Summary
The principal data scientist has complete oversight of data science within their organisation.
At this role level, you will:
set direction
build capability
oversee resourcing, budgeting, professionalism and outputs and products
support and enable future IT developments
understand and use a wide range of data science techniques, tools and technologies
lead on ethics
communicate and present data science and data ethics effectively to ministers and senior leaders
champion the role of data science in supporting organisational priorities, and in collaborative working across professions
represent the department on data science matters
Work Activity Components
| Title | Details |
|---|---|
| Capability development (Level 6) | Leads the development of organisational capabilities for data science and analytics. |
| Model evaluation and advice (Level Six)(DATS) | Leads the introduction and use of data science and analytics to drive innovation and business value. |
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 |
| Programming Languages | A set of codes and syntax (supported by software tools) that enables the unambiguous translation of specified functionality into source code for the creation of computer programs. | Proficient in |
Training
| Title | Details |
|---|---|
| Advanced Tools for Numerical Analysis | Complex tools and techniques associated with the analysis, modelling and streamlining of numerical analysis models that aggregate a number of sub component numerical analysis routines, methods and approaches. |
| Coaching | Concepts, methods and techniques for providing coaching in subject specialisms to individuals or groups (e.g. GROW model). |
| 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 |
|---|---|---|
| Negotiating and Influencing | Undertaking learning and practice of negotiating with and influencing others. | Developing Professional Skills |
| 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 Knowledge of Standards and Legislation | Gaining and maintaining knowledge of relevant national and international standards and legislation. | 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 |
| 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 |
Qualification Components
| Title | Awarding Bodies |
|---|---|
| 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) | You act with care, empathy and understanding and find the time to know the people within your team. |
| 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. |
| Expectations (Level Five) | You have high hopes of your team but make low demands so that everyone knows that what is expected is different to that which is hoped for and that not doing what is expected is not acceptable. |
| 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. |
| Headcount (Level Five) | You are able to manage a large staffing budget to make sure each team has the requisite number of staff to achieve goals and restructure personnel to achieve objectives. |
| 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 |
|---|---|
| Analytics techniques (DSC1.1) (Level Five) | Leads the provision of the organisation’s data science and analytics capabilities. |
| Analytics standards and policies (DSC1.2) (Level Four) | Sets standards and guidelines for the application of a range of data science techniques to business problems and oversees their implementation. |
| Technique application (DSC1.3) (Level Five) | Utilises awareness of leading-edge developments in analytics techniques and tools to identify and evaluate new opportunities for the organisation and leads on developing capability to take advantage of these. |
| 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. |
| Generating value (DSC1.14) (Level Five) | Directs the creation and review of a cross-functional, enterprise-wide approach and culture for generating value from data science and analytics. |
| Data science outputs (DSC1.4) (Level Five) | Ensures that the strategic application of data science and analytics is embedded in the governance and leadership of the organisation. |
| Evaluating data science techniques (DSC1.5) (Level Three) | Investigates the described problem and available datasets to assess the usefulness of data science solutions, undertaking discovery activity to inform these investigations. |
| Data science deployment DSC1.6 (Level Five) | Builds and leads data science capability to take advantage of a wide range of techniques enabling the efficient and effective analysis of structured and unstructured information which delivers business value. |
| Healthcare specific analytics DSC1.7 (Level Five) | Influences within and beyond own organisation to encourage adopting data science methods to add value for healthcare. |
| Analysis and reporting DSC1.8 (Level Three) | Effectively implements analysis and reporting in areas where there is some complexity and ambiguity. |
| Communication of results DSC1.9 (Level Five) | Convinces senior officials of the value and the limitations of analytics. |
| Improvement of techniques DSC1.10 (Level Three) | Manages reviews of the benefits and value of analytics techniques and tools and recommends improvements. |
| Policy development (Level Four) | Develops analytics policy, standards and guidelines. |
| Expert advice (Level Four) | Provides authoritative expert advice on a wide range of analytical techniques. |
| Technical architectures DSC1.13 (Level Three) | Designs, implements, tests, and improves technical architectures and systems. |
| Promoting data science DSC2.1 (Level Five) | Oversees departmental data science resourcing- ensuring direct recruitment / retention of skilled data scientists and making effective use of external staff. |
| Professional development (Data Science) (DSC2.2) (Level Five) | Drives progressive professional and technical development of all staff and sets direction for data science professionals across the business area. |
| Professional networking (Data Science) (DSC2.3) (Level Five) | Identifies areas where data science can make fresh contributions. |
| Risk and reputation (Level Five) | Promotes the group's reputation for professionalism, good service, and advanced analysis. |
| Quality Assurance (Data Science) (Level Five) | Leads, develops and is accountable for an organisational approach and commitment to quality assurance and ethics. Ensures that quality assurance processes and ethics consideration activities are robust and based on industry best practice. |
| Legal and ethical (Level Five) | Considers the implications of emerging technology, approaches, trends, regulations and legislation. |
| Quality assessments DSC2.7 (Level Five) | Plans and resources the organisational quality assurance and ethics activities. |
| Non-compliance DSC2.8 (Level Five) | Reviews and analyses results from audit activities and identifies improvement opportunities for the organisation. Exercises sound ethical judgement in leadership of analytical work. |
| Control (DSC2.9) (Level Five) | Develops the organisation’s approach to embedding ethical & legal considerations within analytical work, including evidencing how such considerations are taken into account. |
| Assurance oversight (DSC2.10) (Level Four) | Oversees the assurance activities of others, providing advice and expertise to support assurance activity. |
| Reporting (DSC3.1) (Level Five) | Reviews findings and recommendations of analytical work from a wide range of sources with decision-makers and is able to convince senior officials about the implications of analytical evidence. |
| Key messages (DSC3.2) (Level Five) | Communicates key messages from analytical work in clear and concise lay terms for senior officials. |
| Explanation and recommendation (DSC3.3) (Level Five) | Influences external partners, stakeholders and customers successfully securing mutually beneficial outcomes. |
| Tailored presentation (DSC3.4) (Level Five) | Delivers confident and engaging presentations on data science and analytical work to a wide range of internal and external audiences. |
| Data visualisation (Data Science) (DSC3.5) (Level Five) | Demonstrates and promotes communicating data science with honesty, integrity, impartiality and objectivity; challenging others when communication of analysis does not meet these standards. |
| Improving outputs (DSC3.6) (Level Five) | Ensures analysis and data products developed by the organisation add distinct value amongst the wider ecosystem. Engages with senior peers in partner organisations to develop complementary strategies and focus delivery to maximise overall impact. |
| Tool selection (DSC3.7) (Level Five) | Influences and champions the use of presentation and dissemination tools at the organisation level or wider. |
| User needs (DSC3.8) (Level Four) | Develops plans demonstrating how user needs will be met. |
| User research/design (DSC3.9) (Level Five) | Encourages the design and evaluation of data products through user engagement, establishing a culture of meeting diverse user needs through user centred design and continuous improvement. |
| Reporting processes (Level Five) | Promotes best practice in communicating analysis, including engaging with external debate. |
| Standards (Data Science) (Level Five) | Sets organisational standards for development and use of data science solutions. |
| Benefits and value (Level Five) | Partners with others to ensure tools and infrastructure for development and delivery of data products are fit for current and future purpose. |
| Analytics policy (Level Five) | Influences decision-makers to ensure capabilities and processes designed and delivered by others provide the infrastructure and environment that enable effective delivery of data science. |
| System context (Level Five) | Uses personal influence to make a positive difference across the NHS and externally. |
| Academic/Industry links (Level Four) | Develops and maintains links with academia and industry. |
| Opportunities (Level Five) | Leads development of a culture that encourages innovation, risk taking and collaboration. |
| Evolving technology (Level Five) | Leads and plans the development of innovation capabilities and the implementation of innovation processes, tools and frameworks. |
| Emerging technology (Level Five) | Leads the communication of an open flow of creative ideas between interested parties and the set-up of innovation networks and communities. |
| Experimentation (Level Five) | Plans and leads strategic large and complex business process improvement activities through automation. |
| Emerging technology selection (Level Five) | Directs the identification, evaluation and adoption of new or existing data technologies to improve business processes. |
| Adoption (Data Science) (Level Five) | Exploits existing or new data technologies and ensures adoption with adherence to policies and standards. |
| Alternative solutions (Level Five) | Engages at a strategic level with external stakeholders/suppliers to identify opportunities, influencing the direction of travel in partner organisations for mutual benefit. |
| Proof of concept (Level Five) | Takes strategic view identifying long term opportunities and ensures the organisation is well placed to take advantage of cutting-edge developments. |
| Innovation strategy (Level Five) | Directs the strategy for data science innovation services. |
| Innovation management (Level Five) | Manages the provision and operation of data science innovation services. |
| Vendor engagement (Level Five) | Engages with and maintains vendor relationships. |
| Vendor management (Level Five) | Establishes vendor agreements/contracts and manages completion and disengagement. |
| Data transformation (Data Science) (Level Five) | Coordinates work that constructs data pipelines and datasets for analysis which draws on data engineering best practices. |
| Data exploration (Level Five) | Builds capability to extract maximum analytical value from the broadest range of data - structured and unstructured, internal and open - including exploiting potential to link and match data. |
| Data warehousing (Data Science) (Level Five) | Leads the selection and development of data engineering methods, tools and techniques. Ensures adherence to technical strategies and architectures. |
| Existing data sources (Level Five) | Ensures benefits of data acquisition, data modelling and data engineering are shared to benefit the wider analytical community. |
| Analytical potential (Level Five) | Enables the wider analytical group to derive maximum value from such systems through reuse and sharing of best practice. |
| Data integrity (Level Five) | Assesses issues which might prevent the organisation from making maximum analytical use of its information assets and recommends appropriate remedies. |
| Data linking (Level Five) | Drives the overall data management plan which supports data exploitation for analysis, including linking and matching across diverse datasets. |
| Data requirements (Data Science) (Level Five) | Plans and leads data engineering activities for strategic, large and complex analytics programmes. |
| Data sources (Level Five) | Sets direction, ensuring that analytical work is enabled by appropriate, effective and ethical data engineering, modelling, techniques and tools, drawing on deep understanding of industry trends and emerging technologies. |
| Data quality (Data Science) (Level Five) | Develops organisational policies, standards, and guidelines for the secure and resilient operation of data analysis services and products. |
| Data structures (Level Five) | Works across the NHS and externally to identify opportunities to exploit the value of data sharing taking account of legal and ethical considerations. |
| Data standards (Level Five) | Develops organisational policies, standards, and guidelines for data engineering and modelling for analysis, aligned with ethical principles. |
| Accessibility (Level Five) | Takes responsibility for the secure and resilient operation of data analysis services and products. |
| Programming (Data Science) (Level Five) | Ensures that programming work is co-ordinated across projects and is accountable for overall quality and performance of software developed in area of responsibility. |
| Development approaches (Level Five) | Co-ordinates allocation of resource across development teams, ensuring right skills are available and utilised. |
| Engineering standards (Level Five) | Develops organisational policies, standards, and guidelines for software construction and refactoring, and for reproducible analytical pipeline principles. Takes account of departmental and cross government best practice / guidance adopting where relevant and influencing direction of these. |
| Development reviews (Level Five) | Sets long term strategy and plans work to ensure long-term sustainability and flexibility of products and minimise risk during development. |
| Development standards (Data Science) (Level Five) | Assesses risk and opportunity of emerging technology and practices and influences development of strategic technology capabilities and processes to enable effective and efficient delivery of data product development. |
| Dependencies (Level Four) | Influences partners to ensure dependencies are handled and opportunities to accelerate or enhance delivery through collaboration are taken. |
| 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. |
| Machine Learning (Level Three) | You have detailed understanding of supervised, unsupervised, semi-supervised and re-inforcement models and where these methods are most effective. You have skills in programming languages such as Python to enable more detailed Machine Learning models. |
| Automation (Level Three) | Operationalises and automates activities for the efficient and timely production of data products eg reproducable analytical pipeline (rap). |
| Hypothesis Testing (Level Three) | You understand Type I and Type II errors and how these relate to statistical power. You understand a-priori and post-hoc hyptheses, the difference between them and the strengths and weaknesses in relation to exploratory analysis. |
| Behavioural Science (Level Three) | You have a core knowledge in data science, economics, psychology and policy and are able to transform theory into practice and better adapt interventions to a specific context. |
| Social Research (Level Three) | You are able to review existing research evidence and work with other analysts to provide timely, relevant and robust policy responses and debate. |
| Economics (Level Three) | You can create econometric models for example CGE (Computable General Equilibrium) or partial equilibrium for scenario analysis in software packages. |
| Operational Research (Level Three) | You have a breadth of knowledge across a range of hard (e.g. linear programming, integer programming) and soft analytical techniques (e.g. strategic options development and analysis (SODA), soft systems methodology (SSM)) |
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. |
| Complexity (Level Two) | You understand and can articulate when the complexity of a proposed project requires further professional management or support. |
| Scheduling (WP2.3)(Level Three) | You sequence the activities in data and digital projects logically, effectively and efficiently, incorporating any lessons learned from similar past projects. |
| 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. |
| Communications (Level Two) | You communicate effectively with others, adapting your style and approach as and when required. |
| 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.