Summary
Develops organisational strategies and roadmaps for analytics engineering. Sets policies, standards and recommended practices for the use of data and analytical techniques. Leads initiatives to build analytics engineering capabilities and develop a data-driven culture. Oversees the delivery of analytics engineering projects and programmes. Promotes the ethical use of data and analytics engineering.
Work Activity Components
| Title | Details |
|---|---|
| Process and validate (Level Six) (DAAN) | Oversees the delivery of analytics projects and programmes. Promotes the ethical use of data and data analytics. |
| Strategy (Level Six) (DAAN) | Develops organisational strategies and roadmaps for data analytics. |
Technical Skills
| Title | Details | Depth |
|---|---|---|
| Big Data | The discipline associated with data sets so large and/or complex that traditional data processing applications are inadequate. The data files may include structured, unstructured and/or semi-structured data, such as unstructured text, audio, video, etc. Challenges include analysis, capture, curation, search, sharing, storage, transfer, manipulation, analysis, visualization and information privacy. | Expert in |
| Business Environment | The business environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners and competitors), in particular those aspects of the business that the specialism is to support (i.e. localised organisational awareness from a technical perspective). | Proficient in |
Other Skills
| Title | Details | Depth |
|---|---|---|
| Standards Writing Techniques | Principles, methods and techniques for establishing, documenting, and maintaining standards. | Proficient in |
Training
| Title | Details |
|---|---|
| AI and Machine Learning | AI and machine learning methods, tools and techniques that enable computers to model behaviours based on empirical data in order to solve business problems and/or provide greater business insight. |
| Coaching | Concepts, methods and techniques for providing coaching in subject specialisms to individuals or groups (e.g. GROW model). |
| Latest Cyber Security Threats for Senior Execs | Short, high-level, up-to-date and to-the-point briefing on the latest threats and vulnerabilities in cyber security. |
| Team Dynamics | Team dynamics are critical for organisational success. Without positive team dynamics, the organisation cannot fully leverage employee potential and tap into their skills and experience. An understanding of team dynamics facilitates employee productivity and satisfaction while allowing teams to meet business objectives. Team dynamics methods, tools and techniques, such as Belbin, help individuals understand their role within a particular team, help develop strengths and manage weaknesses as a team member and improve overall team contribution and effectiveness.. |
Professional Development Activity (PDA)
| Title | Details | PDA Group |
|---|---|---|
| Gaining Knowledge of Broader IT Issues | Increasing and maintaining currency of knowledge of broader IT issues through reading, attending and participating in seminars or conferences, special studies, temporary assignments etc. | Increasing Knowledge |
| Gaining Strategic Knowledge of Employing Organisation | Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to health and care, country and global issues. | Increasing Knowledge |
| Management Development | Undertaking learning and best practice of the skills appropriate to managing all or part of an organisation, including business and financial management, benefits management, people management, management of change and strategic planning. This will require both on and off the job learning and may include participation in an appropriate development programme such as MBA or DMS (Diploma in Management Studies). | Developing Professional Skills |
| Mentoring | Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development. | Broadening Activities |
| Negotiating and Influencing | Undertaking learning and practice of negotiating with and influencing others. | Developing Professional Skills |
| Participation in Professional Body Affairs | Taking an active part in professional body affairs at branch, specialist group, committee or board level. | Participation in Professional Activities |
| Project Assignments | Participating in a project team, working group or task force established to deliver a solution to a specific problem or issue - especially valuable if the group is inter-disciplinary. | Broadening Activities |
| Research Assignments | Exploring a topic which is not part of own normal responsibilities and presenting findings to colleagues and/or management | Increasing Knowledge |
Qualification Components
| Title | Awarding Bodies |
|---|---|
| CBDA Certification in Business Data Analytics | IIBA International Institute of Business Analysis |
| FEDIP Leading Practitioner | The Federation for Informatics Professionals |
Additional Frameworks
National Competency Framework for Data Professionals in Health and Care
Behaviours
| Title | Details |
|---|---|
| Delivering outcomes (B1.1) (Level 5) | You are able to work on, and lead, diverse teams from multiple organisations to achieve a shared goal, even where there are conflicts. |
| Communicating within a hierarchy (B1.2) (Level 5) | You only use hierarchical influence where there is no other type of influence that can be used and it is suitable to do so. |
| Generating consensus (B1.3) (Level 5) | You are able to work with a diverse range of people and win their hearts and minds to support your goal. |
| Logical arguments (B1.4) (Level 5) | You are able to debate appropriate complex subjects with a range of experts to agree the balance of probability. |
| Negotiation (B1.5) (Level 5) | You are able to lead and win complex debates, sometimes over a long period of time often with confrontational and adversarial opponents. |
| Generating support (B1.6) (Level 5) | You have created a team of leaders for who their teams consistently go above and beyond |
| Influence (B1.7) (Level 5) | You are often the lead for organisation wide initiatives and have strong relationships across organisations. |
| Equality (B2.1) (Level 5) | You are an ally for underrepresented and marginalised groups and model an open environment by encouraging staff to actively seek out input from these individuals. |
| Challenging discrimination (B2.2) (Level 5) | You are able to engage in the most sensitive ED&I issues, often in the public eye, and deal with them with the utmost dignity, respect and fairness. |
| NHS Constitution (B2.3) (Level 5) | You are seen as an ambassador of promoting the behaviours and values of the NHS Constitution. |
| Supporting others (B2.4) (Level 5) | You lead by example and are open and honest about health and wellbeing issues. You take adequate time for yourself as you know that must be done before you can create an effective system for others |
| Open environment (B2.5) (Level Four) | You are an ally for underrepresented and marginalised groups and model an open environment by facilitating sessions for these individuals to share their lived experiences with you and your colleagues. |
| Challenging disrespect (B2.6) (Level Four) | You support staff to understand the impact of disrespectful behaviour and support them in challenging it. |
| Written communication (B3.1) (Level 5) | You are capable of having a number of articles published in national or international publications should the opportunity arise. |
| Discussing complex ideas (B3.2) (Level 5) | You are able to engage in complex technical debates with other specialists, from a variety of disciplines, whilst using accessible and accurate language. |
| Delivering complex ideas (B3.3) (Level 5) | Your confidence in your expertise enables others to feel confident and at ease with your contribution, even beyond your specialism. |
| Understanding new ideas (B3.4) (Level 5) | You can easily strip complex problems to the root cause and convey this to people from a variety of backgrounds. |
| Reading audiences (B3.5) (Level 5) | You can impart complex ideas to a diverse audience in simple terms without having to explain a number of different ways. |
| Problem sharing (B4.1) (Level 5) | You promote collaboration opportunities throughout the organisation and beyond. |
| Seeking opinions (B4.2) (Level 5) | You seek out opportunities for cross organisational working for those in your area of work. |
| Sharing best practice (B4.3) (Level 5) | You promote the success of your area in and outside of your organisation. |
| Embedding best practice (B4.4) (Level 5) | You attract examples of what good looks like both regionally and nationally and implement the most relevant to your area. |
| Patient impact (B5.1) (Level 5) | You ensure all work within your area offers the most efficient support to customers and patient outcomes. |
| Understanding the customer (B5.2) (Level 5) | You create opportunities for joint working with the customer to ensure efficient utilisation of the service. |
| Customer service (B5.3) (Level 5) | You pre-empt changes within health and care to ensure the service is always able to deliver the best solutions. |
| Customer solutions (B5.4) (Level 5) | You seek out opportunities for your service to learn cutting edge technologies that could be advantageous to the customer. |
Leadership
| Title | Details |
|---|---|
| Empathy and understanding (Level Five) (LM1.1) | You act with care, empathy and understanding and ensure that your team knows you are always available to them. |
| Pressure (Level Five) | You have an acute awareness of organisational and political pressure and are able to influence at the highest levels in order to alleviate them. |
| EDI (Level Five) | You act as a champion for EDI issues and ensure that everyone within your remit shows compassion and understanding to those with differing life experiences and ensure that all opportunities are open and fair to all. |
| Compassion (Level Five) | You show compassion to others who are struggling and create solutions to difficult emotional situations. |
| Bringing people together (Level Five) | You are a leading exponent of bringing people together to work towards joint goals that were not at first visible. |
| Team support (Level Five) | The goals and expectations you set for your unit are both achievable and aspirational. |
| Positivity (Level Five) | You approach discussions on targets with positivity and use challenges as a means to develop innovative solutions. |
| Innovation (Level Five) | Your team often hears you praising their work to others. |
| Safe to fail (Level Five) | You promote the importance of learning through failure and set up safe environments where your team can develop their abilities safely, creating an environment where failure is celebrated as the first indicator of progress. |
| Fairness (Level Five) | You act as an aspirational figure for those working within your business unit. |
| Opportunities (Level Five) | You will maintain a strong overarching knowledge of the data profession in order to highlight opportunities and enhance your team's confidence in you as a leading data professional. |
| Goals (Level Five) | You foresee shifts in staffing requirements and plan personnel and succession accordingly. |
| Performance (Level Five) | You deliver messages around performance in an unambiguous but approachable manner. |
| Motivation (Level Five) | People within your team have a clear understanding of their career path and feel valued and supported in achieving it. |
| Developing talent (Level Four) | You take pride in the talent of your team and go to great lengths to develop their skills and innovations. |
| Succession planning (Level Three) | You are able to readily identify those in your team who have the opportunity to excel at their level and beyond and use this knowledge to begin succession planning. |
| Managing expenditure (Level Five) | You are able to set, monitor and adjust expenditure to ensure your teams have the requisite resources are in place for the year's priorities. |
| Budget control (Level Five) | You are able to set, monitor and adjust annual budgets to ensure individual projects don't overspend unless it is done so with the conscious ssacrifice of other areas of work. |
| Forecasting (Level Five) | You are able to produce accurate budgets based on aspiration and foreseen developments in the responsibilities placed on your department. |
| Business cases (Level Five) | You are able to assess the merits of business cases and options appraisals and balance these in line with business needs and financial capacity. |
| Recruitment (Level Five) | You ensure that funding is in place for the appropriate recruitment and retention of staff whilst leading by example on recruiting to promote equality, diversity and inclusion. |
| Supporting ambition (Level Five) | You take the time to talk to all staff members within your remit and encourage your managers to support their ambitions, providing solutions where these diverge from perceived organisational drivers. |
| Training opportunities (Level Five) | You ensure that your managers enable training on a regular basis within their unit and have ample access to training for their own development. You ensure that everyone has access to the best training, balancing cost with quality. |
| Professional development (Level Five) | You lead by example with your focus on CPD and PDP, even discussing yours with members of your team where appropriate. |
| Managing external pressures (Level Five) | You support your direct reports by showing them how to deal with the political and organisational pressures from outside of the department and give them the tools to evaluate perspectives and push back on work that is not as high a priority. |
Data Skills
| Title | Details |
|---|---|
| Non-technical audiences (Analytics Engineering) (AEC1.1) (Level Five) | You communicate effectively with technical staff, and influence and educate non-technical stakeholders . |
| Stakeholder management (Analytics Engineering) (AEC1.2) (Level Five) | You manage stakeholder expectations and moderate discussions about high risk and complexity, even within constrained timescales. |
| Positive communication (AEC1.3) (Level Five) | You speak on behalf of and represent the technical community to large audiences inside and outside health and care . |
| Facilitation (Analytics Engineering) (AEC1.4) (Level Five) | You initiate or host difficult discussions within the team and with diverse internal and external senior stakeholders. |
| Data profiling (Analytics Engineering) (AEC2.2)(Level Five) | You can understand and help teams to apply a range of techniques for data profiling. |
| Data innovation (AEC2.3)(Level Five) | You can investigate emerging trends in data-related approaches, perform horizon-scanning for the organisation and introduce innovative ways of working. |
| Data requirements (AEC2.4)(Level Five) | You can source system analysis from a complex single source. |
| Data transformation (AEC2.5)(Level Five) | You can bring multiple data sources together in a conformed model for analysis. |
| Data modelling (Analytics Engineering) (AEC3.1) (Level Five) | You can understand different ways to model data to maximise its use and value. You build relationships with other senior data professionals e.g. data architects, data scientists and data engineers, to share best practice and continually improve data modelling, integration processes and standards. |
| Tools (AEC3.2) (Level Five) | You determine and advocate for the tools to adopt which will deliver the organisational strategic aims in consultation with senior stakeholders and private sector providers. |
| Reverse engineering (Analytics Engineering) (AEC3.3) (Level Five) | You set strategic direction determining the systems or processes requiring reverse engineering and mitigate the requirement for reverse engineering. |
| Data engineering (AEC3.4) (Level Five) | You enable the implementation of new tools and practices, understand the emerging data needs of the enterprise and translate those requirements into team workplans ensuring skills acquisition and collaboration with other enterprise data teams. |
| Data iteration, review and maintenance (Analytics Engineering) (AEC3.5)(Level Five) | You adopt frameworks, tools, data and quality standards that ensure data engineering activity satisfies the organisational strategic aims. You promote a culture that values data quality, efficient maintenance, automation and sustainability. |
| Problem identification (AEC4.1) (Level Five) | You direct resources and resolve any bottlenecks hindering effective problem identification. |
| Problem resolution (AEC4.2) (Level Five) | You direct team resources to resolve problems affecting data systems in your domain and beyond, collaborating with other key technical personnel and ensuring strategic leads are kept informed. |
| Problem prevention (AEC4.3) (Level Five) | You set the strategic direction to embed a preventive approach and liaise with other system leaders to ensure adoption. |
| Capacity building (AEC4.4) (Level Five) | You build a culture that values problem-solving capability and communicates the importance of this at strategic level. |
| Repository tools and management (AEC5.1) (Level Five) | You ensure data repositories support the organisation's strategic aims, conform to legal or otherwise mandated frameworks and are subject to effective governance. You are the Senior Responsible Officer for data repositories in the enterprise. |
| Metadata best practice (Analytics Engineering) (AEC5.2) (Level Five) | You communicate the value of metadata repositories with strategic colleagues across the organisation or system and ensure best practice is implemented. |
| Repository design (AEC5.3) (Level Five) | You can identify how metadata repositories can support different areas of the organisation or system. |
| Programming (AEC6.1) (Level Five) | You mandate standards for programming tools and techniques across the organisation or system. |
| Performance analysis (Analytics Engineering) (AEC6.2) (Level Three) | You can manage issues and risks associated with work liaising with other technical colleagues to solve issues. |
| Development lifecycle (Analytics Engineering) (AEC6.3) (Level Five) | You can take technical responsibility for all stages and iterations in a software development project, providing method-specific technical advice and guidance to project stakeholders. |
| Data architecture (AEC7.1) (Level Five) | You collaborate in the data architecture to ensure it deals with problems across the organisation or system. |
| Patterns (AEC7.2)(Level Five) | You set the strategy to ensure optimal use of patterns. |
| Strategic alignment (Analytics Engineering) (AEC7.3) (Level Five) | You work across all organisational subject areas and internal and external programmes contributing to strategic direction setting. |
| Data Visualisation (Level Three) | You can use underlying coding such as mCODE, DAX etc to create the most efficient datasets to visualise. You can tell a story using data. |
| Statistical Process Control (Level Three) | You understand the different types of SPC charts and when each should be used. You have knowledge of process redesign and its dependence on removing special cause variation. |
| Descriptive and Explicative Analytics (Level Three) | You produce indicators and metrics that clearly measure what is required. You understand and apply reliability and validity assessments. You select the most appropriate methods of visualisation. |
| Predictive and Prescriptive Analytics (Level Three) | You understand the difference between predictive and prescriptive analysis, and have knowledge of tools and techniques for prescriptive analysis including business modelling and algorithms. You are aware of the link to machine learning. |
| Evaluative Analytics (Level Three) | You understand the role of proxy measures for less straightforward outcomes. You can assess these measures and quantify their uncertainty. You can evaluate previous research to determine appropriate measures. |
| Advanced Statistics (Level Three) | You know all standard advanced statistical techniques and keep up to date with new developments e.g. time series modelling using ETS, ARMA, ARIMA, BATS, TBATS etc. You understand the context for these developments and their limitations. |
| Longitudinal Analysis (Level Three) | You understand pragmatic differentiation between independent measures and repeated measures design. You understand how changing populations can affect analysis and choice of techniques used. You understand data attrition. |
Project Skills
| Title | Details |
|---|---|
| Business cases (WP1.1)(Level Five) | You promote accountability for all digital and data staff involved in project work by modelling the highest professional standards. |
| Scope (WP1.2) (Level Five) | You analyse the portfolio of projects in data and digital and liaise with others to ensure projects of the greatest utility for the business are supported by senior leaders, drawing on lessons learned within the data and digital community. |
| Reviews (Level Four) | You advise on the coherence of programmes in data and digital to maximise the effectiveness of time and available skills within the business. |
| Quality assurance - Data and digital (Level Four) | You lead quality assurance in data and digital, drawing on external expertise where necessary, learning lessons and sharing those with the wider data and digital community for their project work. |
| Advice and monitoring (WP2.1)(Level Five) | You advise on the balance of the portfolio of projects as it affects or is dependent upon the availability of data and digital skills and resources for projects. You advocate for the portfolio to include data and digital projects which will promote the sustainability of the business. |
| Scheduling (Level Two) | You schedule project work appropriately for yourself and the team, ensuring business needs are met both within the project and in business as usual. |
| Refinement (Level Two) | You refine the plan within your work area to take account of any authorised changes communicating actions, progress and results with project managers. |
| Resource identification (WP3.1)(Level Five) | You ensure fully funded resources for projects are in place and optimised across any programmes, convincingly arguing their business value to non-data and digital colleagues and project stakeholders. |
| Skill acquisition and management (WP3.2)(Level Three) | You plan for the recruitment of staff with additional required skill sets, liaising with HR and/or other providers to source skilled staff to fulfil project roles, onboard and manage them and their workloads. |
| Additional tools and resources (Level Three) | You cost and acquire, deploy and contract for the support of additional tools and resources such as hardware, software, training and data sources for the course of the project life cycle. |
| Resource allocation (Level Two) | You plan the allocation of existing resources to project work whilst effectively maintaining business as usual wherever feasible. |
| Project management (WP4.1)(Level Five) | You ensure the team's project delivery activities have sufficient resources to co-exist with business as usual. |
| Pilots and testing (WP4.2)(Level Five) | You oversee the reported risks and issues affecting data and digital roles in projects and programmes. |
| Implementation (WP4.3)(Level Five) | You engage with the wider business, project managers and stakeholders to map out all necessary resources and activities including education in new ways of working and enhancing data-literacy in the business for effective and sustained implementation. |
| Business change (Level Five) | You understand the business and technological drivers for change and communicate that vision with stakeholders within and beyond the technological functions. |
| Assurance (WP5.2) (Level Five) | You bring a holistic perspective, integrating change initiatives across programmes and build lasting solutions which are owned by the whole business. |
| Evaluation (WP5.3) (Level Three) | You ensure appropriate solutions are evaluated and viable alternatives are considered to deliver the intended business benefits. |
The Professional Body Responsible for this job family is AphA. This job role profile was created in collaboration with BCS, using Role Model Plus.