Promote the use of technology within your organization)
concise and compelling way. (Link)
Describe the structure, business value, offerings, and dynamics MSC-A2=TL (Manage your own resources and professional
of the Canadian and international IT industries. This includes development)
the economics of ICTs and specific subsectors (e.g., ERP, open
source, outsourcing, web, mobility). (Link)

Exhibit an understanding of the strengths of a diverse

workplace (including ability, ethnicity, religion, gender, sexual
orientation, age/generation).
Demonstrate proficiency in working with individuals, including MSC-D2=TL (Develop productive working relationships with
giving and receiving feedback and resolving differences using colleagues and stakeholders - middle managers and senior managers)
(Link)
Demonstrate proficiency in leading work-based teams (within

or between organizations), including the ability to:
Persuade, influence, motivate and provide guidance. MSC-B7=TL (Provide leadership for your organization)
(Link)
Facilitate a range of group innovation, analysis and decision MSC-E10=TL (Take effective decisions)
making techniques.
(Link)
Engender and sustain trust. MSC-D2=TL (Develop productive working relationships with
colleagues and stakeholders)
(Link)
Effectively use technologies to facilitate and support group MSC-E14=TL (Support team and virtual working)
activities and processes.
(Link)
(continued)

Business Technology
Be able to explain the various approaches to effective

negotiation.
Demonstrate the ability to effectively coordinate



Be able to explain financial, operational, and reputational risk

management. Articulate the implications for business decisions of
cyclical and event-driven external risks (e.g. credit crunch, global
warming, disruptive market entrants, cyberthreats).
Exhibit an understanding of various kinds of organizations

by industry sector, ownership, governance and size - their
business models, key performance factors, dominant
structures and processes.

management, marketing, finance and accounting, R&D,
IT, human resources), and the role of ICTs in improving the
productivity and performance of these functions.

production, distribution, procurement, customer support), and
the role of ICTs in improving the productivity and performance
of these functions.

following topics:

green IT).
Software development (e.g. methodologies, lifecycle, state

of the art and emerging techniques [e.g., machine learning],
usability, in-house vs. off the shelf / total cost of ownership).
(continued)

Business Technology
4.4.6 BTM Certified Advanced Professional (continued)


Current and emerging technologies, their business impacts SFIA-EMRG=5 (Emerging Technology Monitoring)
and methods (e.g. big data, machine learning, cloud
computing, mobile, social media, robotics, Internet of Things). Monitors the market to gain knowledge and understanding of
currently emerging technologies. Identifies new and emerging
The identification of new and emerging hardware, hardware and software technologies and products based on own
software and communication technologies and products, area of expertise, assesses their relevance and potential value to the
services, methods and techniques and the assessment of organisation, contributes to briefings of staff and management.
Be able to explain the overall functioning of the Internet, SFIA-EMRG=5 (Emerging Technology Monitoring)
technologies, including those pertinent to Web applications, Monitors the market to gain knowledge and understanding of
mobile apps, IoT etc. currently emerging technologies. Identifies new and emerging
The identification of new and emerging hardware, area of expertise, assesses their relevance and potential value to the
software and communication technologies and products, organisation, contributes to briefings of staff and management.
Exhibit an understanding of the application of digital technologies

and especially Internet technologies, to developing innovative
business models and processes within an existing or new business
strategy; understand the business opportunities from innovative
digital technologies for small, medium and large enterprises,
including e-commerce development platforms in the cloud,
e-commerce hubs or marketplaces, e-commerce process and
payment automation, etc.
(continued)

Business Technology
Exhibits an understanding of digital business concepts and SFIA-MKTG=4 (Digital Marketing)

the tools which support them, including computer and mobile
solutions for: market research and analysis; search engine Appraises factors that influence online marketing activity, carries
optimization (SEO); social media tools and applications in out market research, and identifies unique selling points and key
various functional areas (e.g., marketing, sales, collaborative messages. Investigates and analyses customer and competitor
business processes, operational information management); dynamics and uses appropriate channels and technologies for target
analytics and scorecards. marketing and engagement. Recognises and uses the similarities and
differences between online and traditional marketing concepts and
Integration of digital marketing with traditional print/ applications, providing advice on channel methodology, effectiveness
broadcast methods, to support the research, analysis and and implementation. Makes creative use of elements relevant to
stimulation of potential or existing markets for products both digital and traditional environments, and drafts appropriate
and services, both to provide a sound basis for business support materials. Analyses the effectiveness of campaigns and
development and to generate a satisfactory flow of sales services and their impact on audience behaviour and business
enquiries. The management and development of strategies, outcomes. Organises and participates actively in marketing events.
campaigns and day-to-day marketing activity delivered
through web and other appropriate digital channels and
technologies.
Able to meet business requirements by planning, designing, SFIA-REQM=4 (Requirements Definition and Management)
integrating into an existing landscape, implementing,
configuring and operating contemporary technologies in each Facilitates scoping and business priority-setting for change initiatives
of the following: of medium size and complexity. Contributes to selection of the
most appropriate means of representing business requirements
The definition and management of the business goals and in the context of a specific change initiative, ensuring traceability
scope of change initiatives. The specification of business back to source. Discovers and analyses requirements for fitness
requirements to a level that enables effective delivery of for purpose as well as adherence to business objectives and
agreed changes. consistency, challenging positively as appropriate. Obtains formal
agreement by stakeholders and recipients to scope and requirements
and establishes a base-line on which delivery of a solution can
commence. Manages requests for and the application of changes
to base-lined requirements. Identifies the impact on business
requirements of interim (e.g. migration) scenarios as well as the
required end position.
Requirements analysis SFIA-REQM=4 (Requirements Definition and Management)
The definition and management of the business goals and Facilitates scoping and business priority-setting for change initiatives
scope of change initiatives. The specification of business of medium size and complexity. Contributes to selection of the most
requirements to a level that enables effective delivery of appropriate means of representing business requirements in the
agreed changes. context of a specific change initiative, ensuring traceability back to
source. Discovers and analyses requirements for fitness for purpose as
well as adherence to business objectives and consistency, challenging
positively as appropriate. Obtains formal agreement by stakeholders
and recipients to scope and requirements and establishes a base-line
on which delivery of a solution can commence. Manages requests for
and the application of changes to base-lined requirements. Identifies
the impact on business requirements of interim (e.g. migration)
scenarios as well as the required end position.
(continued)

Business Technology
A network and computing platform.
A custom software solution (implemented locally or in the

cloud).
A packaged software solution (implemented locally or in the

cloud).
Demonstrate understanding of technology architecture, and

the various IT runtime infrastructure available to organizations
of varying sizes to implement IT solutions.
Demonstrate an understanding of IT security and compliance

in the following areas:
Demonstrate an understanding of management of,

and provision of expert advice on, the selection, design,
justification, implementation and operation of information
security controls and management strategies to maintain
the confidentiality, integrity, availability, accountability and
relevant compliance of information systems with legislation,
regulation and relevant standards.
The independent, risk-based assessment of the adequacy

and integrity of controls in information processing systems,
including hardware, software solutions, information
management systems, security systems and tools, and
communications technologies - both web-based and physical.
The structured analysis of the risks to achievement of business
objectives, including the risk that the organisation fails to
make effective use of new technology to improve delivery
and internal effectiveness. Assessment of the extent to which
effective use has been made of techniques and tools to
achieve sustainability and business continuity.
Exhibit an understanding of federal and provincial privacy laws

such as HIPPA and PIPEDA and their impact on IT operations
within an enterprise.
Exhibit an understanding of external Canadian and

international IT governance and standards organizations such
as ITIL, ISO,COBIT, and their impact on IT operations within
an enterprise.
(continued)

Business Technology
Demonstrate understanding of the role, management and SFIA-IRMG=4 (Information Management)

uses of information, i
Maintains and communicates the organisation’s strategy for
The overall governance of how all types of information, managing information, ensuring that uniformly recognised and
structured and unstructured, whether produced internally accepted data definitions are developed and applied throughout the
or externally, are used to support decision-making, business organisation. Ensures that the business processes and information
processes and digital services. required to support the organisation are defined and devises
appropriate standards, processes and data architectures. Identifies
Encompasses development and promotion of the strategy the impact of any relevant statutory, internal or external regulations
and policies covering the design of information structures on the organisation’s use of information and develops strategies
and taxonomies, the setting of policies for the sourcing and for compliance. Coordinates information resources to support
maintenance of the data content, and the development digital services and analytics, whilst maintaining the principles
of policies, procedures, working practices and training to of professional standards, accountability, openness, equality and
promote compliance with legislation regulating all aspects of diversity and clarity of purpose. Implements systems and controls to
holding, use and disclosure of data. measure performance, and manage risk.
Including:
Apply techniques to derive information from data. SFIA-BUAN=5 (Business Analysis)
The methodical investigation, analysis, review and Takes responsibility for investigative work to determine business
documentation of all or part of a business in terms of business requirements and specify effective business processes, through
functions and processes, the information used and the data improvements in information systems, information management,
on which the information is based. practices, procedures, and organisation change. Applies and
monitors the use of modelling and analysis tools, methods and
The definition of requirements for improving processes and standards, giving special consideration to business perspectives.
systems, reducing their costs, enhancing their sustainability, Collaborates with stakeholders at all levels, in the conduct
and the quantification of potential business benefits. The of investigations for strategy studies, business requirements
collaborative creation and iteration of viable specifications specifications and feasibility studies. Prepares business cases which
and acceptance criteria in preparation for the deployment of define potential benefits, options for achieving these benefits
information and communication systems. through development of new or changed processes, and associated
business risks.
How to model, prepare, and structure data to support the

creation and use of information and knowledge.
Technologies for information management (e.g. reporting,

analysis), knowledge management, collaboration
management and content management.
Demostrate understanding of how to use various approaches SFIA-INOV=5 (Innovation)

to generate new opportunities for projects, processes, and
initiatives. Actively monitors for, and seeks, opportunities, new methods,
trends, capabilities and products to the advancement of the
The capability to recognise and exploit business opportunities
organisation. Clearly articulates, and formally reports potential
provided by information and communication technology,
benefits from both structural and incremental change. Encourages
best practices, methods and standards, to ensure more
and motivates colleagues to share creative ideas and learn from
efficient and effective performance of organisations, to
failures.
explore possibilities for new ways of conducting business and
organisational processes, and to establish new services or
businesses.
(continued)

Business Technology
Demonstrate understanding of how to use frameworks

and tools to establish the value and cost associated with an
opportunity (from the customer, market, and technology
perspectives).
Exhibit an understanding of how to organize and manage

resources necessary to move forward with an initiative,
including considerations of people, finances, and intellectual
property (IP).
Describe how to optimize the contributions of IT to SFIA=BENM=5 (Benefits Management)

competitive strategy, innovation, decision-making and
operations in various sizes and types of organizations, industry Identifies specific measures and mechanisms by which benefits
sectors, processes and functions. can be measured, and plans to activate these mechanisms at the
required time. Monitors benefits against what was predicted in the
Monitoring for the emergence and effective realisation of business case and ensures that all participants are informed and
anticipated benefits (typically specified as part of the business involved throughout the change programme and fully prepared
case for a change programme or project). Action (typically by to exploit the new operational business environment once it is in
the programme management team) to optimise the business place. Supports senior management to ensure that all plans, work
impact of individual and combined benefits. packages and deliverables are aligned to the expected benefits and
leads activities required in the realisation of the benefits of each part
of the change programme.
Describe the impact of IT on individuals, families,

organizations and communities, including culture, social and
environmental issues, considering both collaboration and
competitive analysis.
Demonstrate understanding of the innovation process, and

how to introduce, adopt, and practice innovation.
Describe the structure, business value, offerings, and dynamics

of the Canadian and international IT industries. This includes
the economics of ICTs and specific subsectors (e.g., platform
firms, traditional players, professional services, outsourcing,
telecom).

career paths.
(continued)

Business Technology
Demonstrate understanding of the risks and mitigation SFIA-CORE=3 (Conformance Review)

strategies to business operations that can arise from the
implementation of information and communications Collects and collates evidence as part of a formally conducted
technologies (e.g. systems development, data security and and planned review of activities, processes, products or services.
privacy, business continuity, outsourcing, off-shoring and Examines records as part of specified testing strategies for evidence
infrastructure). of compliance with management directives, or the identification of
abnormal occurrences.
The independent assessment of the conformity of any
activity, process, deliverable, product or service to the criteria
requirements. May relate to, for example,asset management,
purchased IT products and services. Acts as the routine contact point, receiving and handling requests for
support. Responds to a broad range of service requests for support
The management and operation of one or more customer by providing information to fulfill requests or enable resolution.
service or service desk functions. Acting as a point of contact Provides first line investigation and diagnosis and promptly allocates
to support service users and customers reporting issues, unresolved issues as appropriate. Assists with the development
requesting information, access, or other services. standards, and applies these to track, monitor, report, resolve or
escalate issues. Contributes to creation of support documentation.
Demonstrate understanding of enterprise architecture as the

application of architecture principles and practices to guide
organizations through the business, information, process,
and technology changes necessary to execute their strategies.
Demonstrate understanding of enterprise analysis, design,
strategy. Demonstrate understanding of how these practices
utilize the various aspects of an enterprise to identify,
motivate, and achieve these changes.

success.
(continued)

Business Technology
Demonstrate understanding of agile project management SFIA-PRMG=4 (Project Management)

principles and methodologies, such as at the level of
Associate Project Manager (APM) certification of the Defines, documents and carries out small projects or sub-projects
Project Management Institute’s, referencing the Project (typically less than six months, with limited budget, limited
Management Institute’s Project Management Body of interdependency with other projects, and no significant strategic
Knowledge (PMBOK) impact), alone or with a small team, actively participating in all
phases. Identifies, assesses and manages risks to the success of the
The management of projects, typically (but not exclusively) project. Agrees project approach with stakeholders, and prepares
involving the development and implementation of business realistic plans (including quality, risk and communications plans) and
processes to meet identified business needs, acquiring and tracks activities against the project schedule, managing stakeholder
utilising the necessary resources and skills, within agreed involvement as appropriate. Monitors costs, timescales and
parameters of cost, timescales, and quality resources used, and takes action where these deviate from agreed
tolerances. Ensures that own projects are formally closed and, where
appropriate, subsequently reviewed, and that lessons learned are
recorded.
Demonstrate understanding and application of best SFIA-CSMG=3 (Customer Service Support)

practices in organizational change management. Exhibits an
understanding of the following concepts and the tools which Acts as the routine contact point, receiving and handling requests for
support them: support. Responds to a broad range of service requests for support
by providing information to fulfill requests or enable resolution.
The management and operation of one or more customer
Provides first line investigation and diagnosis and promptly allocates
service or service desk functions. Acting as a point of contact
unresolved issues as appropriate. Assists with the development
to support service users and customers reporting issues,
standards, and applies these to track, monitor, report, resolve or
requesting information, access, or other services.
escalate issues. Contributes to creation of support documentation.
Business Process Analysis - demonstrate competence in

process analysis and design using applicable knowledge areas
from the International Institute of Business Analysis
(IIBA) Business Analysis Body of Knowledge (BABOK).
Stakeholder requirements analysis.
Re-engineering (process improvement).
Quality assurance and testing, go-live, end of life, life cycle

management, ticket management (help desk).
Implementation and Maintenance
Be able to explain the importance of knowledge transfer,

knowledge.

Appendices
Appendix 1: Competency Descriptions – BTM Specializations
This section describes 27 occupations in 5 specialized areas as defined for the BTM certification specializations, the tables
captured below represent the skills and the competencies that should be met by BTM Certified and Advanced Certified
professionals in the various specializations.
Each table provides a description of the position, required academic qualifications, duties and tasks, tools and technology
needed to succeed in the position, personal attributes, and the competencies required to adequately succeed in the position.
The competencies outline the working level expectations when assessing a candidate for certification.
Competencies are defined in terms of knowledge and skills; and attributes are defined in relation to abilities, values and
styles. The standards also describe the essential literacy, reading, writing and numeracy skills, while also capturing the critical
reflective/thinking, problem solving and decision making skills needed for the occupation.
1.0 BTM Financial Services
1.1 Financial Services IT Governance, Risk, and Compliance Manager (GRCM)
Description of Position
Accountable for all processes related to IT strategic governance, risk management, and regulatory
compliance. Reports to the Chief Information Officer (CIO), acting as primary advisor in governance
mechanisms throughout the organization. Manages IT-related risk within the scope of the organization’s
Enterprise and Operational Risk policies. Primary liaison for all regulatory compliance matters involving
IT. Ensures conformity to IT-related policies, standards, regulations, and laws. Supports the IT strategic
planning cycle and ensures due diligence in strategy deployment.
Position Development Advancement to position typically follows at least 15 years of experience within a financial institution
Required Qualifications
Education Post-secondary education is preferred, usually a Bachelor degree with a major in Business Technology
Management (BTM), ideally combined with a graduate certificate in Project Management, as well as a
graduate certificate in Regulatory Compliance
Training Professional certifications provided by ISACA, such as CISA, CGEIT, CRISC, as well as by PMI, such as
PMP, RMP, and ACP
Related Work Experience Risk management or regulatory compliance, with later experience in support to IT governance
processes, as well as cybersecurity audit
(continued)

Appendices
1.1 Financial Services IT Governance, Risk, and Compliance Manager (GRCM)
Tasks
• Supports the IT strategic planning cycle and ensures due diligence in strategy deployment.
- Develops a set of decision rights and accountability framework for directing, controlling, and
executing IT endeavors in order to determine and achieve desired behaviors and results.
- Defines the management model and the governing or guiding principles, including: who makes
directing, controlling, and executing decisions, and defines the ultimate authority (final arbiter); how
the decisions will be made, and the procedures for escalation and arbitration; what information will
be required to make the decisions, etc.
• Manages IT-related risk within the scope of the organization’s Enterprise and Operational Risk
policies.
- Develops Enterprise and Operational Risk policies and criteria, to be used by various IT governance
mechanisms.
- Conceives a risk management model that allows identification, definition, and assessment of risks,
and the implementation and operation of risk mitigation and avoidance activities.
• Ensures conformity to IT-related policies, standards, regulations, and laws.
- Promotes compliance to standards and regulations for which there is a recognized business need.
- Analyzes gaps to determine the distance between the current situation and compliance.
- Measures the progress of an IT organization in complying with a standard or regulation, using a
maturity model.
Tools and Technology
• Thorough knowledge of IT management in financial services

• IT governance standards (COBIT, ValIT)
• IT strategic management processes
• IT service management and performance reporting systems
• Regulatory compliance management systems
• Project management systems and project portfolio monitoring
Required Competencies
Knowledge Governance
Governance Framework:
• Specifying:
- Management models
- Guiding principles
- Policies and standards
- Measurement and control approaches, such as CIO dashboard, balanced scorecard
- Quality management approaches
• Defining critical success factors
• Generating a list of decision areas and issues, and selecting decision options based on guiding
principles, values, and assumptions
• Responding to any identified gaps between the current baseline and the desired framework
• Communicating direction
(continued)

Appendices
1.1 Financial Services IT Governance, Risk, and Compliance Manager (GRCM) (continued)
(cont.)
Knowledge (cont.) Governance (cont.)

Governance Capabilities:
• Defining information technology management system requirements and key indicators
• Building capabilities to realize the specified management models
• Creating instruments that conform to policies and standards, such as:
- Methods
- Measurement and control capabilities
- Quality management system
- Continual improvement techniques
- Organization design in relation to IT, such as:
- Structure, behaviors, enablers
- Roles and responsibilities definitions
- Process structure
- Implementation or change transition plans, including schedule
Governance Operations:
• Measurement and control, such as:
- Issues management
- CIO dashboard
- Balanced scorecard
• Steering IT workings within the tolerances set by Governance
• Regulating the execution of IT processes
Risk
• Understanding the operational risk, especially related to financial asset implications from IT and
transaction processing, throughout the financial services industry, by product, geography/jurisdictions,
and segment (banking, insurance, investment).
• Risk management standards, e.g., ISACA’s CRISC, PMI’s PRM.
• Risk definition and identification methods
• Risk scoring and modeling, quantitative and qualitative
• Risk response planning harmonized with business continuity planning
• Risk monitoring and consensus building among many disciplines
Compliance
• Understanding the regulatory compliance challenges throughout the financial services industry, by
product, geography/jurisdictions, and segment (banking, insurance, investment).
• Consideration of internal and external regulations, standards and legal obligations impacting the
business where they could require IT support. For example:
• Privacy regulations
• Laws such as Sarbanes Oxley
• Industry standards and guidelines such as ISO/IEC 17799, COSO and COBIT®
• Specification of compliance controls needed within IT services and solutions and also within other IT
processes
• Internal and external audit readiness preparations
• Compliance audits
(continued)

Appendices
(cont.)
Skills A person performing this role needs the following skills:

Governance
• Leadership and team-building capabilities
• Thorough experience in the IT governance lifecycle to coach, guide, and support other team members
• P roficiency in conflict resolution and problem-solving techniques
•G ood skills in presentation, facilitation, communication, and negotiation
Risk
• Expertise in identifying and understanding problems and opportunities
•A bility to articulate the needs that are associated with the key problem to be solved or the opportunity to be
realized
•A bility to collaborate effectively with the extended team through collaborative working sessions, workshops,
and other techniques.
•G ood communication skills, verbally and in writing
•K nowledge of the business and technology domains or the ability to quickly absorb and understand such
information
Compliance
•G ood knowledge of the business and regulatory domains
•D emonstrate leadership and be respected by external stakeholders (regulatory agencies, auditors, industry
bodies)
•M ake decisions at the right time (not too soon, not too late)
•“ Open minded” to change, forward looking, strategic mindset
• E ffective communication skills with the team and outside
• E xcellent interpretation skills to understand/translate regulatory language into IT and project related goals
Personal Attributes
Abilities Position IT and financial professionals as equal partners, finding equilibrium even when a key profession
may be dominant within the organization, leveraging IT as enabler of innovative financial products and
services, and demonstrating leadership and initiative beyond traditional IT roles.
Work Values Develop common values with financial professionals from all around the globe, showing respect for the
diversity of the financial services industry in different countries, and cultural sensibility in multinational
organizations and/or involving international customers, where trust is a key element of service delivery.
Work Styles Perform tasks diligently under stress, responding positively to criticism from professions with a
quantitative approach, keeping focus throughout complex financial services processes, and sharing
responsibility for highly critical processes, such as handling financial transactions that may put the
organization at risk at any moment.
(continued)

Appendices
Essential Skills Profile
Numeracy Convince financial professionals by using and/or interpreting quantitative analysis astutely, leading
by example in accessing and relying on the best data and most intelligent solutions, with a keen
understanding of risk and performance, while creating trust by showing respect towards diverse
financial professions.
Oral Communication Speak the language of financial professionals, with current knowledge of the distinctive strategic and
operational challenges of the industry, including such complex issues as quantitative analysis, value-at-
risk, service and portfolio performance, regulatory compliance, and competitiveness.
Thinking Skills
Problem Solving Translate the multi-facetted benefits of IT in terms of business value, linking direct and indirect impacts
on process and enterprise performance in the context of a financial institution, and formulating IT value
propositions that fit the value-at-risk decision making framework of different industry segments.
Decision Making Contribute to IT-related decisions by linking technology, operational, management, and strategic facets,
focusing on value-at-risk and performance, while proposing solutions that fit the organization’s risk
culture, and a concern for the business value of IT from the viewpoint of financial services customers.
Job Task Planning and Integrate the best of generic, IT, and industry-specific project management practices and standards,
Organizing ensuring IT projects remain aligned with the evolving needs of the financial institution and its industry
segment, and developing a strong project learning culture for sustained performance improvement.
Finding Information
Significant Use of Memory Lead by example in teaching financial professionals how to leverage seamless IT-based communications,
especially in organizations with a conservative culture, primarily by demonstrating the value of new
technologies, while ensuring keeping organizations human-friendly and ensuring trust and reliability.
Working with Others Engage both IT and financial professionals to share common goals, exploiting hybrid interpretation
skills for addressing the complex interdependencies between technology and financial service,
and distinguishing oneself by conceiving innovative solutions that surpass results from traditional
approaches.
Continuous Learning Support learning and change in IT projects throughout the organization, responding diligently to
knowledge gaps in projects by staffing the best people and skills, learning how to integrate knowledge
from the relevant IT and financial professions, and developing the organizational memory through
successive projects.
(continued)

Appendices
Additional Information
Physical Aspects This position does not involve any exceptional physical aspects
Attitudes This position does not involve any exceptional attitudes or endurance
Future Trends Affecting

Essential Skills
Increased use of automated tools, aided by Artificial Intelligence, will require greater capabilities in
using and integrating diverse information sources, and focusing on greater presentation skills to
interpret complex intelligence

Appendices
1.2 F inancial Services Cloud Services Manager
Responsible for cloud services used in IT operations and projects. Depending on the style of organizational
structure, works under direction of the IT Operations Manager. Develops a coherent policy for introducing
Cloud Computing throughout the organization, and ensures a thorough implementation of any
application relying on cloud services. Acts as primary advisor to projects and programs introducing new
cloud solutions. Manages selection, procurement, and implementation processes for cloud services.
Monitors and benchmarks service performance.
Management (BTM), ideally combined with a graduate certificate in Project Management
Training Professional certifications provided by data service vendors, as well as by PMI, such as PMP, RMP,
and ACP
Related Work Experience Data service support specialist, vendor relationship specialist, and quality assurance specialist
Tasks
• Develops a coherent policy for introducing Cloud Computing throughout the organization, and
ensures a thorough implementation of any application relying on cloud services.
- Analyze the enterprise architecture to identify potential and inconsistencies with cloud computing.
- Specification of policies adapted to the financial services industry, in particular with service
availability, cybersecurity, data custody and stewardship, as well as legal issues crossing jurisdictions.
- Curation of a cloud vendor library, along with regular testing and benchmarking of cloud and data
services.
- Innovation program to stimulate the use of more efficient and effective cloud services, based on
active development of end-user awareness and application architect expertise.
• Acts as primary advisor to projects and programs introducing new cloud solutions.
- Responsible to IT operations managers for the successful deployment of integrated or stand-alone
cloud and data services into production.
- Ensure that all cloud and data services supplied by internal and external entities, necessary in
providing and supporting business and operational services, are available for use and actively
managed from creation and introduction until final disposal or destruction.
• Manages selection, procurement, and implementation processes for cloud services.
- Deliver operational data services to IT customers, by matching resources to commitments and
employing the IT infrastructure to conduct IT operations.
- Understanding, creation, and maintenance of operational schedules.
- Scheduling, operation and execution of the IT-based services which have been committed to
customers.
(continued)

Appendices
1.2 F inancial Services Cloud Services Manager (continued)
Tasks (cont.)
• Monitors and benchmarks service performance.

- Service Execution applies the resources made available to it through Deployment Management to
the dynamic mix of workload demands.
- Makes adjustments to resource allocations within the tolerances provided and specified in the
solution design.
- Managing production workloads from submission through delivery of results and from service start
to service close.
- Starting, stopping, and other operational resource management actions on system components,
applications and other services.
- Monitoring of system resources.
- Detecting events and sending significant events to Event Management.
- Understanding and maintenance of operational status.
• IT Information Library (ITIL) applied to data service management

• Vendor-related data service management systems and API
• IT budgeting and Service Level Agreement (SLA) systems
• Thorough knowledge of various IT runtime platforms
• Latest technologies (e.g., cloud, PaaS, mobile apps, etc.),
• Previous generation (e.g., BPM, BI, BRMS, etc.)
• Enterprise database management systems
• Legacy data integration and Service Oriented Architecture (SOA)
• Test and configuration management systems
• Bug reporting and ticketing systems
• Integrated analysis-design-build-test cycle systems
Knowledge Data Management

As a result of the successful implementation of this process:
• Data life cycle management policies and governance capabilities are effectively provided
• Data life cycle management services are sustained in order to meet or exceed service level
commitments
• Legal, regulatory, and business requirements are met for data privacy, quality, and retention
• The accessibility, performance, cost, and value characteristics of data are established, managed and
optimized throughout the full life cycle
• The integrity of data at all stages of its life cycle is ensured, including protection of business (and IT)
data from accidental loss and destruction
(continued)

Appendices
(cont.)
Knowledge (cont.) Data Management (cont.)

Key performance indicators include:
• Customer satisfaction with data lifecycle management
• Data SLA and OLA attainment
• Data control and compliance policy attainment
• Percent of data incidents discovered
• By Data Management and reported through Event Management
• By users using the Service Desk
• By other means
• Percent of incidents that do not result in a service fault
• Time to restore data
• Percent of data backup schedule activities
• Completed as planned and scheduled
• Rescheduled or delayed
• Needing revision
• The elapsed time and direct costs
• In this process domain
• In each process step and between steps
Service Management
As a result of the successful implementation of this process:
• Services are delivered in a reliable, robust, secure, and consistent manner
• Services are provided within service level targets
• Resources needed to operate IT services are managed effectively and efficiently
• Consumable resources used to deliver services are supplied in a timely manner
• Up-to-date service metric information is available
Key performance indicators include:

• Customer satisfaction with service levels delivered
• SLA and OLA attainment
• Accuracy of CI operational status (as represented in the CMDB)
• Percent of incidents discovered
• By service operations and reported through Event Management
• By users using the Service Desk
• By other means
• Percent of incidents that do not result in a service fault
• Percent of Operational Schedule activities
• Completed as planned and scheduled
• Rescheduled or delayed
• Needing revision
• Resource utilization
• The elapsed time and direct costs
• In this process domain
• In each process step and between steps
(continued)

Appendices
(cont.)
Skills A person filling the this role should have these skills:
• Cross-platform experience and the expertise to identify and resolve data and service integration issues
• Knowledge of system level and integration level testing
• Strong quality assurance background
• Excellent understanding of the continuous integration practice
• Proficiency in specifying and implementing testing and production environment infrastructure
• Expertise with automated testing products, including how to set up automated testing, how to
script automated tests, how to create automated regression test suites, and how to troubleshoot
automated testing issues
• Understanding of the Release and Deployment Management process specified by the Information
Technology Infrastructure Library (ITIL) process at the Foundation level
• Ability to work well with others on a team
Personal Attributes
operational challenges of the industry, including such complex issues as quantitative analysis,
value-at-risk, service and portfolio performance, regulatory compliance, and competitiveness.
(continued)

Appendices
Thinking Skills
Finding Information
approaches.

Essential Skills

Appendices
1.3 Financial Services Enterprise Architect
Applies architecture principles and practices to guide organizations by maintaining the architecture of
the overall IT assets and portfolio, covering business, information, process, and technology architecture
layers. Reports to the IT Business Manager as custodian of enterprise architecture assets and the
Project Management Office (PMO). Works closely with Systems Architects and IT Project/Program
Managers to ensure a coherent solution. Performs enterprise architecture analysis, design, planning, and
implementation, using a holistic approach of IT-enabled strategies. Integrates the various aspects of an
organization to identify, motivate, and achieve change. Responsible for performing complex analyses of
business structure and processes and to provide IT projects portfolio guidance based on the information
collected. Acts as curator of organization-wide IT solution models, and supports IT project teams to reuse
and contribute to modelling activities. Introduces evolved architecture standards allowing the organization
to become more agile in IT solution design and development.
Management (BTM), or in Computer Science with extensive experience across the financial services
industry, ideally combined with a graduate certificate in Project Management
Training Professional certifications provided by platform vendors, as well as continuing education on the latest
technologies (e.g., cloud, PaaS, mobile apps, etc.), and continuing update on the previous generation
(e.g., BPM, BI, BRMS, etc.)
Related Work Experience Systems analyst, systems architect, and IT project lead architect
Tasks
• Applies architecture principles and practices to guide organizations by maintaining the architecture
of the overall IT assets and portfolio, covering business, information, process, and technology
architecture layers.
- Leads or coordinates the technical design of systems and has overall responsibility for facilitating the
major technical decisions expressed as software architecture.
- Works closely with project managers in staffing and planning the project, because it is recommended
that the team be organized around the architecture.
• Performs enterprise architecture analysis, design, planning, and implementation, using a holistic
approach of IT-enabled strategies.
- Identifying and documenting the architecturally significant aspects of systems as views that describe
requirements, design, implementation, and deployment.
- Ensure that the architecturally significant requirements are assigned to the proper components of
the system.
- Relies on architecture standards of the financial services industry to ensure coherent processes with
risk and regulatory compliance of the product, geography, and segment.
(continued)

Appendices
1.3 Financial Services Enterprise Architect (continued)
Tasks (cont.)
• Responsible for performing complex analyses of business structure and processes and to provide IT
projects portfolio guidance based on the information collected.
- Teamwork with both technical and non-technical personnel to develop a common understanding
of business-technology alignment, blending the perspectives of both IT and financial services
disciplines.
- Providing the rationale for architecture decisions, balancing the concerns of the various
stakeholders, reducing technical risks, and ensuring that decisions are effectively communicated,
validated, and followed.
• Acts as curator of organization-wide IT solution models, and supports IT project teams to reuse and
contribute to modelling activities.
- Maintains architecture standards libraries, and ensures they rely on the latest knowledge and
industry standards.
- Update architecture models and regularly test their coherence.
• Introduces evolved architecture standards allowing the organization to become more agile in IT
solution design and development.
- For smaller projects, a single person acts as both architect and project manager, but ideally these
roles are performed by different people to ensure that the pressures of one role does not cause
neglect of the other role.
- For systems of scale, an architecture board is populated by the architects of each system, plus one
or two chief architects. In such cases, the members of the architecture board collectively play the
role of the Architect.

• Model-Driven Engineering (MDE)
• Enteprise Architecture Frameworks (e.g., TOGAF)
• Enteprise Data Management standards (e.g., Financial Industry Business Ontology, FIBO)
Knowledge • Assess Results

• Design the Solution
• Detail System-Wide Requirements
• Detail Use-Case Scenarios
• Develop Technical Vision
• Identify and Outline Requirements
• Manage Iteration
• Plan Iteration
• Plan Project
(continued)

Appendices
(cont.)
Skills Architects must be well-rounded people with maturity, vision, and a depth of experience that allows
for grasping issues quickly and making educated, critical judgments in the absence of complete
information. Specifically, the person must possess this combination of qualifications:
• Experience in both problem and software engineering domains, with evidence of a thorough
understanding of the requirements to solve the problem and active participation in software
development. If there is a team, this experience can be represented by different team members, but
at least one person must be able to describe the overall vision for the project.
• Leadership ability to motivate and maintain momentum for the technical effort across the various
teams and to make critical decisions under pressure, plus make those decisions stick. To be effective,
this role must have the authority to make technical decisions. This role cannot lead by decree, but
only by the consent of the rest of the project team. To be effective, this person must earn the respect
of the team members, project managers, the customer, and the user community, as well as the
management team.
• Excellent communication skills to earn trust, persuade, motivate, and mentor. The person in this role
must have good communication skills, both verbally and in writing.
• Critical review skills to make sure that the requirements to be built are clear and consistent and to
make sure that the developed system adheres to the architecture.
• Goal-oriented and proactive orientation with a relentless focus on results. This person is the technical
driving force behind the project, not a visionary or dreamer. The career of a successful architect is a
long series of sub-optimal decisions made in uncertainty and under pressure. Only those who can
focus on doing what needs to be done will be successful.
From an expertise standpoint, the Architect also needs to show both design and implementation
abilities. However, from the design perspective, the effective Architect typically exhibits these traits:
• Tends to be a generalist, rather than a specialist, who knows many technologies at a high level rather
than a few technologies at the detailed level
• Makes the broader technical decisions, thereby demonstrating broad knowledge and experience, as
well as communication and leadership skills
Personal Attributes
(continued)

Appendices
Thinking Skills
Finding Information
approaches.
(continued)

Appendices

Essential Skills

Appendices
1.4 Financial Services Quality Assurance Specialist
Validates prior to deployment that the solution and its features conform to design specifications and
requirements. Reports to IT Project/Program Managers, and works closely with other analysts and
architects to ensure a coherent solution. Works closely with the IT Governance, Risk, and Compliance
Manager in ensuring the organization maintains appropriate quality levels in all IT assets and services.
Verifies that project interim work products exist and conform to standards. Works closely with business
analysts on the evaluation of process performance, in order to identify areas in need of improvement.
Responsible for developing testing environments and working with the configuration management team
to manage the necessary quality adjustments and changes to solution elements, as defined in test cases.
Position Development Advancement to the position typically follows 2-3 years of experience within a financial institution
industry
technologies (e.g., cloud, PaaS, mobile apps, etc.), continuing update on the previous generation (e.g.,
BPM, BI, BRMS, etc.), and hands-on training on various IT environment and QA scenarios
Related Work Experience Various IT project delivery roles allowing to develop a complete perspective of QA for financial services
IT, such as business analyst, systems analyst, and testing specialist
Tasks
• Validates prior to deployment that the solution and its features conform to design specifications and
requirements.
- Identifying the quality standards and tests that need to be performed
- Identifying the most appropriate implementation approach for a given test, all consistent with
requirements in the financial services industry
- Implementing individual tests, according to the various runtime environments, and specific
scenarios and conditions of financial services end-users, products, geography, and industry segment
• Verifies that project interim work products exist and conform to standards.
- Setting up and running the tests
- Logging outcomes and verifying that the tests have been run
- Analyzing and guiding the recovery from execution errors
- Communicating test results to the team
• Works closely with business analysts on the evaluation of process performance, in order to identify
areas in need of improvement.
- Manages an continuous testing environment, integrated to development team servers
- Manage the flow of configuration changes, based on test conformity and performance
• Responsible for developing testing environments and working with the configuration management
team to manage the necessary quality adjustments and changes to solution elements, as defined in
test cases.
- Identify key changes to system architecture and implementation that conform to quality standards,
especially within the diverse contexts of the financial services industry
(continued)

Appendices
1.4 Financial Services Quality Assurance Specialist (continued)

• Model-Driven Engineering (MDE)
• Test-Driven Development (TDD)
• Test and configuration management systems
• Bug reporting and ticketing systems
• Integrated analysis-design-build-test cycle systems
Knowledge • Assess Results

• Design the Solution
• Detail System-Wide Requirements
• Detail Use-Case Scenarios
• Identify and Outline Requirements
• Implement Developer Tests
• Implement Solution
• Manage Iteration
• Plan Iteration
• Plan Project
Skills A person filling the this role should have these skills:
• Knowledge of testing approaches and techniques
• Diagnostic and problem-solving skills
• Knowledge of the system or application being tested (desirable)
• Knowledge of networking and system architecture (desirable)
Where automated testing is required, consider requiring these additional qualifications:

• Training in the appropriate use of test automation tools
• Experience using test automation tools
• Programming skills
• Debugging and diagnostic skills
Note:
Specific skill requirements vary depending on the type of testing that you are conducting. For example,
the skills needed to successfully use system load-testing automation tools are different from those
needed for the automation of system functional testing.
(continued)

Appendices
Personal Attributes
Thinking Skills
(continued)

Appendices
Finding Information
approaches.

Essential Skills

Appendices
1.5 Financial Services Cyber Security Specialist
Ensures information system protection, including access privileges, control structures, malware prevention,
and crisis response. Reports to the IT Operations Manager, and works closely with the IT Governance,
Risk, and Compliance Manager in ensuring the organization remains in conformity with security-
related regulations. Selects and adapts the most appropriate security measures as per context, assessing
current situation, evaluating trends, and anticipating requirements. Determines security violations and
inefficiencies by conducting periodic audits. Upgrades systems by implementing and maintaining security
controls and infrastructure. Introduces evolved security standards allowing the organization to become
more effective in maintaining the organization’s and its stakeholders’ information secure.
Position Development Advancement to the position typically follows 3-5 years of experience within a financial institution
industry
technologies (e.g., cloud, PaaS, mobile apps, etc.), continuing update on the previous generation (e.g.,
BPM, BI, BRMS, etc.), and hands-on training on various IT environment and cybersecurity scenarios
Related Work Experience Various IT project delivery as well as IT operations and support roles, allowing to develop a complete
perspective of cybersecurity for financial services IT, such as business analyst, systems analyst, testing
specialist, IT support, IT service management, and IT configuration management
Tasks
• Develop and ensure cybersecurity policies, information system protection, including access privileges,
control structures, malware prevention, and crisis response.
- Understand the cybersecurity challenges of the financial services industry, as per each product,
geography, and segment, especially taking in consideration the evolving diversity of end-user
practices and service provisioning.
- Establish and operate security controls and protections over all IT assets and services in order to
conform to overall business security as well as IT-specific requirements.
- Relate security risks and potential exposure estimates to the financial and transaction risks proper to
the financial institution and its context.
• Selects and adapts the most appropriate security measures as per context, assessing current situation,
evaluating trends, and anticipating requirements.
- Mitigate the risk posed by malicious outsiders and insiders, and to decrease vulnerabilities in the IT
services, systems and processes that would make it easier for such malicious parties to succeed.
- Identify security threats, determine risks and vulnerabilities which affect the IT organization or that
IT can affect, and recommend mitigating changes based on this analysis.
- Perform a detailed analysis of the current and projected threats and vulnerabilities.
- Once threats are identified, associate every threat with a risk and exposure estimation, including
financial ad transaction implications.
- Develop an enterprise Security Risk Assessment, which is provided to solution development teams,
and will be included in the Security Risk Analysis, which will also include recommendations.
(continued)

Appendices
1.5 Financial Services Cyber Security Specialist (continued)
Tasks (cont.)
• Determines security violations and inefficiencies by conducting periodic audits.

- Use the information submitted from threats identification processes and define all potential future
threats, so that planning can begin to mitigate prior to the threat realization.
- Detail the ramifications or impact on the organization when a threat is realized within the
environment.
- Triger necessary emergency measures for risk assessment and the discovery of vulnerabilities.
- Detail structure within the IT organization that lends itself to the probability of a threat being
realized.
• Upgrades systems by implementing and maintaining security controls and infrastructure.
- Define security risk response measures that conform to enterprise risk management.
- Integrate response tactics within business continuity plans.
• Introduces evolved security standards allowing the organization to become more effective in
maintaining the organization’s and its stakeholders’ information secure.
- Maintain knowledge base for making security a common concern.
- Deploy cybersecurity best practices that conform to the culture of the financial services industry, in
particular the various regulations and practices of each financial product, geography or jurisdiction,
and industry or market segment

• Security governance and access management technologies
• IT runtime tracing and operations monitoring systems
• Antivirus and high performance runtime scanning
• Malware behavioral analysis systems
• Intrusion detection and attack blockage technologies
• Encryption and decryption standards and technologies
• Emergency change management systems
Knowledge • Security Risk Analysis

• Security Monitoring Data
• Security Violation
• Security Management Evaluation
• Security Risk Assessment
• Change Request
• Incident
• Security Controls Analysis
• Information Asset Security Classification
• Security Policy
• Security Procedures and Infrastructure
• Security Plan
• Change Implementation Communication
(continued)

Appendices
Required Competenciess
(cont.)
Skills The specialist needs the following knowledge, skills, and abilities:
• Expertise in identifying and understanding problems and opportunities
• Ability to articulate the needs that are associated with the key problem to be solved or the
opportunity to be realized
• Ability to collaborate effectively with the extended team through collaborative working sessions,
workshops, and other techniques.
• Good communication skills, verbally and in writing
• Knowledge of the business and technology domains or the ability to quickly absorb and understand
such information
Personal Attributes
(continued)

Appendices
Thinking Skills
Finding Information
approaches.

Essential Skills
interpret complex intelligence.

Appendices
2.0 BTM Health
2.1 Health Enterprise Architect
Enterprise architecture applies architecture principles and practices to guide organizations through the
business, information, process, and technology changes necessary to execute their strategies. Enterprise
architecture involves enterprise analysis, design, planning, and implementation, using a holistic approach
at all times, for the successful development and execution of strategy. These practices utilize the various
aspects of an enterprise to identify, motivate, and achieve these changes. An enterprise architect is a
person responsible for performing this complex analysis of business structure and processes and to draw
conclusions from the information collected.
Position Development With experience and further skill development, senior positions can be obtained within an
organization.
Education Post secondary education is preferred, usually a Bachelors degree in a business, computing or
engineering field (i.e. business administration, business, management, accounting, marketing,
computing and information science).
Training Enterprise Architects require on-the-job training; however, typically organizations require that the
individual will already have the required skills, knowledge, work-related experience, and/or industry
courses and programs. Some organizations will send individuals to specific enterprise solutions training
courses and programs to learn additional tools and techniques.
Related Work Experience Individuals may have experience in any of the methodologies and techniques used as an Enterprise
Architect in a health care organization.
Tasks • Communicate the benefits of architectural approaches

• Present to a variety of audiences, including large  audiences, top executives, business and technical
leaders
• Seek and find solutions to a wide range of business and technology problems
• Seek standardized solutions for problems where available
• Find solutions across a wide range of technologies and business domains
• Office productivity tools

• Architecture diagram tools
(continued)

Appendices
2.1 Health Enterprise Architect (continued)
Knowledge Enterprise Architects should have knowledge of:

• The big picture within an organization (I.e., provincial health system, regional health system, multi-
site organization, organization (whether acute, non-acute, community) and other
• Health systems in Canada and the different types of healthcare delivery models across the continuum
of care and their interrelationships
• Architectural relationships between key health information technology components and best
practices in enterprise architecture frameworks/perspectives
• Familiarity with technology frameworks such as the Canada Health Infoway EHRS blueprint
• Hardware, software, application and systems engineering
• Basic clinical and biomedical concepts, clinical care processes, technologies and workflow for
purposes of analysis, design, development and implementation of health information systems and
applications
• Basic clinical terminology and commonly used abbreviations and acronyms
• Commonly used formats, structures and methods for recording and communicating clinical data and
how these are incorporated into system and application use
• Appropriate health informatics standards and enterprise models to enable system interoperability
(e.g., terminology, data structure, system to system communication, privacy, security, safety)
• Project and program management planning and organizational skills
• Financial modeling as it pertains to IT investment
• IT governance and operations
• Policies and principles for the management of health information
• Relevant health information standards and their appropriate use
• Health data, information and workflow models to information technology solutions
• Key information technology concepts and components (e.g., networks, storage devices, operating
systems, information retrieval, data warehousing, applications, firewalls, etc.)
• The need to balance the privacy of personal health information with improved care delivery and
health system management
• Identifying and framing information queries in collaboration with stakeholders to meet their needs
for analysis and interpretation of data
• Identify relevant sources of data and information to assess quality of information and draw
appropriate conclusions
• Appropriate analytical and evaluation techniques and concepts
• Quality analysis by organizing and transforming data into reliable and meaningful information
• Presenting data and information that is effective for users
• Knowledge of indicators and metrics for healthcare delivery and systems management
(continued)

Appendices
(cont.)
Skills An Enterprise Architect should have skills in the following categories:

Technical
• The ability to understand the big picture within an organization and the relationship between
domains and co0mponents within it
• Systems thinking - the ability to see how parts interact with the whole (big picture thinking)
• Comprehensive knowledge of hardware, software, application, and systems engineering
• Knowledge of financial modeling as it pertains to IT investment
• Ability to adopt a successful customer service orientation
• Time management and prioritization
• Systems thinking
• Emotional intelligence
Contextual
• Understanding of the business for which the enterprise architecture is being developed (see above
regarding various health care organizations)
• Knowledge of IT governance and operations
Personal Attributes • Communication skills

• Presentation and public speaking skills
• Rapport building and networking
• Innovation and creativity
• Leadership skills including ability to influence others, to lead business and  technology programs,
projects, workshops and initiatives, to inspire confidence  and garner respect from business and
technology stakeholders
• Planning, supervision, coaching and delegation skills
• Decision making skills
• Negotiating skills
• Research skills
Abilities An Enterprise Architect should have the following abilities:

• Ability to communicate the benefits of architectural approaches simply and  clearly
• Ability to communicate with top executives, business management, IT  management, solution
architects, technical architects, subject matter experts, partners and  customers.
• Ability to adapt vocabulary and style for each situation 
• Ability to present appropriately to a variety of audiences, including large  audiences, top executives,
business and technical leaders
• Ability to present complex ideas with simple visuals.
• Ability to seek and to find solutions to a wide range of business and technology problems
• Ability to seek standardized solutions for problems where available
• Ability to find solutions across a wide range of technologies and business domains. Often solutions
have budget, time or operational constraints. It  takes a considerable amount of creativity to be a
good enterprise architect
(continued)

Appendices
(cont.)
Work Values Individuals who are effective as BTM Enterprise Architects are:
• Able to communicate at all levels of organization
• Able to present complex ideas with simple visuals
• Able to find solutions across a wide range of technologies and business domains
• Able to facilitate collaboration
• Enjoy problem-solving
• Highly analytical
• Able to work independently
Work Styles An Enterprise Architect would have the following work styles:
• Collaborative
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
• Reading text
• Document use
• Writing skills
• Numeracy
• Oral Communication
• Thinking Skills
• Problem Solving
• Decision Making
• Job Task Planning and Organizing
• Significant Use of Memory
• Finding Information
• Working with Others
• Continuous Learning
(continued)

Appendices
2.2 H
ealth Information Technology Solutions Architect/Developer
The IT Solution Architect/Developer’s role is to deliver shared application support services and IT solutions
to support business critical processes. This position works closely with key business super users, business
partners, and team members to define and translate business requirements into sound and scalable
technology solutions that are aligned to department strategy. As such, the Solutions Developer is a key
contributor in the pursuit of new business, understanding client requirements and crafting winning and
deliverable technical solutions.
Position Development With experience and further skill development, more senior positions can be obtained that involve
additional complexity and responsibility.
Training IT Solutions Architect/Developers require on-the-job training; however, typically organizations require
that the individual will already have the required skills, knowledge, work-related experience (3-5 years),
and/or industry courses and programs.
Individuals may seek specific enterprise solutions training courses and programs to learn additional
tools and techniques.
Related Work Experience Individuals may have experience in any of the methodologies and techniques used as an IT Solutions
Architect/Developer in a health care organization.
Tasks • Plan, schedule and monitor work

• Maintains an awareness of developing technologies and their application
• Communicate fluently, both orally and in writing.
• Present complex concepts and complex technical  information to both technical and non-technical
audiences
• Facilitate collaboration and effective discourse between stakeholders who share common objectives
• Programming Techniques
• Database technologies including data mining and database design
• Client side technologies
(continued)

Appendices
2.2 H
ealth Information Technology Solutions Architect/Developer (continued)
Knowledge BTM Solutions Architects/Developers should have knowledge of:

• Architectural relationships between key health information technology components (e.g., the Canada
Health Infoway EHRS blueprint) and best practices in enterprise architecture frameworks/perspectives.
(e.g., terminology, data structure, system to system communication, privacy, security, safety)
• Health data, information and workflow models to information technology solutions.
• Diverse programming techniques
• Diverse database technologies
• Development methodologies and system design techniques
• Client side technologies
• Relevant legislation and procedures
of care and their interrelationships (e.g., hospitals, clinics, ambulatory centres and community health
agencies, regional health authorities).
applications
• Basic clinical terminology and commonly used abbreviations and acronyms
how these are incorporated into system and application use
(continued)

Appendices
2.2 H
(cont.)
Skills An IT Solutions Architect/Developer should have skills in the following categories:
Technical
• Knowledge of and ability to apply diverse programming techniques, such as  SharePoint (2010/2013/
O365), ASP.Net, C#, VB.Net, Visual Studio (2010/2013), Microsoft SQL server including SSRS and SSIS
(2008/2012), and Power BI (representative list)
• Knowledge of and ability to apply diverse Database technologies, including data mining, T-SQL,
views, stored procedures, and database design
• Knowledge of Development methodologies and of Systems design techniques
• Knowledge of client side technologies such as JQuery, JSON, JavaScript, HTML 5, CSS, Ajax
(representative list)
• Demonstrates an analytical and systematic approach to problem solving
• Rapidly absorbs new technical information and applies it effectively
Contextual
• Knowledge and understanding of relevant legislation and procedures
• Ability to plan, schedule and monitor work to meet time and quality targets and  in accordance with
relevant legislation and procedures
• Has a thorough understanding and appreciation of appreciation of the wider  field of information
systems, their use in relevant employment areas and how  they relate to the business activities of the
organization or client
• Maintains an awareness of developing technologies and their application
Personal Attributes • Takes some responsibility for personal development, in developing and  maintaining broad IT industry
knowledge and industry/market domain  knowledge in area of expertise
• Multitasking and task prioritization
Abilities BTM Solutions Architect/Developer should have the following abilities:

• Ability to communicate fluently, both orally and in writing.
• Ability to present and can present complex concepts and complex technical  information to both
technical and non-technical audiences, with her/his team,  to peers and to clients
• Ability to facilitate collaboration and effective discourse between stakeholders who share common
objectives
• Ability to interact professionally with a diverse group, executives, managers, and  subject matter
experts
• The ability to balance multiple concurrent projects of varying priorities and shift  focus from one
project to another with minimal loss of productivity or quality
(continued)

Appendices
2.2 H
(cont.)
Work Values Individuals who are effective as BTM Solutions Architects/Developers are:
• Able to explain and present complex concepts
Work Styles BTM Architect would have the following work styles:
• Collaborative
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making

Appendices
2.3 H
ealth Business Analyst
The Business Analyst’s role is to direct the organization in implementing technology-based solutions in a
cost-effective way. The Business Analyst is responsible for determining the requirements of a project or
program, and for communicating these requirements clearly to all stakeholders, facilitators and partners.
As such, the Business analyst performs an extensive range and variety of complex technical and/or
professional work. Typically, the Business Analyst Influences her/his organisation, customers, suppliers,
partners and peers based on the contribution of her/his own specialism. The Business Analyst builds
appropriate and effective business relationships. The Business Analyst makes decisions which impact the
success of assigned projects i.e. results, deadlines and budget. Has significant influence over the allocation
and management of resources appropriate to given assignments.
Position Development With experience and further skill development senior positions can be obtained within an organization.
Training Business Analysts require on-the-job training; however, typically organizations require that the
Related Work Experience Individuals may have experience in any of the methodologies and techniques used as Business Analysts
in a health care organization.
Tasks • Enhance, develop and deploy solutions

• Identify problems and assess solutions
• Tests solutions
• Analyses user needs and determine appropriate solution
• Supervise development efforts
• Standard Development Lifecycle (SDLC)

• ITIL
• Business Analysis Framework
• Governance Framework
(continued)

Appendices
2.3 H
ealth Business Analyst (continued)
Knowledge Business Analysts should have knowledge of:

• Business Analysis Techniques
• Techniques relating to requirements definition, gathering, facilitation and management
• Cost/benefit analysis
• Modeling techniques and methods
• System development methodologies particularly SDLC
• Information and data analysis techniques
• Workflow analysis and re-design
applications.
• Basic clinical terminology and commonly used abbreviations and acronyms.
how these are incorporated into system and application use.
• The selection and utilization of appropriate information technologies to meet business requirements.
(e.g., terminology, data structure, system to system communication, privacy, security, safety).
systems, information retrieval, data warehousing, applications, firewalls, etc.).
• How people, resources and information flow through the health system.
• Roles and relationships of health professionals along with the organizational and regulatory structure
in which they work.
health system management.
• Best practices in quality improvement and process engineering to facilitate business and clinical
transformation
(continued)

Appendices
2.3 H
(cont.)
Skills Business Analysts should have skills in the following categories:

Technical
• Thorough and broad understanding of Business Analysis techniques.
• Thorough and broad understanding of techniques relating to requirements  definition, gathering,
facilitation and management,
• Understanding of and ability to apply cost/benefit analysis
• Understanding of and ability to apply modeling techniques and methods
• Understanding of and ability to apply System Development methodologies
• Understanding of and ability to apply relevant Information Analysis techniques
• Understanding of and ability to apply relevant Data analysis techniques
• Mastery of system development methodologies, particularly the life cycle of systems development
(planning, design, build, test, deploy), best practices,
• Understanding of development techniques, or software configuration
• Problem solving abilities
• Architecture skills
• Knowledge and understanding of business analysis/business process improvement
• Knowledge and understanding of techniques for information and data analysis
• Some knowledge and understanding of IT governance ad of ITIL/SDLC processes
Contextual
• Understanding of and ability to apply relevant Business process improvement (methods and
techniques)
• Thorough understanding of the relationship between own specialism and wider customer/
organisational requirements.
Personal Attributes • Communication: the skills and the ability to interact professionally with a diverse group, including
executives, managers, and subject matter experts.
• Collaboration: the ability to collaborate with developers and subject matter experts in order to
establish the technical vision and analyze trade-offs between usability and performance needs.
• Expertise in relevant technical writing
• People skills, especially the ability to the effectively perform and manage  delegation of
responsibilities
Abilities Business Analyst should have the following abilities:

• Ability to work independently and under broad direction
• Ability to work in a self-initiated mode while assuming overall accountability and responsibility for
meeting allocated technical and/or project/supervisory objectives.
• Ability to establish appropriate milestones, especially taking account of the personnel involved.
(continued)

Appendices
2.3 H
(cont.)
Work Values Individuals who are effective as Business Analysts are:

• Strong communicators
• Thrive working in a collaborative team environment
• Good people management skills
Work Styles Business Analysts would have the following work styles:
• Facilitation
• Collaborative
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making

Appendices
2.4 H
ealth Data Analyst
Analysis of data from a variety of sources has long been a key activity within many parts of the BTM
field. More recently the massive amount of data that may be available for analysis and the development
of techniques permitting the successful analysis of such date have given a particular importance to this
role and have led to new, emergent aspects. This data may come from sources both within the company
and outside of the company. It may be structured and unstructured. The Data Analyst must be able to
understand how to extract value from this data.
Training Data Analysts require on-the-job training; however, typically organizations require that the individual
will already have the required skills, knowledge, work-related experience, and/or industry courses and
programs. Some organizations will send individuals to specific enterprise solutions training courses and
programs to learn additional tools and techniques.
Related Work Experience Individuals may have experience in any of the methodologies and techniques used as a Data Analysts in
a health care organization.
Tasks • Establishing metadata management, data catalogs, data standards

• The use of best practices for Master Data Management
• Developing Data Governance, standards, and taking architecture decisions
• Develops standards and guidelines for master data issues such as data  convergence, data standards
and data integration/synchronization
• Defining data strategy, policies, controls and programs to ensure that the  enterprise data is accurate,
secure and reliable
• Engaging with relevant internal parties and external vendors in best practice  sharing and effective
Master Data Management solution delivery
• Ensuring compliance with data architecture principles and standards
• Selecting preferred data management technologies
• Statistical analysis software

• Data analytics or intelligence programs
(continued)

Appendices
2.4 H
ealth Data Analyst (continued)
Knowledge Data Analysts should have knowledge of:

• Large complex data analytics or intelligence programs
• Data and big data concepts
• Bid data technology
• Distributed architectures
• Best practices at development cycles of an Agile methodology
• Architectural understanding of the data and big data ecosystem
applications.
(continued)

Appendices
2.4 H
(cont.)
Skills Data Analysts should have skills in the following categories:
Technical
• Demonstrable knowledge and experience of large, complex data analytics or intelligence programs
• Statistical, Pattern recognition skills
• Understanding of new data and big data concepts
• Understanding of data and big data technology and tools
• Experimental thought process
• Full understanding of Distributed Architectures is required.
• Understanding of Best practises at development cycles of an Agile methodology
• Experience configuring and tuning applicable software frameworks
• Experience with applicable analytics platforms
• Architectural understanding of the data and big data ecosystems
Contextual
• Full understanding of the organization and of its requirements and opportunities in data/big data
analytics
• Experience in targeting tradecraft as well as experience in cargo screening, person screening,
operational targeting
• Experience managing a team and working with senior level Government clients on consulting
projects
•Strategic thinking
Personal Attributes • Good oral and written communication skills 

• Good proactivity and client-facing skills
Abilities A Data Analyst should have the following abilities:

• Ability to explain complex concepts to lay person
• Ability to collaborate with multiple skills and cross-functional expertise.
(continued)

Appendices
2.4 H
(cont.)
Work Values Individuals who are effective as Enterprise Solutions Architects are:
Work Styles Enterprise Solutions Architects would have the following work styles:
• Visionary
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making

Appendices
2.5 H
ealth Enterprise Solutions Manager
The IT Enterprise Solution Manager’s role is to the bridge between business need and the supporting
technology, building a holistic view of an organization to advise on technology-enabled business
transformation and define IT strategy, requirements, solutions and roadmaps that deliver the business
objectives in the most cost-effective manner. IT Enterprise Solution Manager has the responsibility to
direct the implementation and improvement of Enterprise Architecture capabilities within the enterprise.
Training Enterprise Solutions Managers require on-the-job training; however, typically organizations require that
the individual will already have the required skills, knowledge, work-related experience, and/or industry
Related Work Experience Individuals may have experience in any of the methodologies and techniques used in Enterprise
Solutions Management in a health care organization. As well they may have held a strategic position
within information technology in a health care setting.
Tasks • Lead development of technology strategies

• Programme portfolio planning
• Development of transformational roadmaps
• Vendor selection and procurement
• Architecture Methodologies and tools (TOGAF, Zachman, COBIT, UML)

(continued)

Appendices
2.5 H
ealth Enterprise Solutions Manager (continued)
Knowledge Enterprise Solutions Managers should have knowledge of:

• Architecture methodologies standards, frameworks and tools such as TOGAF, Zachman, COBIT, UML
• Development methodologies
• Development of technology strategies, programme portfolio planning and development of
transformation roadmaps
• Vendor or technology selection and procurement
• Enterprise Architecture frameworks and methodologies
• IT Strategic Planning
• IT Program Management
applications.
• How people, resources and information flow through the health system
in which they work
(continued)

Appendices
2.5 H
(cont.)
Skills Enterprise Solutions Managers should have skills in the following categories:
Technical
• Knowledge and experience of Architecture methodologies, standards, frameworks and tools such as
TOGAF, Zachman, COBIT, UML etc.
• Knowledge and experience of Development methodologies
• Ability to lead development of technology strategies, programme portfolio  planning and
development of transformation roadmaps
• Knowledge and experience of vendor or technology selection and procurement
• Understand Enterprise Architecture frameworks and methodologies
• Understanding of and experience in IT Strategic Planning
• Understanding of and experience in IT Program Management
Contextual
• Thorough knowledge of all IT components within the organization
• Ability to present directional advice and communicate IT terms into business language
• Understanding of the organization’s business components and processes in order to reflect them in IT
and business models Knowledge and understanding of the operation of the Organization
Personal Attributes • Ability to communicate with influence and to forge relationships  with their organization’s upper
management
• Good organizational and process improvement skills to engage other key  stakeholders
Abilities Enterprise Solutions Managers should have the following abilities:

• Leadership abilities, especially the ability to lead the development of technology strategy and
transformation roadmap for the organization.
• Effective communication skills, particularly the ability to communicate the technology strategy and
transformation roadmap at all levels of the organization.
(continued)

Appendices
2.5 H
(cont.)
Work Values Individuals who are effective as Data Analysts are:

• Able to explain complex concepts
Work Styles Data analysts would have the following work styles:
• Collaborative
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making

Appendices
2.6 H
ealth Project Manager
The Project Manager manages all stages of the delivery of business solutions. The Project Manager
is responsible for ensuring that deliverables are presented on time, on budget, on scope and to
standards of the organization in terms of methodology, documentation, and quality. This occupation
involves developing and executing activities related to end-to-end project management across multiple
functional projects involved with a business program, including project plans and estimates, scoping and
requirements, through implementation and deployment. The Project Manager oversees the planning,
implementation, and tracking of a specific short/long-term project that has a beginning, an end and
specified deliverables. He/she is the bridging gap between the production team and client and also
ensures that the appropriate governance ensuring that all stakeholders are properly involved.
Position Development With experience and further skill development, positions with additional responsibility and complexity
may be achieved.
Education Post secondary education is preferred - usually a Bachelors degree in a business field (I.e., business
administration, business, management, accounting, marketing, computing and information science).
Project managers often have masters degrees, such as a Masters in Business Administration (MBA).
A professional designation Project Management Professional (PMP) is often considered an asset.
Training Project Managers require on-the-job experience; however, typically organizations require that the
courses and programs.
Prospective project managers may take project management training courses and programs to learn
additional tools and techniques.
Related Work Experience Individuals may have experience in any of the techniques used in Project Management including current
development methodologies such as Waterfall, Agile or Scrum in a health care organization.
Tasks • Manage multiple inter-related projects

• Engage with stakeholders
• Create project plans, estimates, schedules and resource plans
• Monitor and control project
• Risk, issue and financial tracking
• Manage change management processes within project
• Manage day to day activities for project team
• Provide status reports to steering committees and sponsors

• Office productivity and project management software
(continued)

Appendices
2.6 H
ealth Project Manager (continued)
Knowledge Project Managers should have knowledge of:

• Planning tasks and activities
• Engaging with stakeholders
• Change Management
• Systems Management (SDLC, SM disciplines, Governance framework)
• Business analysis processes, information and content flow
agencies, regional health authorities)
• How people, resources and information flow through the health system
in which they work
Skills Project Managers should have skills in the following categories:

Technical
• Thorough knowledge and demonstrable experience of Project Management disciplines including
- ability to manage multiple inter-related projects and determine sensitivity and impact of events
- project planning: estimating, scheduling, resourcing
- project tracking and control including financial tracking
- risk & issue management
• Knowledge of and experience in Change Management
• Knowledge of and experience in all aspects of systems management including  SDLC, SM disciplines,
Governance framework
• Overall knowledge of Business Analysis - general understanding of processes, information content/
flow etc.
• Some knowledge and experience of current development methodologies such as Waterfall, Agile or
Scrum
Contextual
• People management skills – effective supervision and performance management
• Knowledge and understanding of the operation of healthcare organizations, various stakeholders,
and policy
• Political sensitivity, ability to read issues concerns, agendas of stakeholders
• Knowledge of and experience in managing projects, programs and teams
• Some knowledge and understanding relating to financial management and  budgeting
• Some knowledge and understanding relating to procurement and contract negotiations - experience
with stakeholder negotiations, contract terms, legal terms and conditions, etc.
• Understanding of the stakeholders involved in health technology – funders, government, vendors,
health care delivery organizations, providers, caregivers and patients
(continued)

Appendices
2.6 H
(cont.)
Personal Attributes • Forge relationships with their organization’s upper management 

• Engage other key stakeholders 
• Ensure proper level of support for the program 
• Deal with specific issues
Abilities Project Managers should have the following abilities:

• Leadership skills, including ability:
- To keep the project team members engaged
- To keep all other stakeholders engaged
- To motivate and inspire project team
- To display personal courage and conviction – for example to stop a  project if the conditions for
success are not present or if business  conditions change.
• Effective communication skills, both oral and written, including so as to have the  ability
- To communicate the overall vision to senior management and an audience of stakeholders, 
- To frame their messaging, so as to emphasize issues and contingency plans clearly 
- To communicate relevant project information to internal and external stakeholders.
• Ability to identify opportunities for improvement and makes constructive suggestions for positive
change
Work Values Individuals who are effective as Project Managers:

• Are strong communicators
• Can lead teams that are often multi-disciplinary
Work Styles Project Managers would have the following work styles:
• Detail oriented
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
• Multi-tasking
• Organised.
(continued)

Appendices
2.6 H
• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making

Appendices
2.7 Health Systems Analyst
The Systems Analyst enhances, develops or deploys information systems or information technology
solutions to achieve improvement in business process outcomes. The Systems Analyst identifies problems,
assesses solutions, designs, develops/tests and deploys technology solutions. The Systems Analyst analyzes
the users’ needs and determines the appropriate solution(s) to address those needs. The Systems Analyst
may also supervise or guide the development effort to ensure that the development meets the needs of
the users and the standards of the company. The Systems Analyst analysis, designs, plans, executes and
evaluates work to time, cost and quality targets.
Education
Training Systems Analysts require on-the-job training; however, typically organizations require that the individual
Related Work Experience Individuals may have experience in any of the methodologies and techniques used as Systems Analysts
in a health care organization.
Tasks • Enhance, develop and deploy solutions

• Identify problems and assess solutions
• Tests solutions
• Analyses user needs and determine appropriate solution
• Supervise development efforts

• ITIL
• Business Analysis Framework
(continued)

Appendices
2.7 Health Systems Analyst (continued)
Knowledge Systems Analysts should have knowledge of:

• Systems Management (SDLC, ITIL, Governance framework)
• Development techniques and software configuration
• Architecture development
• Business analysis and business process improvement
• Techniques used for information and data analysis
•Policies and principles for the management of health information
applications.
• How people, resources and information flow through the health system.
in which they work.
(continued)

Appendices
(cont.)
Skills Systems Analysts should have skills in the following categories:

Technical
(planning, design, build, test, deploy), best practices,
• Understanding of development techniques, or software configuration
• Architecture skills
• Knowledge and understanding of business analysis/business process  improvement
• Some knowledge and understanding of IT governance ad of ITIL/SDLC processes
Contextual
• Full understanding of the organizational environment in which the solutions are being developed.
• Critical thinking - ability to use logic and reasoning to identify the strength and weaknesses of
alternative solutions in helping to achieve business outcomes
• Judgment and decision-making - Considering the relative costs and benefits of potential actions to
choose the most appropriate one.
• Understands the relevance of her/his own area of responsibility/specialism to the employing
organisation.
• Understanding of risk analysis, especially as it relates to the context of the organization and the
activity
• Ability to take initiative to keep skills up to date.
• Ability to mentor colleagues in an effective manner.
• Maintains an awareness of developments in the industry.
• Knowledge and understanding of relevant legislation
Personal Attributes • People management skills, including performance management of people, development of personnel
• Communications skills both oral and written to convey messaging with clarity to the appropriate level
of the audience
Abilities Systems Analyst should have the following abilities:

• Ability to collaborate with others on the team, ability to work with users and understand their needs
• Ability to facilitate collaboration between stakeholders who have diverse objectives
• Ability to ask appropriate and effective questions and give full attention to responses, driving to detail
• Ability to recognize and be of aware of others’ reactions and understanding why they react as they
do and the implications to managing changes being proposed
(continued)

Appendices
(cont.)
Work Values Individuals who are effective as Systems Analysts are:

• Good people management skills
Work Styles Systems Analysts would have the following work styles:
• Facilitation
• Collaborative
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making

Appendices
3.0 B
TM Data Analytics
3.1 Business Analyst – Data Science & Analytics
The Business Analyst’s role is to direct the organization in implementing data science, analytics &
technology-based solutions in a cost-effective way. The analysts other goal is to help determine which
critical performance indicators should be tracked for a particular problem and to with the other
members of the data science & analytics team to determine the requirements of a project or program
and communicate these requirements clearly to all stakeholders, facilitators and partners. As such, the
Business analyst performs an extensive range and variety of complex technical and/or professional work
in a variety of businesses. The Business Analyst makes decisions which impact the success of assigned
projects i.e. results, deadlines and budget. The analyst has significant influence over the allocation and
management of resources appropriate to given assignments. The analyst can also be involved in a variety
of analytical work, including data analysis depending on their skill or experience.
Position Development Advancement to manager level positions is possible through progressively responsible leadership
positions and management experience. The career path will be determined by the size, type,
geographic scope, culture, and organizational structure of the firm offering employment.
Education Post-secondary education is preferred, usually a Bachelor’s degree in a business, computing or

engineering field. Follow up technical educational may also be required depending on the technologies
in use at the various organizations.
Training Business Analysts require on-the-job training; however, typically organizations require that the
Related Work Experience Individuals may have experience in any of the methodologies and techniques used as a Business
Analyst, Data Analysts or junior statistician. Often this experience may be augmented by specific
industry experience using industry or use case specific tools (e.g. R, SAS, python, etc.).
Tasks • Establish metadata management, data catalogues, data standards

• Monitor the best practices followed for Master Data Management
• Develop Data Governance standards, methodologies and rules
• Develop standards and guidelines for master data issues such as data convergence, data integration,
data synchronization, data definitions, etc.
• Define data strategy, policies, controls and programs to ensure that enterprise data is accurate, secure
and reliable
• Select analysis approaches and methods that can be used to analyze data sets in order to answer
critical business problems
• Determine the structure that data must be in so that critical business and organizational questions
can be answered
• Use a variety of tools to analyze data and report findings from the data analysis itself with particular
attention paid to activation
• Engage with relevant internal parties and external vendors in best practice sharing and effective Data
Management solution delivery
• Ensuring compliance with data architecture and data engineering principles and standards
• Selecting preferred data management technologies, analysis technologies, and visualization
technologies
(continued)
Appendices
3.1 Business Analyst – Data Science & Analytics (continued)

• Software development tools and dev ops tools including language specific IDE’s, GIT, etc.
Knowledge Business Analysts should have knowledge of:

• Business Analysis techniques
• Techniques relating to requirements definition, gathering, facilitation and management of business
process
• Cost/benefit analysis, revenue & cost forecasting, etc.
• Modeling techniques and methods
• System development methodologies particularly SDLC
• Information and data analysis techniques
• Workflow analysis and re-design
• Policies and principles for the management of information
• Relevant information standards and their appropriate use
• Basic concepts, processes, technologies and workflow for purposes of analysis, design, development
and implementation of information systems and applications.
• Commonly used formats, structures and methods for recording and communicating data, as well as
knowledge around how these are incorporated into system and application use.
• Architectural relationships between key health information technology components and best
practices in enterprise architecture frameworks/perspectives.
• Appropriate informatics, analysis, and data science standards and enterprise models to enable system
interoperability (e.g., terminology, data structure, system to system communication, privacy, security,
safety).
• Data, information and workflow models used to create analytics & information technology solutions.
• An understanding of how people, resources and information flow through the organizations they are
involved in
• Best practices in quality improvement and process engineering to facilitate business & process
transformation
(continued)

Appendices
(cont.)
Skills Business Analysts should have skills in the following categories:

Technical
• Thorough and broad understanding of Business Analysis techniques, as well as best practice
techniques relating to the definition, gathering, facilitation and management of projects, processes,
and requirements
• An understanding of and ability to apply cost/benefit analysis,
• Modeling techniques and methods, information analysis techniques, data analysis techniques
(planning, design, build, test, deploy), best practices, etc.
• An understanding of software development techniques as well as software, analytics, and data
science configuration
• Architecture, analysis, and data science skills
• Knowledge and understanding of business analysis/business process improvement
• Understanding of data technology and tools
• Experience with applicable analytics platforms, tools and technologies
Contextual
• Understanding of and ability to apply relevant Business process improvement methods and
techniques
• Thorough understanding of the relationship between own specialism and wider customer/
organisational requirements.
Personal Attributes A Business Analyst should have the following personal attributes:
• Communication: the skills and the ability to interact professionally with a diverse group, including
executives, managers, and subject matter experts.
• Collaboration: the ability to collaborate with developers and subject matter experts in order to
establish the technical vision and analyze trade-offs between usability and performance needs.
• Expertise in relevant technical writing
• People skills, especially the ability to the effectively perform and manage  delegation of
responsibilities
• Communication skills
• Research skills
(continued)

Appendices
(cont.)
Abilities Business Analyst should have the following abilities:

• Ability to work independently and under broad direction
• Ability to work in a self-initiated mode while assuming overall accountability and responsibility for
meeting allocated technical and/or project/supervisory objectives.
• Ability to establish appropriate milestones, especially taking account of the personnel involved
• Ability to communicate the benefits of analytical approaches simply and clearly
• Ability to communicate with top executives, business management, IT management, solution
• Ability to present appropriately to a variety of audiences, including large audiences, top executives,
have budget, time or operational constraints
Work Values Individuals who are effective as Business Analysts are:

Work Styles Business Analysts would have the following work styles:
• Facilitation
• Collaborative
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
(continued)

Appendices
A business analyst should have the following essential skills profile:

• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making
Physical Aspects Business Analysts work extensively in an office environment (sitting for long periods, repetitive
computer and telephone use). However, Business Analysts may also be required to travel to satisfy the
position function. Typically there is no heavy lifting, bending, or stooping required; however, this is
determined by the needs of the organization.
Attitudes Business Analysts should have very advanced interpersonal skills – be persuasive, empathetic, able to
handle pressure, creative, have a sense of urgency, and attention to detail. Enterprise Data Architects
must exhibit leadership, people management skills, advanced negotiation skills, advanced conflict
resolution skills, and organizational and planning abilities. Adaptability and flexibility are important, as
Business Analysts work with diverse multicultural workforces.

Essential Skills
The ability to speak more than one language, and an awareness of and sensitivity to the diversity of
international cultures is considered a growing need in the face of increasing globalization. Furthermore,
familiarity with opportunities and benefits associated with “green IT” (e.g. server energy efficiency,
reducing overall power consumption from IT related activities, etc.) will be of increasing importance as
facilities begin to manage their overall environmental footprint while seeking short and long term cost
saving opportunities. A strong understanding of cloud computing will also serve all individuals in this
position very well.

Appendices
3.2 Data Analyst – Data Science & Analytics
Analysis of data from a variety of sources has long been a key activity within many organizations
across a variety of industries. Despite this, today, the massive amount of data that may be available for
analysis and the development of techniques permitting the successful analysis of such date have given
a particular importance to this role and have led to new, emergent aspects. Data within an organization
may come from many sources, is often incomplete, and may be structured and unstructured. Thus, the
data analyst is responsible for importing, transforming, validating or modeling data with the purpose of
understanding or drawing conclusions from the data in order to drive operational decision-making within
the organization.

Training Data Analysts require on-the-job training; however, typically organizations require that the individual
Related Work Experience Individuals may have experience in any of the methodologies and techniques used as a Data Analysts
or junior statisticians. Often this experience may be augmented by specific industry experience using
industry or use case specific tools (e.g. R, SAS, python, etc.).
Tasks • Establish metadata management, data catalos, data standards

• Monitor the best practices followed for Master Data Management
• Develop Data Governance standards, methodologies and rules
• Develop standards and guidelines for master data issues such as data convergence, data integration,
data synchronization, data definitions, etc.
• Define data strategy, policies, controls and programs to ensure that enterprise data is accurate, secure
and reliable
• Select analysis approaches and methods that can be used to analyze data sets in order to answer
critical business problems
• Determine the structure that data must be in so that critical business and organizational questions
can be answered
• Use a variety of tools to analyze data and report findings from the data analysis itself with particular
attention paid to activation
• Engage with relevant internal parties and external vendors in best practice sharing and effective Data
Management solution delivery
• Ensuring compliance with data architecture and data engineering principles and standards
• Selecting preferred data management technologies, analysis technologies, and visualization
technologies
(continued)

Appendices
3.2 Data Analyst – Data Science & Analytics (continued)

Knowledge Data Analysts should have knowledge of:

• Data, statistics, and big data concepts that relate to data analysis
• Current and emerging data analysis & statistics technologies
• Various architectures including distributed architectures
• Software development methodologies relating to analysis
• Best practices in data delivery and measurement for the individual organizations that they work for or
with
• Basic technologies and workflow for the purposes of analysis, design, development and
implementation of information systems and applications.
• Organizational or industry specific terminology and commonly used abbreviations and acronyms
knowledge for how this data is incorporated for system and application use.
• Architectural relationships between key information technology components and best practices in
enterprise architecture frameworks/perspectives.
• Appropriate informatics standards and enterprise models to enable system interoperability (e.g.,
terminology, data structure, system to system communication, privacy, security, safety).
• The ability to identify relevant sources of data needed to assess the quality of information & draw
• Statistical & analytical tools, techniques and concepts
• The ability to present data and information in a way that is effective for users and consumers of the
data
• Knowledge of the indicators and metrics important for the specific business that they are measuring
(continued)

Appendices
(cont.)
Skills Data Analysts should have skills in the following categories:

Technical
• Statistical, pattern recognition skills
• Understanding of data concepts
• Experimental design, set-up, and modelling
Contextual
analytics
projects
• Strategic thinking
Personal Attributes A Data Analyst should have the following personal attributes:
• Research skills
(continued)

Appendices
(cont.)
Abilities A Data Analyst should have the following abilities:

Work Values Individuals who are effective as Data Analysts are:

Work Styles Data analysts would have the following work styles:
• Collaborative
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
(continued)

Appendices
A data analyst would have the following essential skills profile:

• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making
Physical Aspects Data Analysts work extensively in an office environment (sitting for long periods, repetitive computer
and telephone use). However, Data Analysts may also be required to travel to satisfy the position
function. Typically there is no heavy lifting, bending, or stooping required; however, this is determined
by the needs of the organization.
Attitudes Data Analysts should have very advanced interpersonal skills – be persuasive, empathetic, able to
Data Analysts work with diverse multicultural workforces.

Essential Skills
position very well.

Appendices
3.3 D
ata Scientist (Junior) – Data Science & Analytics
Data Scientists are responsible for modeling complex Institute problems, discovering insights and
identifying opportunities through the use of statistical, algorithmic, mining and visualization techniques.
In addition to advanced analytic skills, this role is also proficient at integrating and preparing large, varied
datasets, architecting specialized database and computing environments, and communicating results.
In most organizations, Data Scientists work closely with clients, data stewards, project/program managers,
and other IT teams to turn data into critical information and knowledge that can be used to make sound
organizational decisions. Other responsibilities include providing data that is congruent and reliable.
They need to be creative thinkers and propose innovative ways to look at problems by using data mining
(the process of discovering new patterns from large datasets) approaches on the set of information
available. They will need to validate their findings using an experimental and iterative approach. Also,
Data Scientists will need to be able to present back their findings to the business or organization by
exposing their assumptions and validation work in a way that can be easily understood by their business
counterparts. These professionals will need a combination of business focus, strong analytical and
problem solving skills and programming knowledge to be able to quickly cycle hypothesis through the
discovery phase of the project. Excellent written and communications skills to report back the findings in
a clear, structured manner are required.

in use at the various organizations. Moreover, many organizations require senior Data Scientists to
complete post-secondary school in any of the following areas: mathematics, statistics, economics,
computer science, commerce, or engineering.
Training Data Scientists require on-the-job training; however, typically organizations require that the individual
Related Work Experience Individuals may have experience in any of the methodologies and techniques used as a junior data
scientist. Often this experience may be augmented by specific industry experience using industry
or use case specific tools (e.g. R, SAS, python, etc.). Data Scientists (junior) may also require several
years of experience in data analysis, modelling, business requirement specification, qualification and
assurance, systems analysis, data administration, software engineering, as well as project management
and supervisory experience. Typically, data scientists require experience manipulating large datasets and
using databases, as well experience with a general-purpose programming language (such as Hardtop
MapReduce or other big data frameworks, or Java). Data scientists also typically have experience
using statistical packages and have familiarity with basic principles of distributed computing and/or
distributed databases.
(continued)

Appendices
3.3 D
ata Scientist (Junior) – Data Science & Analytics (continued)
(cont.)
Tasks • Designs experiments, test hypotheses, and build models.

• Conducts data analysis and designs algorithms
• Applies basic statistical and predictive modeling techniques to build, maintain, and improve on
multiple real-time decision systems
• Leads discovery processes with key stakeholders to identify business requirements and expected
outcomes.
• Works with and alongside more senior data scientists and statisticians to build robust models
• Models and frames business scenarios that are meaningful and which impact on critical business
processes and/or decisions.
• Identifies what data is available and relevant, including internal and external data sources, leveraging
new data collection processes such as smart meters and geo-location information or social media.
• Collaborates with subject matter experts to select the relevant sources of information for new, tough
problems
• Makes strategic recommendations on data collection, integration and retention requirements
incorporating business requirements and knowledge of best practices.
• Validates analysis using scenario modeling
• Defines the validity of the information, how long the information is meaningful, and what other
information it is related to.
• Works with internal data stewards to ensure that the information used is in compliance with
regulatory and security policies.
• Qualifies where information can be stored or what information, external to the organization, may be
used in support of the use case.
• Develops usage and access control policies and systems in collaboration with the data steward.
• Partners with the data stewards in continuous improvement processes impacting data quality in the
context of the specific use case.
• Recommends on-going improvements to methods and algorithms that lead to findings, including
new information
• Presents and depicts the rationale of their findings in easy to understand terms for relevant
stakeholders
• Educates their organization both from IT and the business perspectives on new approaches, such as
testing hypotheses and statistical validation of results.
• Helps the organization understand the principles and the math behind the process to drive
organizational buy-in.
• Provides business metrics for the overall project to show improvements (contribution to the
improvement should be monitored initially and over multiple iterations).
• Demonstrates clarity, accuracy, precision, relevance, depth, breadth, logic, significance, and fairness
• Leads the design and deployment of enhancements and fixes to systems as needed.

• Software development tools and dev. ops tools including language specific IDE’s, GIT, etc.
(continued)

Appendices
3.3 D
Knowledge Data Scientists should have knowledge of:

• Data, statistics, and big data concepts that relate to data analysis
• Current and emerging data analysis & statistics technologies
• Various architectures including distributed architectures
• Software development methodologies relating to analysis
with
knowledge for how this data is incorporated for system and application use.
• The ability to identify relevant sources of data needed to assess the quality of information & draw
• Statistical & analytical tools, techniques and concepts
data
Skills Data Scientists should have skills in the following categories:

Technical
• Statistical, pattern recognition skills
• Understanding of data concepts
• Experimental design, set-up, and modelling
Contextual
analytics
projects
• Strategic thinking
(continued)

Appendices
3.3 D
(cont.)
Personal Attributes A Data Scientist should have the following personal attributes:
• Research skills
Abilities A Data Scientist should have the following abilities:

Work Values Individuals who are effective as Data Scientists are:

Work Styles Data Scientists would have the following work styles:
• Collaborative
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
(continued)

Appendices
3.3 D
A Data Scientist would have the following essential skills profile:

• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making
Physical Aspects Data Scientists work extensively in an office environment (sitting for long periods, repetitive computer
and telephone use). However, Data Scientists may also be required to travel to satisfy the position
function. Typically there is no heavy lifting, bending, or stooping required; however, this is determined
by the needs of the organization.
Attitudes Data Scientists should have very advanced interpersonal skills – be persuasive, empathetic, able to
Data Scientists work with diverse multicultural workforces.

Essential Skills
position very well.

Appendices
3.4 E
nterprise Data Architect – Data Science & Analytics
Enterprise data architects apply architecture principles and practices to IT and business problems in order
to guide organizations through the business, information, process, and technology changes necessary to
execute their strategies. Enterprise data architecture involves enterprise analysis, design, planning, and
implementation, using a holistic approach at all times, for the successful development and execution of
strategy. These practices utilize the various aspects of an enterprise to identify, motivate, and achieve
these changes. An Enterprise Data Architect is a person responsible for performing this complex analysis
of business or technology structure and processes with the goal of drawing conclusions from the
information collected so that a solution can be developed. They also create schematic documents used to
solve problems and communicate those documents widely throughout their organizations.
Position Development Advancement to management level positions is possible through progressively responsible leadership

Training Enterprise Data Architects require on-the-job training; however, typically organizations require that the
Related Work Experience Individuals may have experience in any of the methodologies and techniques used as an Enterprise
Data Architect. Often this experience may be augmented by specific industry experience using industry
or use case specific tools (e.g. Cloud data tools).
Tasks • Communicate the benefits of various architectural approaches or designs to both business and
engineering audiences
• Present solutions to a variety of audiences, including large audiences, top executives, business and
technical leaders
• Seek and find solutions to a wide range of business and technology problems
• Seek standardized solutions for problems where available
• Find solutions across a wide range of technologies and business domains
(continued)

Appendices
3.4 E
nterprise Data Architect – Data Science & Analytics (continued)

• Architecture diagram tools
• Software development tools and dev. ops tools including language specific IDE’s, GIT, etc.
Knowledge Enterprise Data Architects should have knowledge of:
• The organization, structure, and relationship between the various systems existing within an
organization as well as the organization’s overall structure and function
• Architectural relationships between key information technology components and best practices
in Enterprise Data Architecture frameworks/perspectives for the specific businesses that they are
working in
• Familiarity with technology frameworks that are relevant for their various industries
• Hardware, software, application and systems engineering best practices and goals
• Relevant organizational concepts, processes, technologies and workflow for purposes of analysis,
design, development and implementation of a data science & analytics driven information system
• Basic organizational terminology as well as commonly used abbreviations and acronyms
• Commonly used formats, structures and methods for recording and communicating data within a
specific organization, as well as an understanding on how these are incorporated into system and
application use within the particular business
• Appropriate informatics standards and enterprise models which enable system interoperability (e.g.,
terminology, data structure, system to system communication, privacy, security, safety)
• Financial modeling as it pertains to IT investment
• IT governance and operations
• Policies and principles for the management of analytics data and information
• Data, information and workflow models that can be used to model information technology solutions
• The ability to identify relevant sources of data and information to assess quality of information and
draw appropriate conclusions
• Knowledge on the best practices for visualizing and presentation data and information that is
effective for users
• Knowledge of indicators and metrics for organizational delivery & systems management
(continued)

Appendices
3.4 E
(cont.)
Skills An Enterprise Data Architect should have skills in the following categories:
Technical
• The ability to understand the big picture within an organization and the relationship between
domains and components within it
• Systems thinking - the ability to see how parts interact with the whole (big picture thinking)
• Comprehensive knowledge of hardware, software, application, and systems engineering
• Knowledge of financial modeling as it pertains to IT investment
• Ability to adopt a successful customer service orientation that applies to various stakeholders
• Time management and prioritization skills
• Systems & engineering thinking
• Emotional intelligence
Contextual
• Understanding of the business for which the Enterprise Data Architecture is being developed (see
above regarding various health care organizations)
• Knowledge of IT governance and operations
Personal Attributes An Enterprise Data Architect should have the following personal attributes:
• Research skills
(continued)

Appendices
3.4 E
(cont.)
Abilities An Enterprise Data Architect should have the following abilities:

• Ability to communicate the benefits of architectural approaches simply and clearly
• Ability to communicate with top executives, business management, IT  management, solution
• Ability to present appropriately to a variety of audiences, including large  audiences, top executives,
have budget, time or operational constraints.
Work Values Individuals who are effective as Enterprise Data Architects are:
Work Styles An Enterprise Data Architect would have the following work styles:
• Collaborative
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
(continued)

Appendices
3.4 E
An Enterprise Data Architect would have the following essential skills profile:
• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making
Physical Aspects Enterprise Data Architects work extensively in an office environment (sitting for long periods, repetitive
computer and telephone use). However, Enterprise Data Architects may also be required to travel to
satisfy the position function. Typically there is no heavy lifting, bending, or stooping required; however,
this is determined by the needs of the organization.
Attitudes Enterprise Data Architects should have very advanced interpersonal skills – be persuasive, empathetic,
able to handle pressure, creative, have a sense of urgency, and attention to detail. Enterprise Data
Architects must exhibit leadership, people management skills, advanced negotiation skills, advanced
conflict resolution skills, and organizational and planning abilities. Adaptability and flexibility are
important, as Enterprise Data Architects work with diverse multicultural workforces.

Essential Skills
position very well.

Appendices
3.5 P
roject Manager, Data Science & Analytics
The Project Manager, Data Science & Analytics manages all stages of the delivery of data science &
analytics programs. The Project Manager, Data Science & Analytics is responsible for ensuring that
deliverables are presented on time, on budget, on scope and to standards of the organization in terms of
methodology, documentation, and quality. This occupation involves developing and executing activities
related to end-to-end project management across multiple functional projects involved with a business
program, including project plans and estimates, scoping and requirements, through implementation
and deployment. In this role, the Project Manager, Data Science & Analytics will be responsible for
coordinating the work of team members by developing work plans, facilitating communication, and
determining next steps for completing a data science prototype. The Project Manager, Data Science
& Analytics will then be responsible for facilitating the conversation with various teams, including
engineering teams, and turning a prototype into a completed product to put in the hands of internal
users or external clients. In general, the Project Manager, Data Science & Analytics oversees the planning,
implementation, and tracking of a specific short/long-term project that has a beginning, an end and
specified deliverables. He/she is the bridging gap between the production team and client and also
ensures that the appropriate governance ensuring that all stakeholders are properly involved.
Education Post secondary education is preferred, usually a Bachelor’s degree in a business, computing or
engineering field. Project Managers often have masters degrees, such as a Masters in Business
Administration (MBA). A professional designation Project Management Professional (PMP) is often
considered an asset, though its value varies between businesses.
Training Project Managers require on-the-job experience; however, typically organizations require that the
courses and programs. To help develop their skills, Project Managers may take project management
training courses and programs to learn additional tools and techniques.
Related Work Experience Individuals may have experience in any of the techniques used in Project Management including current
development methodologies such as Waterfall, Agile or Scrum.
Tasks • Manage multiple inter-related projects

• Engage with stakeholders
• Create update, and track budgets, project plans, estimates, schedules and resource plans
• Monitor and control project
• Risk, issue and financial tracking
• Manage change management processes within project
• Manage day to day activities for project team
• Provide status reports to steering committees and sponsors
(continued)

Appendices
3.5 P
roject Manager, Data Science & Analytics (continued)

• Project Management software
• Issue management software (development)
• Governance Frameworks
• Office productivity and project management software
Knowledge A Project Manager, Data Science & Analytics, should have knowledge of:
• Planning tasks and activities
• Engaging with stakeholders
• Change Management
• Software development best practices (SD Lifecycle)
• Business analysis processes, information and content flow
• Data, statistics, and big data concepts that relate to data analysis, data engineering, and experimental
design
with
data
(continued)

Appendices
3.5 P
(cont.)
Skills A Project Manager, Data Science & Analytics, should have skills in the following categories:
Technical
• Thorough knowledge and demonstrable experience of Project Management disciplines including
- Ability to manage multiple inter-related projects and determine sensitivity and impact of events
- Project planning: estimating, scheduling, resourcing
- Project tracking and control including financial tracking
- Risk & issue management
• Knowledge of and experience in Change Management
• Knowledge of and experience in all aspects of systems management including SDLC, SM disciplines &
governance
• Overall knowledge of Business Analysis, including a general understanding of processes, information
content/flow etc.
• Some knowledge and experience of current development methodologies such as Waterfall, Agile or
Scrum
Contextual
• People management skills – effective supervision and performance management
• Knowledge and understanding of the operation of organizations, various stakeholders, and policy
• Political sensitivity, ability to read issues concerns, and agendas of various stakeholders
• Knowledge of and experience in managing projects, programs and teams
• Some knowledge and understanding relating to financial management and budgeting
• Some knowledge and understanding relating to procurement and contract negotiations - experience
with stakeholder negotiations, contract terms, legal terms and conditions, etc.
• Understanding of the stakeholders involved in analytics and technology, including funders,
government, vendors, etc.
Personal Attributes A Project Manager should have the following personal attributes:
• Forge relationships with their organization’s upper management 
• Engage other key stakeholders 
• Ensure proper level of support for the program 
• Deal with specific issues
• Research skills
(continued)

Appendices
3.5 P
(cont.)
Abilities A Project Manager, Data Science & Analytics, should have the following abilities:
• Leadership skills, including ability:
- To keep the project team members engaged
- To keep all other stakeholders engaged
- To motivate and inspire project team
- To display personal courage and conviction – for example to stop a  project if the conditions for
success are not present or if business conditions change.
• Effective communication skills, both oral and written, including so as to have the ability
- To communicate the overall vision to senior management and an audience of stakeholders,  
- To frame their messaging, so as to emphasize issues and contingency plans clearly 
- To communicate relevant project information to internal and external stakeholders.
• Ability to identify opportunities for improvement and makes constructive suggestions for positive
change
• Ability to explain complex concepts to lay persons
Work Values Individuals who are effective as Project Managers are:

• Can lead teams that are often multi-disciplinary
Work Styles Project Managers should have the following work styles:
• Detail oriented
• Cooperative
• Stress tolerant
• Initiative
• Independent
• Integrity
• Multi-tasking
• Organised
(continued)

Appendices
3.5 P
A Project Manager would have the following essential skills profile:

• Reading text
• Document use
• Writing skills
• Numeracy
• Thinking Skills
• Problem Solving
• Decision Making
Physical Aspects Project Managers work extensively in an office environment (sitting for long periods, repetitive
computer and telephone use). However, Project Managers may also be required to travel to satisfy the
position function. Typically there is no heavy lifting, bending, or stooping required; however, this is
determined by the needs of the organization.
Attitudes Project Managers should have very advanced interpersonal skills – be persuasive, empathetic, able to
handle pressure, creative, have a sense of urgency, and attention to detail. Project Managers must
exhibit leadership, people management skills, advanced negotiation skills, advanced conflict resolution
skills, and organizational and planning abilities. Adaptability and flexibility are important, as Project
Managers work with diverse multicultural workforces.

Essential Skills
position very well.

Appendices
4.0 BTM Digital Security

4.1 D
igital Security Manager/Officer
Security Manager/Officers lead a multidisciplinary team of IT and business professionals, who maintain
security, develop and deploy systems that are secure and resilient when attacked. Manage vendors and
negotiate contracts and build relationships with stakeholders.
Position Development Advancement to Senior Security Director level positions is possible through increase in project scope
and size of team and increase in business and technology domain knowledge. Increased responsibility
in leadership positions and management experience.
The career path will be determined by the size, type, geographic scope, culture, and organizational
structure of the firm offering employment.
Education Completion of post-secondary school in any of the following areas: computer science, business
administration, commerce or engineering, business technology management, legal, finance.
Training Security Manager/Officer may require several years of on-the-job training, management experience but
typically organizations require that the individual will already have the mandatory skills, knowledge,
work related experience, and/or training.
Related Work Experience Security Manager/Officers may require ten years of experience information or business technology or
business administration. At least two year of security related experience.
Tasks • Plan, organize, direct, manage the activities related to security domain
• Review and approve security policies and procedures
• Work with other departments and senior management to provide security services and advice
• Collaborate with staff, other departments, senior management, decision makers, and other
professionals / associates (external to the organization) to share / provide information (as
appropriate), problem solve, and to clarify management objectives
• Consult with users, management, vendors, technicians, and other professionals to discuss and assess
business technology security system requirements, specifications, costs and timelines
• Review and / or implement security project plans
• Identify and articulate potential projects to deliver changes and improvements to business system
security
• Produce analytics and metrics for business technology systems
• Establish key performance indicators, monitor on-going performance, and improve performance
against set security goals
• Develop and deliver presentations
• Manage contractor and subcontractor activities, develop performance specifications, and evaluate
proposals to assess project feasibility and requirements
• Control the budget and expenditures of the department or project
• Stays informed of advancements in security, privacy, and data protection and applies this knowledge
within the organization to improve security processes
• Direct the hiring, training, supervision, mentoring, coaching, and performance evaluations of direct
reporting staff
(continued)

Appendices
4.1 D
igital Security Manager/Officer (continued)
Security Software and general Computer Software and Hardware and Business Technology Solutions
(e.g., websites, mobile applications, content management systems, collaborative technologies, security
administration tools, databases, database user interface and query, electronic mail, word processing,
spreadsheet, and presentation, desk top and server software components.
Knowledge Security Manager/Officers should have in depth knowledge of business domain, security and
privacy and data protection standards and best practices, systems hardware, software, electronics,
telecommunications, administration and management. English language (and other languages as
applicable), legal, privacy, risk, and compliance, human resources, and project management. Technical
knowledge and experience of network-related system components and system administration.
Skills Security Manager/Officer should have the following skill sets: negotiation, persuasiveness, interpersonal
skills, political acumen, analytical, reading comprehension, active listening, critical thinking, complex
problem solving, writing, coordination, speaking, judgment and decision making, social perceptiveness,
service orientation, financial, communication, and time management.
Personal Attributes
Abilities T he following abilities are important to the role of Security Manager/Officer: organizational
awareness, political acumen, analytical, critical thinking, process and policy driven, inductive and
deductive reasoning, problem sensitivity, prioritization, oral expression and comprehension, written
comprehension and expression.
Work Values Individuals who will succeed in this position:

• lead by example and offer supportive management
• seek and incorporate input from others;
• empower employees to work independently; and
• encourage employees to use their strongest abilities and promote achievement and accomplishment
Work Styles The following work styles are attributable to a Security Manager/Officer: leadership, integrity,
analytical thinking, dependability, attention to detail, cooperation, persistence, self-control, initiative,
innovation, concern for others, and adaptability / flexibility.
Essential Skills are the skills needed for work, learning and life. They provide the foundation for
learning all other skills and enable people to evolve with their jobs and adapt to workplace change.
For more detailed essential skills profiles please refer to the ESDC website: http://www.esdc.gc.ca/
eng/jobs/les/index.shtml. The Employment and Social Development Canada (ESDC) Essential Skills
Profiles focused on occupations requiring a secondary school diploma or less and on-the-job training.
As such a formal Essential Skills Profile for the occupation of Security Manager/Officer has not yet
been created by ESDC. The following section contains essential skills information identified in existing
occupational standards and classified using the nine Essential Skills categories. Note that the content is
not associated with ESDC and the Essential Skills Profiles.

Appendices
4.2 Digital Security Auditor
Security Auditors plan, execute, and lead Information systems audits. They inspect and evaluate corporate
systems, processes, procedures and security controls; produce reports to document audit results, and
make recommendations to address security gaps.
Position Development Advancement to Security Officer/Manager level positions is possible through increased business domain
knowledge and increased responsibility in leadership positions and management experience.
administration, commerce or engineering, business technology management, legal, finance.
Training Security Auditor may require several years of on-the-job training, management training and consulting
experience but typically organizations require that the individual will already have the mandatory skills,
knowledge, work related experience, and/or training.
Related Work Experience Security Auditors may require seven years of experience information or business technology. Three
years of experience in security related discipline.
Tasks • Examine systems, policies and procedures and access controls

• Interviews system administrators, business users, stakeholders, and business leaders to determine
compliance with system access.
• Evaluate compliance with operational procedures around privacy protection
• Examine and audit security attributes for business systems and determine compliance
• Document observation and draft recommendations for business management and approval
• Provide audit report to business management and business system managers
(e.g., websites, mobile applications, content management systems, collaborative technologies, security
administration tools, databases, database user interface and query, electronic mail, word processing,
spreadsheet, and presentation, desk top and server software components.
(continued)

Appendices
4.2 Digital Security Auditor (continued)
Knowledge Security Auditors should have in depth knowledge of at least two business domains, security and
privacy and data protection standards and best practices, systems hardware, software, electronics,
telecommunications. English language (and other languages as applicable), legal, privacy, risk, and
compliance, human resources, and project management. Technical knowledge and experience of
network-related system components and system administration.
Skills Security Auditor should have the following skill sets: interpersonal skills, political acumen, analytical,
reading comprehension, active listening, critical thinking, writing, coordination, speaking,
judgment and decision making, social perceptiveness, service orientation, communication, and time
management.
Personal Attributes
Abilities T he following abilities are important to the role of Security Auditor: organizational awareness, political
acumen, analytical, critical thinking, process and policy driven, inductive and deductive reasoning,
prioritization, oral expression and comprehension, written comprehension and expression.

• Detailed oriented
• Ability to identify issues and patterns
• Ability to interact with diverse stakeholders
• Ability to deal with ambiguity and complexity
Work Styles The following work styles are attributable to a Security Auditor: analytical thinking, independent,
persistent, and ability to meet deadlines.
learning all other skills and enable people to evolve with their jobs and adapt to workplace change. For
more detailed essential skills profiles please refer to the ESDC website: http://www.esdc.gc.ca/eng/
jobs/les/index.shtml. The Employment and Social Development Canada (ESDC) Essential Skills Profiles
focused on occupations requiring a secondary school diploma or less and on-the-job training. As such a
formal Essential Skills Profile for the occupation of Security Auditor has not yet been created by ESDC.
The following section contains essential skills information identified in existing occupational standards
and classified using the nine Essential Skills categories. Note that the content is not associated with
ESDC and the Essential Skills Profiles.

Appendices
4.3 Digital Security Consultant
Security Consultants assess the business requirements and provide a plan to address the security issues.
Provide security advice and recommendations around information security, privacy, compliance, risks, data
protection, and business solutions security.
Position Development Advancement to Security Auditor or Security Officer level positions is possible through increased
business domain knowledge and increased responsibility in leadership positions and management
experience. The career path will be determined by the size, type, geographic scope, culture, and
organizational structure of the firm offering employment.
administration, commerce or engineering, business technology management, legal.
Training Security Consultant may require several years of on-the-job training, management training and
consulting experience but typically organizations require that the individual will already have the
mandatory skills, knowledge, work related experience, and/or training.
Related Work Experience Security Consultants may require five years of experience information or business technology. Two years
of experience in security related discipline.
Tasks • Interviews stakeholders to determine the scope of the work.

• Draft statement of work
• Lead and implement security attributes for business systems
• Conduct privacy assessments
• Write recommendations for security related processes, procedures, and systems.
• Deal with security incidents by evaluating causes and course of action
• Perform root cause analysis
• Conduct penetration testing and produce result reports
(e.g., websites, mobile applications, Cloud, content management systems, collaborative technologies,
security administration tools, databases, database user interface and query, electronic mail, word
processing, spreadsheet, and presentation, desk top and server software components.
(continued)

Appendices
4.3 Digital Security Consultant (continued)
Knowledge Security Consultants should have in depth knowledge of at least one business domain, security and
privacy standards and best practices, systems hardware, software, electronics, telecommunications.
English language (and other languages as applicable), legal, privacy, risk, and compliance, human
resources, and project management. Technical knowledge and experience of network-related system
components and system administration.
Skills Security Consultant should have the following skill sets: interpersonal skills, analytical, reading
comprehension, active listening, critical thinking, complex problem solving, writing, coordination,
speaking, judgment and decision making, social perceptiveness, service orientation, communication,
and time management.
Personal Attributes
Abilities T he following abilities are important to the role of Security Consultant: problem sensitivity, planning
and organizational, political acumen, analytical, critical thinking, outside the box thinking, adaptability,
flexibility, inductive and deductive reasoning, prioritization, oral expression and comprehension, written
comprehension and expression.

• Collaborate with diverse stakeholders
• Consensus building
• Ability to deal with ambiguity and complexity
Work Styles The following work styles are attributable to a Security Consultant: relationship building, analytical
thinking, cooperation, collaboration, and adaptability / flexibility, ability to meet deadlines.
learning all other skills and enable people to evolve with their jobs and adapt to workplace change.
For more detailed essential skills profiles please refer to the ESDC website: http://www.esdc.gc.ca/
eng/jobs/les/index.shtml. The Employment and Social Development Canada (ESDC) Essential Skills
Profiles focused on occupations requiring a secondary school diploma or less and on-the-job training.
As such a formal Essential Skills Profile for the occupation of Security Consultant has not yet been
created by ESDC. The following section contains essential skills information identified in existing
occupational standards and classified using the nine Essential Skills categories. Note that the content is
not associated with ESDC and the Essential Skills Profiles.

Appendices
4.4 D
igital Security Analyst
Security Analysts write and document security requirements based on the domain of the business and the
technology that will be used in the solution. Provide operational support for a variety of security services
and platforms and write policies and business processes to administration and maintain the security
integrity of the system. Provide monitoring, analysis and response for security incidents. Research, plan
and execute counter-tactics to address the latest security vulnerabilities, advisories and incidents effecting
enterprise solutions and systems.
Position Development Advancement to security Auditor or security Consultant level positions is possible through increased
knowledge in business or technology domain and increased responsibility in leadership positions and
consulting experience.
administration, commerce or engineering, business technology management.
Training Security Analyst may require several years of on-the-job training but typically organizations require
that the individual will already have the mandatory skills, knowledge, work related experience, and/or
training.
Related Work Experience Security Analysts may require two years of experience information or business technology.
Tasks • Interview the business and technology team to understand their requirements
• Review business requirements
• Review the technical solution
• Create or recommend modifying operational procedures
• Document administration requirements including authorization and authentication
• Collaborate with legal and compliance to ensure the solution will meet legal, privacy, and compliance
requirements.
Computer Software and Hardware and Business Technology Solutions (e.g., websites, mobile
applications, content management systems, collaborative technologies, security administration tools,
databases, database user interface and query, electronic mail, word processing, spreadsheet, and
presentation, desk top and server software components.
(continued)

Appendices
4.4 D
igital Security Analyst (continued)
Knowledge Security Analysts should have in depth knowledge of security concepts and best practices, systems
hardware, software, electronics, and telecommunications. English language (and other languages as
applicable), legal, privacy, risk, and compliance, and project management. Technical knowledge and
experience of network-related system components and system administration.
Skills Security Analyst should have the following skill sets: analytical, reading comprehension, active listening,
critical thinking, complex problem solving, writing, coordination, speaking, judgment and decision
making, social perceptiveness, service orientation, communication, and time management.
Personal Attributes
Abilities The following abilities are important to the role of Security Analyst: analytical, critical thinking,
outside the box thinking, adaptability, flexibility, inductive and deductive reasoning, prioritization, oral
expression and comprehension, written comprehension and expression.

• Collaborate with diverse stakeholders
• Consensus building
• Detailed oriented and thorough;
• Process oriented;
• Ability to deal with complexity
Work Styles The following work styles are attributable to a Security Analyst: analytical thinking, dependability,
attention to detail, cooperation, collaboration, and adaptability / flexibility.
jobs/les/index.shtml. The Employment and Social Development Canada (ESDC) Essential Skills Profiles
focused on occupations requiring a secondary school diploma or less and on-the-job training. As such
a formal Essential Skills Profile for the occupation of Security Analyst has not yet been created by ESDC.

Appendices
5.0 B
TM Entrepreneurship
5.1 Agile Transformation Coach
The Agile Transformation Coach’s main role is to lead/initiate the adoption and execution of the Agile
project management framework across the organization, focusing mainly on SCRUM and KanBan. In
order for successful adoptions, the Agile Transformation Coach also have to use innovative ways to
transform the organization’s current waterfall project management methods/frameworks/guidelines
into agile or hybrid methods while making sure all project managers, sponsors, and other stakeholders’
concerns are addressed and satisfied.
Position Development Advancement to executive management level positions is possible through progressively responsible
leadership positions and management experience. The career path will be determined by the size, type,
Education Completion of post-secondary school in any of the following areas: business administration, computer
science, commerce or engineering. Additional industry training will be required for this position. Also,
some positions may require industry certifications in Agile Project Management as well.
Training The Agile Transformation Coach may require on-the-job training and some project management
training, but typically organizations require that the individual will already have the mandatory skills,
knowledge, work- related experience, and/or training.
Agile Project Management certifications such as Agile Certified Practitioner (ACP) from PMI (https://
www.pmi.org/certification/agile-management-acp.aspx ) may be preferred by certain roles.
Certified Scrum Master (CSM) from Scrum Alliance (https://www.scrumalliance.org/certifications/
practitioners/certified-scrummaster-csm) may be preferred by certain roles.
Related Work Experience The Agile Transformation Coach may require several years of experience in Agile project management,
Waterfall project management, Process Improvement, conducting training sessions, focus groups and
leading agile projects. Additionally, the agile coach also requires experience with training and dealing
with stakeholders and management, including designing and creating training sessions, facilitating
training sessions, having experience communicating with senior management and such.
(continued)

Appendices
5.1 Agile Transformation Coach (continued)
(cont.)
Tasks • Coach project teams and departmental teams on lean and agile methods/practices
• Consult the business and stakeholders to remove barriers and change processes to facilitate the
delivery of more agile, innovative solutions
• Present to executives on innovation across projects by illustrating how adoption of agile is helping to
achieve greater results
• Coaching product owners/business sponsors, partners and stakeholders adopt and enact scrum in
their lines of business
• Analyze and compare adoption of agile practices across projects – for example, effectiveness of
stand-ups, sprint planning and retrospective meetings
• Facilitate collaborative workshops for all initiatives on roadmap planning, scoping, and estimations
• Persuade and influence adoption of agile practices working with the executive team
• Communicate effectively across diverse audiences, departments and levels acting as an advocate of
the Agile methodology
• Build a collaborative, trusting, and safe environment throughout the Agile organizational structure,
where open communication helps surface issues for faster resolution, problems, retrospectives,
creativity are shared openly
• Strong proficiency in Microsoft Office Suite, emphasis on Word, Excel, and PowerPoint
• Microsoft Visio, Auto-CAD and other mapping/visual tools for technical presentations, processes, and
flow-charts
• Microsoft project, JIRA, KANBAN or equivalent tools for tracking projects and progress
• Office communicator tools for quick messages
• Skype for Business, WebEx, and other communication tools for hosting and facilitating virtual
meetings
• Microsoft outlook or equivalent tools for emails
• Personal digital assistants or organizers to plan, manage, and schedule tasks within the day
Knowledge An Agile Transformation Coach needs to have in-depth knowledge of the agile project management
methodology. He/she must then use that knowledge to go assist other departments in transforming
their project management methods to agile instead of the traditional waterfall. In doing so, the
Agile Transformation Coach would have to innovate and to come up with new processes, tools, and
frameworks to successfully get that organization’s buy-in/adoption of the agile practice.
The Agile Transformation Coach should also be very knowledgeable in the areas of business processes,
waterfall project management, agile project management, swim-lane diagrams, continuous process
improvement, Lean Project Management, Business Cases, System development life cycle, software
development life cycle, customer experience, and technical processes and architectures (if project is
more technical).
(continued)

Appendices
(cont.)
Skills An Agile Transformation Coach should have the following skill sets:
Understanding project management frameworks, project management cost and schedule, facilitating
focus groups, hosting training sessions, conflict management, stakeholder analysis, handling pressure
under deadline, business casing, critical-thinking, reading comprehension, active listening, complex
problem solving, writing, coordination, speaking, judgment and decision making, social perceptiveness,
service orientation, analytical, team and time management.
Personal Attributes
Abilities • Ability to analyze current projects and convert it to an agile project that can save potential costs or
complete project faster
• Ability to convey the various benefits of agile vs waterfall and explain why the specific business unit
should adopt agile
• Ability to host workshops and group sessions to educate project teams/units to discuss agile
adoptions and benefits
• Ability to use charts, graphs, and statistics to make the case that agile is better than waterfall for the
specific business unit
• Ability to identify key areas of improvement in a department
• Ability to understand both the technical and business challenges this organization/department is
facing
• Ability to work with virtual teams located across different regions and cultures
• Ability to think and respond quickly, adjusting project tasks and end dates in response to unplanned
changes in the company
• Ability and willing to seek and incorporate input from others in order to develop collaborative
solutions for the various strategic initiatives.

• Understanding the benefits of agile methodology in the various department/organization
• Talking to decision makers and managers about adopting the agile project management method in
their department
• Coming up with new agile initiatives/projects to introduce to the various departments that are not yet
using agile
• Lead by example and offer supportive management
• Seek and incorporate ideas and inputs from other teams
• Encourage team to use their strongest ability and promote achievement and accomplishment
Work Styles The following work styles are attributable to an Agile Transformation Coach: Visionary, leadership,
high integrity, patient, analytical thinking, driven, dependable, attention to detail, cooperation,
persistence, self-control, self-starter, take initiative, innovative, concern for others, and adaptability/
flexibility.
(continued)

Appendices
jobs/les/index.shtml. The Employment and Social Development Canada (ESDC) Essential
Skills Profiles focused on occupations requiring a secondary school diploma or less and on-the-job
training. As such a formal Essential Skills Profile for the occupation of Computer & Information Systems
Manager has no yet been created by ESDC.
Reading text • Read text in both print and non-print media; text contained in notes, letters, memos, e-mails,
manuals, specifications, books, reports, charts, tables and graphs, etc.
• Must be able to read and interpret dense and complex texts, trade magazines, newsletters and
periodicals, accounting and financial statements, trade terms and international standards
Document use • Documents produced and/or used may include graphs, charts, lists, tables, schematics, drawings,
schedules, labels, warning signs, information signs, etcetera, in both print and non-print media
• Must be able to read simple to complex documents in which considerable inferences may be required
• Must be able to read/interpret, and write/complete/produce documents
•M ust be able to create and / or obtain information from tables, schedules, flowcharts, schematics, etc.
• Specialized knowledge of the content of the document may be required; multiple pieces of
information from multiple sources are synthesized; the quality of information may be evaluated for
accuracy and omissions
Writing skills • Write on a variety of topics including documentations for new projects, writing down notes derived
from the focus group/training session, creating and filling in process maps and flow charts, drafting
emails, proposals, and business cases to be submitted along with new project conversion from
waterfall to Agile
Numeracy • Apply financial math/money math

• Apply scheduling, budgeting and accounting math
• Apply measurement and calculation math
• Apply data analysis math
• Utilize numerical estimation
Oral Communication • Provide clear and concise direction and instructions to the various teams and departments
• Professional communications with clients, staff, and colleagues using a variety of communications
devices and media
• Exchange information and feedback with senior management
• Interview potential staff members during the recruitment process
• Create presentations and present to senior management
(continued)

Appendices
Thinking Skills
Problem Solving • Ability to respond and resolve conflicts from individuals who may not yet be convinced of agile
practices
• Ability to persuade individuals that Agile is better for their department/projects than the traditional
waterfall “old approach”
• Ability to educate front-line developers, managers, and senior leaders in the ways of agile
methodology.
• Ability to think and respond quickly, and adjust schedules and training sessions in response to
unplanned events
• Ability and willingness to seek and incorporate input from others in order to develop collaborative
solutions
• Identify the factors causing the product to not do as well as intended using problem-solving and
critical thinking methods
Decision Making • Make decision on which department is the agile methodology better for and which are not
• Make decision on if agile should be adopted in projects that have already started and are mid-flight
• Make decisions in a changing work environment, with market, economic, social, and political
environments taken into account.
• Make decisions regarding which problems are of higher priority and which solutions are attainable in
the short-term
• Make decisions on which partners to work with (internal and external)
Job Task Planning and Agile Transformation Coaches are collaborative when making decisions on various strategic projects
Organizing and initiatives. Agile Transformation Coaches will need to make adjustments for frequent interruptions
and changing priorities.
Finding Information
Significant Use of Memory Agile Transformation Coaches must remember the corporate values and departmental objectives, the
key stakeholders for each project, organizational priorities, privacy and security laws and regulations,
and applicable product or industry related laws and regulations.
• Obtain information collected from speaking to front-line workers and managers
• Obtain information collected from project reports and departmental and sales trends
• Obtain market trend information from the marketing team
Working with Others Agile Transformation Coaches educates project teams and often work with different departments to
come up with new project frameworks. Agile Transformation Coaches provide encouragement and
support to team members, and assist them in achieving their personal work objectives for the project
and provide recognition when objectives have been achieved.
Agile Transformation Coaches must have the capacity to build relationships both internally and
externally to an organization and manage diverse multicultural workforces across countries.
Continuous Learning Enhanced learning may be acquired as part of regular work activity, through reading or other forms of
self-study, or through off-site training. Ongoing learning occurs through participation in professional
organizations, seminars, formal courses, conferences, and trade shows. In addition, skills are upgraded
by attending conferences liaising with industry associations, and by taking classes through educational
institutions.
(continued)

Appendices
Physical Aspects Agile Transformation Coaches work extensively in an office environment (sitting for long periods,
repetitive computer and email use). However, Agile Transformation Coaches may also be required to
travel to different locations to meet with different teams if necessary. Typically, there is no heavy lifting,
bending, or stooping required; however, this is determined by the needs of the organization and the
project.
Attitudes Agile Transformation Coaches should have very advanced interpersonal skills –persuasive, empathetic,
able to handle pressure, creative, have a sense of urgency, and attention to detail. They must possess
these soft skills in order to generate buy-in for their assistance in process improvement across
departments.
Agile Transformation Coaches must also exhibit leadership, people management skills, advanced
negotiation skills, advanced conflict resolution skills, and organizational and planning abilities.
Adaptability and flexibility are important, as Agile Transformation Coaches work with diverse
multicultural workforces and virtual teams across different countries.

Essential Skills
saving opportunities.

Appendices
5.2 Innovation Consultant
The Innovation Consultant’s main role is to provide a senior level project management and team
facilitation support to strategic initiatives and improvement of projects within the company. The
Innovation Consultant will be skilled in the area of process improvement and will provide key insights
into developing these strategic initiatives projects so they would be completed quicker and with more
certainty.
Education Completion of post-secondary school in any of the following areas: business administration, commerce
or engineering. Although not standardized, some companies require the successful candidate to also
hold an MBA, a Project Management Professional (PMP), or a Lean Six-Sigma designation as well.
Training The Strategic Innovation Manager may require on-the-job training and some project management
designations such as a PMP, Lean Six-Sigma, or a MBA. Typically, organizations require that the
individual will already have the mandatory skills, knowledge, work- related experience, and/or training.
A Master of Business Administration (MBA) can be obtained through different universities or equivalent
institutions.
A Project management Professional (PMP) can be obtained from PMI (http://www.pmi.org/Certification/

Project-Management-Professional-PMP.aspx). A Lean Six-Sigma designation can be obtained through
various process improvement institutes online as well.
Related Work Experience Innovation Consultants may require several years of experience in project management, technical
project management, Process Improvement, continuous improvement, consulting, business processes,
business analysis, project review, process flow charts/diagrams.
(continued)

Appendices
5.2 Innovation Consultant (continued)
(cont.)
Tasks • Providing consultative and technical support to managers and analysts through working on projects,
mentorship and in-house education
• Maintain a high level of enterprise competence, coordinate development and assignments as well as
identify, capture and share expertise
• Guide business and engineering teams in helping to integrate and shape new technologies and how
they would fit in the existing business
• Support business units in creating value and novelty with their current products and services
• Deliver keynote presentations and facilitate workshops at major conferences and regional events to
support the rollout of strategic initiatives
• Provide daily focus and innovation towards various strategic initiatives to improve the current state of
the business
• Partner with Relationship Management and Sales leadership to identify strategic relationships for in-
depth consulting support
• Proactively work with operations and vendor managers to identify key relationship opportunities to
target and provide in-depth coaching in order to win new partnerships
• Collaborate closely with senior leadership to implement goals that align with strategy and effectively
utilize the company’s resources to provide innovative solutions, translating strategic goals into
individual measurable goals
• Preparation of detailed analysis of business processes, including client interviews, current flow
validation, and development of automated flow charts detailing process steps, hand-offs and decision
points
• Review deliverables prepared by the project team before delivery to clients (external and internal)
• Skype, WebEx, and other communication tools for meetings
• Microsoft outlook or equivalent email
• Personal digital assistants or organizers
Knowledge An Innovation Consultant should have expert knowledge in all areas of business and operations (sales,
marketing, and operations). He/she must possess the ability to oversee key strategic initiatives within
the company. The Innovation Consultant also must have the ability to provide expertise on large, cross-
departmental strategic projects and initiatives within the company, often assisting the senior program/
project managers.
The Innovation Consultant should also be knowledgeable in the areas of business processes,
continuous process improvement, proposal writing, requirements documentation, Lean Project
Management, Creating Business Cases, optimizing operations, Marketing, Project management,
System development life cycle, Agile methodology, waterfall methodology, customer experience, and
technical processes.
(continued)

Appendices
(cont.)
Skills A Innovation Consultant should have the following skill sets:

Conducting in-depth analysis, opportunity identification, proposal writing, facilitating workshops,
delivering presentation to senior leadership, handling pressure under deadline, business casing, critical-
thinking, reading comprehension, active listening, complex problem solving, writing, coordination,
speaking, judgment and decision making, social perceptiveness, service orientation, analytical, team
management and time management.
Personal Attributes
Abilities • Ability to identify key areas of improvement in a department

• Ability to assist team in a company-wide initiative
• Ability to analyze current processes and develop a better, more efficient process that uses less
resources
facing
• Ability to use data derived from existing operations to come up with new initiatives/projects to offset
the changes (if any)

• Understanding key operations and departments within a company
• Converse to managers and senior leaders to understand what struggles their organizations are facing
and why
• Act as a subject matter experts and sit in on the various products and program meetings
• Participate in governance and other project management steering committees and provide insight/
value to their projects/programs
• Create/Design new initiatives and projects so organization will remain competitive
• Seek ideas and inputs from other teams and offer insightful solutions
• Encourage teams to utilize their strongest ability and promote achievement and accomplishment
Work Styles The following work styles are attributable to a Innovation Consultant:
Visionary, leadership, integrity, analytical thinking,
dependability, attention to detail, cooperation, persistence, self control, self-starter, take initiative,
innovation, concern for others, and adaptability / flexibility.
(continued)

Appendices
training. As such a formal Essential Skills Profile for the occupation of Innovation Consultant has no yet
been created by ESDC.
manuals, specifications, books, reports, proposals, charts, tables and graphs, etc.
Document use • Documents produced and/or used may include graphs, charts, lists, tables, technical schematics,
drawings, schedules, labels, warning signs, information signs, etcetera, in both print and non-print
media
• Must be able to create and/or obtain information from tables, schedules, flowcharts, schematics, etc.
Writing skills • Write on a variety of topics including documentations for a new project/initiative, drafting emails,
proposals, and business cases to be submitted along with new project/initiative

Oral Communication • Provide clear and concise direction and instructions to product team and partnering teams
devices and media
(continued)

Appendices
Thinking Skills
Problem Solving • Ability to respond and resolve product issues in a quick and timely fashion
• Ability to think and respond quickly, and adjust schedules and operating plans in response to
unplanned events
solutions
Decision Making • Make decisions in a changing work environment, with market, economic, social, and political
• Decision are made according to problem identification and the outcome of the business case
the short-term
Job Task Planning and Innovation Consultants are collaborative when making decisions on various strategic projects and
Organizing initiatives. Innovation Consultants need to make adjustments for frequent interruptions and changing
priorities.
Finding Information
Significant Use of Memory Innovation Consultants must remember the corporate values and departmental objectives, the
representatives from each department, the key stakeholders for each project, organizational priorities,
privacy and security laws and regulations, and applicable product or industry related laws and
regulations.
• Obtain information collected from speaking to directors and senior leaders
• Obtain information collected from project reports and departmental operations/sales trends
Working with Others Innovation Consultants lead teams and often work with different departments to come up with new
projects and initiatives. Innovation Consultant provide encouragement and support to team members,
and assist them in achieving their personal work objectives for the project and provide recognition
when objectives have been achieved.
Innovation Consultants must have the capacity to build relationships both internally and externally to
an organization and manage diverse multicultural workforces across countries.
institutions.
(continued)

Appendices
Physical Aspects Innovation Consultants work extensively in an office environment (sitting for long periods, repetitive
computer and email use). However, Innovation Consultants may also be required to travel to different
locations to meet with different teams if necessary. Innovation consultants also have the option of
working from home and work site.
Attitudes Innovation Consultants should have very advanced interpersonal skills –persuasive, empathetic, able
to handle pressure, creative, have a sense of urgency, and attention to detail. They must possess these
soft skills in order to generate buy-in for their assistance in initiatives across departments.
Innovation Consultants must also exhibit leadership, people management skills, advanced negotiation
skills, advanced conflict resolution skills, and organizational and planning abilities. Adaptability and
flexibility are important, as Innovation Consultants work with diverse multicultural workforces and
virtual teams across different countries.

Essential Skills
The ability to speak more than one language, and an awareness of sensitivity to the diversity of

Appendices
5.3 Process Improvement Analyst
The Process Improvement Analyst’s main role is assisting other teams and departments to come up with
new, innovative processes/procedures to improve the company’s operations. The Process Improvement
Analyst’s duties include planning, designing, and implementing improvements in business processes and
practices while at the same time, conducting various team building/group facilitation initiatives to improve
the communications/relationships/skills of that certain team (depending on what the initiatives are).
science, commerce or engineering. Depending on work experience, some companies may also accept
BA or bachelor-equivalent degree (such as communications).
Training Depending on the position, some organizations may require the candidate to have some sort of six-
sigma training (green, black, master-black belt) prior to starting the position. A Six-Sigma designation
can be obtained through various process improvement institutes such as the International Association
for Six Sigma Certification (www.iassc.org). Alternatively, large-scale companies also provide six sigma
in-house training for employees.
The Process Improvement Analyst may require on-the-job training and some process improvement
training, but typically organizations require that the individual will already have the mandatory skills,
knowledge, work- related experience, and/or training.
Related Work Experience The Process Improvement Analyst may require several years of experience in project management,
Process Improvement, facilitating training sessions, focus groups, internal consulting, business
processes, business analysis, requirements gathering, process flow charts/diagrams, swim-lane
diagrams, gap analysis, root-cause analysis.
(continued)

Appendices
5.3 Process Improvement Analyst (continued)
(cont.)
Tasks • Analyze existing investigation processes and policies used by the organization and to come up with
better, innovative improvements
• Use of data mining, data modeling, data analysis, and problem analysis to investigate and propose
innovative solutions to process improvement
• Use Kaizan, Lean/Six Sigma principles to identify savings opportunities within the program,
department, or organization
• Assist in providing process knowledge training to different teams and business units in the
organization
• Provides subject matter expertise in the areas of reporting, data analysis and data models. Create
cost-benefit analyses to justify new projects and programs
• Review current business practices and processes, key performance indicators and customer support
measures to identify and implement on-going process improvements
• Build tools to predict bottle necks, capacity breaches and enable smooth operational flows for
operations and projects
• Identify and communicate process opportunities through process/value stream maps; experience
successfully using Time and Motion Study methods
• Resolve complex business issues by breaking them down into meaningful components to determine
root cause and redesigning internal and external business processes
• Collect data to support and perform analysis, either systemically or by observational methods
• Facilitate discussions with key business stakeholders to generate solution ideas and provide status
updates
• Develop “How to” step-by-step instructions for identified work processes, including identifying the
necessary resources to complete each steps
• Microsoft Visio, Auto-CAD and other mapping/visual tools for processes and flow-charts
• Skype, WebEx, and other communication tools for meetings
Knowledge A Process Improvement Analyst needs to have a firm understanding of the end-to-end operating
activities for the department he/she supports. He/she must then use that knowledge to map out
processes and identify areas of improvements or areas of opportunities either by eliminating processes
(to save costs/effort) or adding processes (to increase value to customers).
The Process Improvement Analyst should also be knowledgeable in the areas of business processes,
swim-lane diagrams, data flow diagrams, entity relationship diagrams, continuous process
improvement, Lean Project Management, Business Cases, operations, marketing, project management,
business cases, System development life cycle, customer experience, and technical processes.
(continued)

Appendices
(cont.)
Skills A Process Improvement Analyst should have the following skill sets:
Conducting in-depth analysis, mapping out bottle-necks, identifying customer pain points, opportunity
identification, delivering presentation to senior leadership, handling pressure under deadline, business
casing, critical-thinking, reading comprehension, active listening, complex problem solving, writing,
coordination, speaking, judgment and decision making, social perceptiveness, service orientation,
analytical, team management and time management.
Personal Attributes
Abilities • Ability to analyze current processes and develop a better, more innovative process that uses less
resources
• Ability to map out current processes and to design the improved future processes
• Ability to host workshops and group sessions for teams to identify processes involved or to discuss
recommended processes going forward
• Ability to use charts and graphs to convey the message across to colleagues from other departments/
backgrounds
• Ability to identify key areas of improvement in a department
facing

• Understanding key operations and departments within a company
• Talking to front-line workers and managers to understand what struggles their departments are
facing and why
• Coming up with new innovative initiatives/projects so the organization will stay and remain
competitive
Work Styles The following work styles are attributable to a Process Improvement Analyst: logical, analytical thinking,
integrity, attention to details, self-starter, dependability, innovative, independent thinker, take initiative,
cooperation, persistence, self-control, innovation, concern for others, and adaptability / flexibility.
(continued)

Appendices
training. As such a formal Essential Skills Profile for the occupation of Process Improvement Analyst has
no yet been created by ESDC.
• Must be able to create and / or obtain information from tables, schedules, flowcharts, schematics,
etc.
Writing skills • Write on a variety of topics including documentations for new initiatives, creating and filling in
process maps and flow charts, drafting emails, proposals, and business cases to be submitted along
with new project/initiatives

devices and media
(continued)

Appendices
Thinking Skills
Problem Solving • Ability to respond and resolve process/quality issues in a quick and timely fashion
• Ability to think outside the box, creating new, innovative proceses and methods to reduce expenses
or to increase revenue
• Identify the factors causing the program to not do as well as intended using problem-solving and
unplanned events
solutions
Decision Making • Make decision on which process to eliminate/add/reinforce and which ones to ignore
• Make decisions in a changing work environment, with market, economic, social, and political
the short-term
Job Task Planning and Process Improvement Analysts are collaborative when working with other departments to identify area
Organizing of opportunities/innovation. Process Improvement Analysts will need to make adjustments for frequent
interruptions and changing priorities.
Finding Information
Significant Use of Memory Process Improvement Analysts must remember the corporate values and departmental objectives, the
key stakeholders for each project, organizational priorities, privacy and security laws and regulations,
• Obtain information collected from speaking to front-line workers and managers
• Obtain information collected from project reports and departmental and sales trends
Working with Others Process Improvement Analysts frequently work with other teams and departments to come up with
new, innovative process improvement initiatives and projects. Process Improvement Analysts provide
encouragement and support to team members, and assist them in achieving their personal work
objectives for the project and provide recognition when objectives have been achieved.
Process Improvement Analysts must have the capacity to build relationships both internally and
institutions.
(continued)

Appendices
Physical Aspects Process Improvement Analysts work extensively in an office environment (sitting for long periods,
repetitive computer and email use). However, Process Improvement Analysts may also be required to
travel to different locations to meet with different teams for projects.
Attitudes Process Improvement Analysts should have very advanced interpersonal skills –persuasive, empathetic,
these soft skills in order to generate buy-in for their assistance in process improvement across
departments.
Process Improvement Analysts must also exhibit the ability to problem-solve, people management
skills, advanced negotiation skills, advanced conflict resolution skills, and organizational and planning
abilities.
Adaptability and flexibility are important, as Process Improvement Analysts work with diverse

Essential Skills

Appendices
5.4 Product Innovation Manager
The Product Innovation Manager’s main role is to work with other departments to successfully bring a
new product to market or to reinvent an existing product for market. The product innovation manager
would usually work in the area of new product introduction (NPI) team and would collaborate with the
marketing, supply chain operations, and product engineering team to define and to refine that company’s
products and to successfully bring it to market.
Education Completion of post-secondary school in any of the following areas: software development, computer
science, business administration, marketing, mathematics, commerce or engineering.
Exceptions also includes other science faculties as well (depending on the product and industry).
Training Product Innovation Manager may require on-the-job training and some project management training,
but typically organizations require that the individual will already have the mandatory skills, knowledge,
work- related experience, and/or training.
Professional designations such as Certified Product Manager (CPM) from AIPMM (http://www.
aipmm.com/html/certification/cpm.php) may be preferred/required for certain positions.
Related Work Experience Product innovation manager may require several years of experience in product road-mapping, project
management, technical project management, create/evaluate business cases, feature management,
requirements gathering, and using competitor analysis and other data available to improve existing
product features and functions.
(continued)

Appendices
5.4 Product Innovation Manager (continued)
(cont.)
Tasks • Build and manage a product roadmap to support organization’s goals and future strategies.
• Participate in the customer discovery process, identifying new customer segments for the current/
existing products
• Evaluate complex systems, design innovative solutions based on analysis, and work with engineering/
production team to implement solutions
• Initiate and prioritize projects within engineering department, assist in determining the best technical
implementation methods, track product development, and develop product launch plans.
• Synthesize and drive product strategy from interactions with business stakeholders, legal, marketing,
PR and other cross-functional teams.
• Define product requirements and provide guidance to business analysts in writing of user stories
• Identify, define and size business case for new product opportunities
• Provide technical support to operations during new product launches by training production staff and
coordinating with outside partners
• Work closely with the QA department to set standards and requirements for new product launches
• Determine new features and product vision for customer facing digital entities, including web sites
and mobile apps
• Get stakeholder buy-in and manages stakeholders expectations for future projects
• Negotiates priorities, scope, funding, and schedule with necessary stakeholders to ensure successful
project delivery
• Strong proficiency in Microsoft Office Suite

• Microsoft Visio or equivalent visualization tools for product road-mapping
Knowledge A Product Innovation Manager should have in-depth

Knowledge in both business and technology. He/she must have a deep passion of the product he/she
is in charge of and that product category’s industry. He/she must have the ability to analyze complex
technical and business challenges and be able to collaborate with various departments and teams to
make it happen.
The Product Innovation Manager should also be knowledgeable in the areas of business, technology,
software, hardware, project management, feature management, business cases, object-oriented design
(for software), System development life cycle, software development life cycle, customer experience,
and processes.
(continued)

Appendices
(cont.)
Skills A Product Innovation Manager should have the following skill sets: handling pressure under deadlines,
cost-benefit analysis, product road-mapping, negotiation, critical-thinking, reading comprehension,
active listening, complex problem solving, leading project teams, working with other teams, deal with
clients, writing, coordination, speaking, judgment and decision making, social perceptiveness, service
orientation, analytical, team management and time management.
Personal Attributes
Abilities • Ability to understand what the customer/market is looking for in terms of features and functionalities
• Ability to understand both the technical and business challenges the product is facing
• Ability to use existing data collected from the product or competitor to make improvements in the
product
• Ability to think and respond quickly, adjusting product features and release dates in response to
unplanned changes in the market
solutions for the product line

• Taking initiative to understand the product market and competing products
• Listen to customers and partners feedback on products to improve
• Challenge the social norm by coming up with new and innovative ideas for the product
• Lead by example and offer supportive management for features
Work Styles The following work styles are attributable to a Product Innovation Manager: Working in teams, lead by
example, active leadership, integrity, analytical thinking, dependability, attention to detail, cooperation,
persistence, self control, self-starter, take initiative, innovation, concern for others, and adaptability /
flexibility.
(continued)

Appendices
training. As such a formal Essential Skills Profile for the occupation of Product Innovation Manager has
etc.
Writing skills • Write on a variety of topics including feature requirements, use case scenarios, test cases, and
product descriptions and value propositions
• Write product reports and findings to team, senior management and other stakeholders
• Write surveys and notes on feedback from customers

devices and media
(continued)

Appendices
Thinking Skills
unplanned events
solutions
• Decision are made in line according to the product roadmap and vision
• Make decisions regarding which features are necessary for the product and which aren’t
• Allocate specific features activities to team members, and others such as third-party contractors
Job Task Planning and Product Innovation Managers are collaborative when making decisions on product features and
Organizing priorities. Product Innovation Managers need to make adjustments for frequent interruptions and
changing priorities.
Finding Information
Significant Use of Memory Product Innovation Managers must remember the product roadmap, the different features on the
product, the product details, organizational priorities, privacy and security laws and regulations, and
applicable product or industry related laws and regulations.
• Obtain information collected from existing products in various channels
• Obtain information collected from competitor analysis from the marketing intelligence
Working with Others Product Innovation Managers lead teams and often work with different teams (e.g., product engineer,
marketing, operations, finance.) to build, improve, and introduce products to the market. Product
Innovation Managers provide encouragement and support to team members, and assist them in
achieving their personal work objectives for the product and provide recognition when objectives have
been achieved.
Product Innovation Managers must have the capacity to build relationships both internally and
organizations, seminars, formal courses, conferences, and tradeshows. In addition, skills are upgraded
by attending conferences liaising with industry associations, and by taking classes through
educational institutions.
(continued)

Appendices
Physical Aspects Product Innovation Managers work extensively in an office environment (sitting for long periods,
repetitive computer and email use). However, product innovation managers may also be required to
travel to different locations to meet with different teams if necessary.
Attitudes Product Innovation Managers should have very advanced interpersonal skills –persuasive, empathetic,
able to handle pressure, creative, have a sense of urgency, and attention to detail. They must be able to
have these skills to evangelize their product and to persuade cross-functional teams to work together
for the end goal of a better product.
Product Innovation Managers must also exhibit leadership, people management skills, advanced
negotiation skills, advanced conflict resolution skills, and organizational and planning
abilities. Adaptability and flexibility are important, as Product Innovation Managers work with diverse

Essential Skills

Appendices
5.5 P
roduct Innovation Specialist
The Product Innovation Specialist’s main role is to use innovative methods to identify areas of
improvement in a specific product/line of products. Aside from daily operating duties such as providing
product related tasks and creating instruction manuals, user guides, and conduct product training, the
product innovation specialists is also continuously looking for innovative ways to improving the user
experience of the product by identifying customer pain points and coming up with solutions to alleviating
these pain points and thus, improving the product as a whole.
Education Completion of post-secondary school in any of the following areas: software development, computer
science, business administration, mathematics, commerce or engineering.
Training Product Innovation Specialists may require on-the-job training and some project management training,
but typically organizations require that the individual will already have the mandatory skills, knowledge,
work- related experience, and/or training.
Professional designations such as Certified Product Manager (CPM) from AIPMM (http://www.
aipmm.com/html/certification/cpm.php) may be preferred/required for certain positions.
Related Work Experience Product Innovation Specialists may require several years of experience in requirements gathering,
technical support, coordinating tasks and project efforts, working in cross-functional teams, identifying
customer needs and market trends, and technical writing.
(continued)

Appendices
5.5 P
roduct Innovation Specialist (continued)
(cont.)
Tasks • Identify customer needs and market trends and monitor new developments in assigned functional
area which may include research on new functional requirements and competing products
• Gather product and targeted customer requirements, assist in communicating product vision, and
work closely with development organization to create UI mockups, functional designs, product
requirements, user stories, and acceptance criteria
• Assist in supporting optimization projects and strategies for the current product or future products
• Provide content to create marketing materials such as product slicks/profiles, webinars, presentations,
demos, white papers, and product updates
• Work with multiple team members in a project environment to complete various tasks set out by the
project
• Assist in development of training content for, Professional Services, Sales and Customer Success
teams
• Uses sound judgment to plan, prioritize and schedule efforts. Documents troubleshooting
methodology, information, analyzes facts or conditions regarding the support issue, and determines
next steps
• Participates in conference calls, meetings, and other collaborative engagements with internal and
external customers
• Identifies repetitive service issues and determines if the issue is a system problem or training issue
• Takes steps to resolve problems through reporting issues to QA/Development for consideration in
future development efforts or by working with customers to close training gaps when repetitive
issues are deemed to be training related
• Microsoft project, JIRA, KANBAN or equivalent tools for tracking product features and progress
• Skype, WebEX, or other collaboration communication tools
• Microsoft outlook or equivalent email tool
Knowledge A Product Innovation Specialist should have a good understanding of basic knowledge in both business
and technology. From He/she must also understand every aspect of the product he/she is working on
in terms of features, usage, and support. The product innovation will also have good relations with the
front-line staff such as sales associates and technical support staff so he/she can understand the various
customer pain points for the product and to come up with innovative solutions to alleviate those pain
points.
The Product Innovation Specialist should also be knowledgeable in the areas of business, technology,
technical writing, project management, business cases, customer experience, user experience, customer
pain-points, and requirements gathering.
(continued)

Appendices
5.5 P
(cont.)
Skills A Product Innovation Specialists should have the following skill sets:
Handling pressure under deadlines, attention to details, working with SMES(subject matter experts),
providing technical training, facilitating focus groups, excellent interpersonal skills, critical-thinking,
reading comprehension, active listening, complex problem solving, writing, coordination, speaking,
judgment and decision making, social perceptiveness, service orientation, analytical, team management
and time management.
Personal Attributes
Abilities • Ability to provide excellent product training sessions to sales staff and customers
• Ability to understand customer needs, pain-points, and come up with simple, customer-friendly
solutions
• Ability to build great relations with sales staffs, product support staffs, and partners of the product
• Ability to understand what the customer/market is looking for in terms of features and functionalities
• Ability to understand both the technical and business challenges this product is facing

• Taking initiative to speak with product sales and support staffs to understand what problems
customers are facing and areas of opportunities for this product
• Challenge the social norm by coming up with new and innovative ways to make this product better
for the customer
• Encourage sales and support staffs to use their strongest ability and promote achievement and
accomplishment
Work Styles The following work styles are attributable to a Product Innovation Specialist: supporter, informative ,
integrity, analytical thinking, dependability, attention to detail, cooperation, persistence, self control,
self-starter, take initiative, innovation, concern for others, and adaptability / flexibility.
(continued)

Appendices
5.5 P
training. As such a formal Essential Skills Profile for the occupation of Product Innovation Specialist has
etc.

devices and media
(continued)

Appendices
5.5 P
Thinking Skills
Problem Solving • Ability to speak to product sales and support staff to identify and respond to product issues in a quick
and timely fashion
• Ability to work with product team to come up with solutions to product complains and other pain-
points
unplanned events
product solutions
• Decision are made in line according to the product roadmap and product manager’s vision
• Make decisions regarding which customer complaints are of priority
• Allocate specific features activities to team members, and others such as third-party contractors
Job Task Planning and Product Innovation Specialists are collaborative when making decisions on product features and
Organizing priorities. Product Innovation Specialists need to make adjustments for frequent interruptions and
changing priorities.
Finding Information
Significant Use of Memory Product Innovation Specialists must remember the product description and model number (if any) and
instructions on how to use the product, the different features on the product, the product details,
organizational priorities, privacy and security laws and regulations, and applicable product or industry
related laws and regulations.
Working with Others Product Innovation Specialists often work with different teams (e.g., product engineer, marketing,
operations, finance.) to support the product as it gets launched into the market. Product Innovation
Specialists provide encouragement and support to sales and support front-line staffs, and assist them in
achieving their personal work objectives for the product.
Product Innovation Specialists must have the capacity to build relationships both internally and
externally to an organization and work with diverse multicultural workforces across countries.
institutions.
(continued)

Appendices
5.5 P
Physical Aspects Product Innovation Specialists work extensively in an office environment (sitting for long periods,
repetitive computer and email use). However, Product Innovation Specialists may also be required to
travel to different locations to meet with different product teams if necessary.
Attitudes Product Innovation Specialists should have very advanced interpersonal skills –persuasive, empathetic,
able to handle pressure, creative, have a sense of urgency, and attention to detail. They must be able to
have these skills to evangelize their product and to persuade cross-functional teams to work together
for the end goal of a better product.
Product Innovation Specialists must also exhibit leadership, people skills, advanced conflict resolution
skills, and organizational and planning abilities. Adaptability and flexibility are important, as Product
Innovation Specialists work with diverse multicultural workforces and virtual teams across different
countries.

Essential Skills

Appendices
5.6 Strategic Innovation Manager
The Strategic Innovation Manager’s main role is to design, create, and launch innovative projects and
initiatives (both external and internal) that will help solve an organization’s problems. Strategic Innovation
Managers tend to be closer to the business side rather than the technology side so they typically work on
innovative initiatives within the company or work on innovative initiatives on the partners and vendors
side.
science, commerce or engineering. Although not standardized, some companies require the successful
candidate to also hold an MBA as well.
Training A Master of Business Administration (MBA) can be obtained through different universities or equivalent
institutions. The Strategic Innovation Manager may require on-the-job training and some project
management or process improvement training, but typically organizations require that the individual
will already have the mandatory skills, knowledge, work- related experience, and/or training.
Related Work Experience Strategic innovation manager may require several years of experience in project management,
managing cross-functional teams, operations, sales and distribution, marketing strategy, create/
evaluate business cases, and designing customer solutions.
(continued)

Appendices
5.6 Strategic Innovation Manager (continued)
(cont.)
Tasks • Apply a structured but flexible approach to the innovation process both internally, with partners and
with clients
• Identify new initiatives that would aid in supporting, improving, or expanding the current ecosystem
• Understand customer’s business goals and objectives and how it relates to the organization’s products
and platforms
• Provide strategic recommendations based on customer’s objectives and industry best practices
• Develop and maintain a trusted advisor relationship with key client stakeholders
• Liaise with internal cross-functional teams (Development, Support, Product, Sales, Marketing,
Training) to ensure delivery of timely resolution to customer requests
• Provide project management support for all company strategic projects and initiatives
• Be the main point of contact for project escalations that may impact the organization
• Stay informed of content marketing, emerging technologies and competitive offerings in the media,
corporate and real-time content creation space
• Be the internal voice for the customer within the company
• Initiate and lead projects that represent a problem to our customer that is worth solving
• Vividly communicate project vision, progress and challenges to senior management and other
stakeholders
• Coordinate between legal and marketing to drive the execution of strategic partnership agreements
• Play an active role in presenting the result of our collaboration to clients and at industry events,
including background research on new sectors, markets, and clients
• Microsoft project, JIRA, KANBAN or equivalent tools for tracking product features and progress
• Skype, WebEX, or other collaboration communication tools
• Microsoft outlook or equivalent email tool
Knowledge A Strategic Innovation Manager should have a good amount of knowledge in all areas of business and
operations (marketing, finance, operations). He/she must possess the ability to lead teams to complete
the initiatives and project he/she creates. The Strategic Innovation Manager also must have the ability
to solve complex problems and being able to communicate with senior management to get their buy-in
on new projects and initiatives.
The Strategic Innovation Manager should also be knowledgeable in the areas of business, operations,
sales and marketing, project management, business cases, System development life cycle, Agile
methodology, waterfall methodology, customer experience, and processes.
(continued)

Appendices
(cont.)
Skills A Strategic Innovation Manager should have the following skill sets: designing cross-departmental
projects, cost-benefit analysis, business casing, negotiation, handling pressure under deadlines, critical-
thinking, reading comprehension, active listening, complex problem solving, writing, coordination,
speaking, judgment and decision making, social perceptiveness, service orientation, analytical, team
management and time management.
Personal Attributes
Abilities • Ability to identify core problems that exist in the department/organization

• Ability to lead the initiative and get all necessary buy-ins from internal executives as well as external
partners and vendors
facing
• Ability to use data derived from existing operations to come up with new initiatives/projects to offset
the changes (if any)

• Talking with senior management and key leaders in the organization to understand the problems that
exists
• Coming up with new initiatives/projects so the organization will stay and remain competitive
Work Styles The following work styles are attributable to a Strategic Innovation Manager: Strategic-thinker
leadership, visionary, integrity, analytical thinking, ambitious, high-level thinking, dependability,
attention to detail, cooperation, persistence, self-control, self-starter, take initiative, innovation, concern
for others, and adaptability / flexibility.
(continued)

Appendices
training. As such a formal Essential Skills Profile for the occupation of Product Innovation Specialist has
etc.

devices and media
(continued)

Appendices
Thinking Skills
unplanned events
solutions
the short-term
Job Task Planning and Strategic Innovation Manager are collaborative when working with other departments, vendors, and
Organizing partners to design innovative projects and initiatives. Strategic Innovation Managers need to make
adjustments for frequent interruptions and changing priorities.
Finding Information
Significant Use of Memory Strategic Innovation Managers must remember the Corporate values and departmental objectives, the
key stakeholders for each projects, organizational priorities, privacy and security laws and regulations,

Working with Others Strategic Innovation Manager lead teams and often work with different departments to come up with
new projects and initiatives. Strategic Innovation Managers provide encouragement and support to
team members, and assist them in achieving their personal work objectives for the project and provide
recognition when objectives have been achieved.
Strategic Innovation Managers must have the capacity to build relationships both internally and
institutions.
(continued)

Appendices
Physical Aspects Strategic Innovation Managers work extensively in an office environment (sitting for long periods,
repetitive computer and email use). However, Strategic innovation managers may also be required to
travel to different locations to meet with different teams, vendors, and partners if necessary.
Attitudes Strategic Innovation Managers should have very advanced interpersonal skills –persuasive, empathetic,
the these soft skills in order to generate buy-in for their initiatives across departments.
Strategic Innovation Managers must also exhibit leadership, people management skills, advanced
negotiation skills, advanced conflict resolution skills, and organizational and planning abilities.
Adaptability and flexibility are important, as Strategic Innovation Managers work with diverse

Essential Skills

Appendices
Appendix 2: Copyright and Reprint Permission
6.0 Creative Commons Attribution-NonCommercial-NoDerivatives 4.0

International Public License
By exercising the Licensed Rights (defined below), You accept and agree to be bound by the terms and conditions of this
Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International Public License (“Public License”). To the
extent this Public License may be interpreted as a contract, You are granted the Licensed Rights in consideration of Your
acceptance of these terms and conditions, and the Licensor grants You such rights in consideration of benefits the Licensor
receives from making the Licensed Material available under these terms and conditions.
Section 1 – Definitions.
a. A
dapted Material means material subject to Copyright and Similar Rights that is derived from or based upon the
Licensed Material and in which the Licensed Material is translated, altered, arranged, transformed, or otherwise
modified in a manner requiring permission under the Copyright and Similar Rights held by the Licensor. For purposes
of this Public License, where the Licensed Material is a musical work, performance, or sound recording, Adapted
Material is always produced where the Licensed Material is synched in timed relation with a moving image.
b. C
opyright and Similar Rights means copyright and/or similar rights closely related to copyright including, without
limitation, performance, broadcast, sound recording, and Sui Generis Database Rights, without regard to how the
rights are labeled or categorized. For purposes of this Public License, the rights specified in Section 2(b)(1)-(2) are not
Copyright and Similar Rights.
c. E
ffective Technological Measures means those measures that, in the absence of proper authority, may not be
circumvented under laws fulfilling obligations under Article 11 of the WIPO Copyright Treaty adopted on
December 20, 1996, and/or similar international agreements.
d. E
xceptions and Limitations means fair use, fair dealing, and/or any other exception or limitation to Copyright and
Similar Rights that applies to Your use of the Licensed Material.
e. L icensed Material means the artistic or literary work, database, or other material to which the Licensor applied this
Public License.
f. L icensed Rights means the rights granted to You subject to the terms and conditions of this Public License, which are
limited to all Copyright and Similar Rights that apply to Your use of the Licensed Material and that the Licensor has
authority to license.

Appendices
g. Licensor means the individual(s) or entity(ies) granting rights under this Public License.
h. NonCommercial means not primarily intended for or directed towards commercial advantage or monetary
compensation. For purposes of this Public License, the exchange of the Licensed Material for other material subject to
Copyright and Similar Rights by digital file-sharing or similar means is NonCommercial provided there is no payment of
monetary compensation in connection with the exchange.
i. Share means to provide material to the public by any means or process that requires permission under the Licensed Rights,
such as reproduction, public display, public performance, distribution, dissemination, communication, or importation, and
to make material available to the public including in ways that members of the public may access the material from a place
and at a time individually chosen by them.
j. S
ui Generis Database Rights means rights other than copyright resulting from Directive 96/9/EC of the European
Parliament and of the Council of 11 March 1996 on the legal protection of databases, as amended and/or succeeded, as
well as other essentially equivalent rights anywhere in the world.
k. You means the individual or entity exercising the Licensed Rights under this Public License. Your has a corresponding
meaning.
Section 2 – Scope.
a. L icense grant.
1. S ubject to the terms and conditions of this Public License, the Licensor hereby grants You a worldwide, royalty-free, non-
sublicensable, non-exclusive, irrevocable license to exercise the Licensed Rights in the Licensed Material to:
A. reproduce and Share the Licensed Material, in whole or in part, for NonCommercial purposes only; and
B. produce and reproduce, but not Share, Adapted Material for NonCommercial purposes only.
2. E xceptions and Limitations. For the avoidance of doubt, where Exceptions and Limitations apply to Your use, this Public
License does not apply, and You do not need to comply with its terms and conditions.
3. T erm. The term of this Public License is specified in Section 6(a).

Appendices
4. M
edia and formats; technical modifications allowed. The Licensor authorizes You to exercise the Licensed Rights in all
media and formats whether now known or hereafter created, and to make technical modifications necessary to do so.
The Licensor waives and/or agrees not to assert any right or authority to forbid You from making technical modifications
necessary to exercise the Licensed Rights, including technical modifications necessary to circumvent Effective Technological
Measures. For purposes of this Public License, simply making modifications authorized by this Section 2(a)(4) never
produces Adapted Material.
5. D
ownstream recipients.
A. Offer from the Licensor – Licensed Material. Every recipient of the Licensed Material automatically receives an offer
from the Licensor to exercise the Licensed Rights under the terms and conditions of this Public License.
B. N
o downstream restrictions. You may not offer or impose any additional or different terms or conditions on, or apply
any Effective Technological Measures to, the Licensed Material if doing so restricts exercise of the Licensed Rights by
any recipient of the Licensed Material.
6. N
o endorsement. Nothing in this Public License constitutes or may be construed as permission to assert or imply that You
are, or that Your use of the Licensed Material is, connected with, or sponsored, endorsed, or granted official status by, the
Licensor or others designated to receive attribution as provided in Section 3(a)(1)(A)(i).
b. O
ther rights.
1. M
oral rights, such as the right of integrity, are not licensed under this Public License, nor are publicity, privacy, and/or other
similar personality rights; however, to the extent possible, the Licensor waives and/or agrees not to assert any such rights
held by the Licensor to the limited extent necessary to allow You to exercise the Licensed Rights, but not otherwise.
2. P atent and trademark rights are not licensed under this Public License.
3. T o the extent possible, the Licensor waives any right to collect royalties from You for the exercise of the Licensed Rights,
whether directly or through a collecting society under any voluntary or waivable statutory or compulsory licensing scheme.
In all other cases the Licensor expressly reserves any right to collect such royalties, including when the Licensed Material is
used other than for NonCommercial purposes.

Appendices
Section 3 – License Conditions.
Your exercise of the Licensed Rights is expressly made subject to the following conditions.
a. Attribution.
1. I f You Share the Licensed Material, You must:
A. retain the following if it is supplied by the Licensor with the Licensed Material:
i. identification of the creator(s) of the Licensed Material and any others designated to receive attribution, in any
reasonable manner requested by the Licensor (including by pseudonym if designated);
ii. a copyright notice;
iii. a notice that refers to this Public License;
iv. a notice that refers to the disclaimer of warranties;
v. a URI or hyperlink to the Licensed Material to the extent reasonably practicable;
B. indicate if You modified the Licensed Material and retain an indication of any previous modifications; and
C. indicate the Licensed Material is licensed under this Public License, and include the text of, or the URI or hyperlink to,
this Public License.
For the avoidance of doubt, You do not have permission under this Public License to Share Adapted Material.
2. Y
ou may satisfy the conditions in Section 3(a)(1) in any reasonable manner based on the medium, means, and context in
which You Share the Licensed Material. For example, it may be reasonable to satisfy the conditions by providing a URI or
hyperlink to a resource that includes the required information.
3. If requested by the Licensor, You must remove any of the information required by Section 3(a)(1)(A) to the extent
reasonably practicable.

Appendices
Section 4 – Sui Generis Database Rights.
Where the Licensed Rights include Sui Generis Database Rights that apply to Your use of the Licensed Material:
a. for the avoidance of doubt, Section 2(a)(1) grants You the right to extract, reuse, reproduce, and Share all or a
substantial portion of the contents of the database for NonCommercial purposes only and provided You do not Share
Adapted Material;
b. if You include all or a substantial portion of the database contents in a database in which You have Sui Generis
Database Rights, then the database in which You have Sui Generis Database Rights (but not its individual contents) is
Adapted Material; and
c. You must comply with the conditions in Section 3(a) if You Share all or a substantial portion of the contents of the
database.
For the avoidance of doubt, this Section 4 supplements and does not replace Your obligations under this Public License
where the Licensed Rights include other Copyright and Similar Rights.
Section 5 – Disclaimer of Warranties and Limitation of Liability.
a. Unless otherwise separately undertaken by the Licensor, to the extent possible, the Licensor offers the Licensed
Material as-is and as-available, and makes no representations or warranties of any kind concerning the Licensed
Material, whether express, implied, statutory, or other. This includes, without limitation, warranties of title,
merchantability, fitness for a particular purpose, non-infringement, absence of latent or other defects, accuracy, or the
presence or absence of errors, whether or not known or discoverable. Where disclaimers of warranties are not allowed
in full or in part, this disclaimer may not apply to You.
b. T o the extent possible, in no event will the Licensor be liable to You on any legal theory (including, without limitation,
negligence) or otherwise for any direct, special, indirect, incidental, consequential, punitive, exemplary, or other losses,
costs, expenses, or damages arising out of this Public License or use of the Licensed Material, even if the Licensor has
been advised of the possibility of such losses, costs, expenses, or damages. Where a limitation of liability is not allowed
in full or in part, this limitation may not apply to You.
c. The disclaimer of warranties and limitation of liability provided above shall be interpreted in a manner that, to the
extent possible, most closely approximates an absolute disclaimer and waiver of all liability.

Appendices
Section 6 – Term and Termination.
a. This Public License applies for the term of the Copyright and Similar Rights licensed here. However, if You fail to
comply with this Public License, then Your rights under this Public License terminate automatically.
b. W
here Your right to use the Licensed Material has terminated under Section 6(a), it reinstates:
1. automatically as of the date the violation is cured, provided it is cured within 30 days of Your discovery of the
violation; or
2. u
pon express reinstatement by the Licensor.
For the avoidance of doubt, this Section 6(b) does not affect any right the Licensor may have to seek remedies for Your
violations of this Public License.
c. For the avoidance of doubt, the Licensor may also offer the Licensed Material under separate terms or conditions or
stop distributing the Licensed Material at any time; however, doing so will not terminate this Public License.
d. S ections 1, 5, 6, 7, and 8 survive termination of this Public License.
Section 7 – Other Terms and Conditions.
a. The Licensor shall not be bound by any additional or different terms or conditions communicated by You unless
expressly agreed.
b. A
ny arrangements, understandings, or agreements regarding the Licensed Material not stated herein are separate
from and independent of the terms and conditions of this Public License.
Section 8 – Interpretation.
a. For the avoidance of doubt, this Public License does not, and shall not be interpreted to, reduce, limit, restrict, or
impose conditions on any use of the Licensed Material that could lawfully be made without permission under this
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b. T o the extent possible, if any provision of this Public License is deemed unenforceable, it shall be automatically
reformed to the minimum extent necessary to make it enforceable. If the provision cannot be reformed, it shall be
severed from this Public License without affecting the enforceability of the remaining terms and conditions.

Appendices
c. No term or condition of this Public License will be waived and no failure to comply consented to unless expressly
agreed to by the Licensor.
d. N
othing in this Public License constitutes or may be interpreted as a limitation upon, or waiver of, any privileges and
immunities that apply to the Licensor or You, including from the legal processes of any jurisdiction or authority

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Business Technology Management

2 Business Technology Management – National Occupational Standards

Since its development What is Business Technology Management (BTM)?

3 Business Technology Management – National Occupational Standards

1.0 The BTM National Occupation Standards..................................................................... 6

3.0 What are the BTM National Occupational Standards.................................................. 9

4.0 Becoming BTM Certified.............................................................................................. 11

Appendices – Competency Descriptions............................................................................ 57

1.0 BTM Financial Services NOS......................................................................................... 57

3.0 BTM Data Analytics NOS............................................................................................ 109

4.0 BTM Digital Security NOS.......................................................................................... 134

5.0 BTM Entrepreneurship NOS....................................................................................... 142

6.0 Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0

6 Business Technology Management – National Occupational Standards

A continuous supply of 1.0 The BTM National Occupational Standards

recruit for a variety of

7 Business Technology Management – National Occupational Standards

There are two dimensions to this problem:

As part of a national focus to increase Canada’s competitiveness in the global economy,

8 Business Technology Management – National Occupational Standards

6. Develop Learning Tools Development of NOS provided in-depth information of

9 Business Technology Management – National Occupational Standards

3.0 What are the BTM National Occupational Standards?

Table 1: National Occupational Standards

Specializations Analyst Architect Manager

Digital Security Security Auditor Security Consultant Security Manager/Officer

Digital Health Business Analyst Enterprise Architect Enterprise Solutions Manager

Data Analytics Business Analyst Enterprise Data Architect Project Manager

10 BTM Acreditation Criteria – Baccalaureate 2.0

To understand the BTM occupational clusters, an occupation is defined in this document

3.2 What is the BTM-NOS used for?

• F orms the foundation for professional certifications.

11 Business Technology Management – National Occupational Standards

BTM-related jobs in the

next few years. 4.0 Becoming BTM Certified

4.1 The BTM Professional

1. Knowledge areas/Body of Knowledge

Figure 1: BTM Certification Progression

12 Business Technology Management – National Occupational Standards

Table 2: BTM Knowledge Area/Body of Knowledge

Knowledge Area Body of Knowledge

13 Business Technology Management – National Occupational Standards

Table 2: BTM Knowledge Area/Body of Knowledge (continued)

Knowledge Area Body of Knowledge

14 Business Technology Management – National Occupational Standards

Table 2: BTM Knowledge Area/Body of Knowledge (continued)

Knowledge Area Body of Knowledge

15 Business Technology Management – National Occupational Standards

Table 2: BTM Knowledge Area/Body of Knowledge (continued)

Knowledge Area Body of Knowledge

16 Business Technology Management – National Occupational Standards

Table 2: BTM Knowledge Area/Body of Knowledge (continued)

Knowledge Area Body of Knowledge

17 Business Technology Management – National Occupational Standards

Figure 2: SFIA 7-Point Generic Levels of Responsibilities and Skills

7. Set strategy, inspire, mobilize

18 Business Technology Management – National Occupational Standards

4.4 Certification Levels

Three types of BTM Certification levels are possible:

Following are the BTM professional capability levels.

4.4 .1 Certified Associate

Table 3: SFIA Skill Level 4 Attributes

6.0 Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

6. Develop Learning Tools Development of NOS provided in-depth information of

• F orms the foundation for professional certifications.