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This content is part of the Digital, Data and Technology (DDaT) Capability Framework which describes the skills and Civil Service competencies needed for each role in the DDaT Profession. Please send any feedback on this content, or of your experience using it, to: firstname.lastname@example.org.
1. What a configuration analyst does
A configuration analyst provides administrative support to the change and release manager, helping maintaining the integrity of the configuration management database (CMDB) and independently solving smaller problems.
2. What skills they need
A configuration analyst needs a combination of specific technical skills and Civil Service competencies.
All roles have essential skills, and some have desirable skills.
Each skill has a skill level that ranges from ‘awareness’ to ‘expert’.
2.1 Essential skills
|Skill||Description of the skill||Skill level||What the skill level means|
|Change management||Able to manage changes to service, configuration items, organisational change, supplier change and associated documentation. Able to request changes due to incidents or problems to provide effective control and reduction of risk to the security performance and availability. Ensures compliance of the business services impacted by the change. Understands policy, principles and approach. Applies understanding and knowledge in project or programme activities. Develops experience in the use of key change management tools and processes.||Awareness||Able to implement changes based on requests for change. Applies change control procedures.|
|Community collaboration||Contributes to the work of the community, building successful teams through understanding team styles and influencing as well as motivating team members. Gives and receives constructive feedback, facilitating the feedback loop. Facilitates conflict resolution within teams, ensures the team is transparent and that the work is understood externally. Able to help teams maintain a focus on delivery while being aware of the importance of professional development.||Working||Contributes to the work of others whilst having the ability to motivate and empower teams. Creates the right environment for teams to work in and is able to facilitate the best team makeup depending on the situation. Recognises and deals with issues.|
|Incident management||Coordinates the response to incident reports, ensuring relevant prioritisation and detail to allow effective investigation. Identifies the correct procedures or channels for resolution and monitors resolution activity and progress updates to customers. Understands key change management tools and processes.||Awareness||Identifies and registers incidents, gathering the required information and allocating to the appropriate channel.|
|Ownership and initiative||Takes ownership of problems and proactively resolves technical problems, ensuring that technical solutions continue to meet business requirements. Takes full accountability for actions taken and decisions made.||Awareness||Aware of the problem resolution processes and passes the problem to their team.|
|Problem management||Understands and identifies problems, analysing and helping to identify the appropriate solution. Is able to classify and prioritise problems, document their causes and implement remedies.||Awareness||Able to investigate problems in systems, processes and services, with an understanding of the level of a problem (for example, strategic, tactical, operational). Can contribute to the implementation of remedies and preventative measures.|
|Service focus||Maintains focus on the whole life of service delivery - designs, develops, delivers and operates. Ensures that a set of IT products, suppliers and vendors come together to deliver an IT service.||Awareness||Aware of different products and services.|
|Understanding of service management framework||Has an in-depth understanding of service management framework principles and processes and the ability to apply the technical knowledge in project or programme activities.||Awareness||Has a level 3 service management framework qualification.|
|User focus||Understands users and can identify who they are and what their needs are based on evidence. Able to translate user stories and propose design approaches or services to meet these needs and engages in meaningful interactions and relationships with users. Puts users first and can manage competing priorities.||Awareness||Has an awareness or understanding of user experience analysis and its principles. Can see the purpose of user stories and focuses on user needs.|
2.2 Desirable skills
|Skill||Description of the skill||Skill level||What the skill level means|
|Asset and configuration management||Conducts the lifecycle management for assets including hardware, software, intellectual property, licences, warranties. This includes managing usage, disposal, compliance, inventory, sustainability, cost optimisation and protection of the asset portfolio. Helps to improve investment decisions and capitalise on opportunities. Complies with international standards for asset management. Documents information relating to the assets including identification, classification and specification of all items and information related to storage, access, versions. Is able to apply status accounting and auditing in line with relevant criteria.||Working||Maintains secure configuration and accurate information, controlling IT assets in one or more significant areas and verifying location and state of assets.|
|Availability and capacity management||Able to define, analyse, plan, forecast, measure, maintain and improve all aspects of the availability of services, including power. Controls and manages service availability to meet the needs of the business in a cost effective manner, including managing the capability, functionality and sustainability of service components (including hardware, software, network resources and software or infrastructure as a service).||Awareness||Aware of availability and capacity management processes.|
|Broad technical understanding||This specific knowledge underpins an individual’s ability to deliver the responsibilities and tasks for their role. This relates to the application of the required breadth and depth of technical knowledge. This also includes staying abreast of industry developments to make cost effective use of new and emerging tools and technologies.||Awareness||Aware of the subject matter and has an understanding of what it involves.|
|Continual service improvement||Identifies and explores opportunities for service and business improvement. Drives the analysis, identification, prioritisation and implementation of improvements and efficiencies, thereby ensuring that the organisation derives maximum value from services. This includes recognising the potential for automation of processes, determining costs and benefits of new approaches and managing change or assisting implementation where needed.||Awareness||Aware of the importance to consider developing process efficiency and common ways in which processes are optimised. Supports specific activities to improve development processes. Able to spot or identify obvious deficiencies.|
|Continuity management||Provides service continuity planning and support. This includes identification of information, systems which support critical business processes, the assessment of risks to those systems’ availability, integrity and confidentiality as well as the coordination of planning, designing, testing and maintenance procedures and contingency plans to address exposures and maintain agreed levels of continuity.||Awareness||Aware of the IT standard continuity management processes and procedures.|
3. Civil Service competencies
In the Civil Service, we use the Competency Framework to outline expected behaviours. Competencies are used as part of the assessment during the interview process.
3.1 Essential competencies
|Competency||Description||Interpretation for the job role|
|Changing and improving||People who are effective in this area take initiative, are innovative and seek out opportunities to create effective change. For all staff, it’s about learning from what has worked as well as what has not, being open to change and improvement and working in ‘smarter’, more focussed ways. For leaders, this is about creating and encouraging a culture of innovation and allowing people to consider and take informed decisions. Doing this well means continuously seeking out ways to improve policy implementation and build a leaner, more flexible and responsive Civil Service. It also means making use of alternative delivery models including digital and shared service approaches wherever possible.||Makes the right decision at the right time. Fixes the cause of the problem, not the effect.|
|Collaborating and partnering||People skilled in this area are team players. At all levels, it requires working collaboratively, sharing information appropriately and building supportive, trusting and professional relationships with colleagues and a wide range of people within and outside the Civil Service, whilst having the confidence to challenge assumptions. For senior leaders, it’s about being approachable, delivering business objectives through creating an inclusive environment, welcoming challenge, however uncomfortable.||Is a good team player and works effectively across IT operations. Is able to manage challenging relationships with internal and external teams and suppliers.|
|Delivering at pace||Effectiveness in this area means focusing on delivering timely performance with energy and taking responsibility and accountability for quality outcomes. For all staff, it’s about working to agreed goals and activities and dealing with challenges in a responsive and constructive way. For leaders, it is about building a performance culture where staff are given space, authority and support to deliver outcomes. It’s also about keeping a firm focus on priorities and addressing performance issues resolutely, fairly and promptly.||Focuses on delivering timely performance and takes responsibility and accountability for quality outcomes. Works to agreed goals and deals with challenges in a responsive and constructive way. Applies agile techniques to continual service improvement.|
|Making effective decisions||Effectiveness in this area is about using sound judgment, evidence and knowledge to arrive at accurate, expert and professional decisions and advice. For all staff, it’s being careful and thoughtful about the use and protection of government and public information to ensure it is handled securely and with care. For leaders, it’s about reaching evidence based strategies, evaluating options, impacts, risks and solutions and creating a security culture around the handling information. They will aim to maximise return while minimising risk and balancing a range of considerations to provide sustainable outcomes.||Works in a no-blame culture and feels empowered to make judgment calls. Makes the right decisions at the right time based on the information and evidence available. Takes measured risks and learns from mistakes. Visualises, articulates and solves complex problems and concepts. Applies logical thinking and information from analysis using comprehensive tools and techniques to make and validate decisions.|
|Managing a quality service||Effectiveness in this area is about valuing and modelling professional excellence and expertise to deliver service objectives, taking account of diverse customer needs and requirements. People who are effective plan, organise and manage their time and activities to deliver a high quality, secure, reliable and efficient service, applying programme, project and risk management approaches to support service delivery. For leaders, it is about creating an environment to deliver operational excellence and creating the most appropriate and cost effective delivery models for public services.||Prioritises tasks and understands business needs. Measures the impact of their work. Ensures that services are available for users (99999 approach). Proactively manages problems which underpin service availability by employing programme, project and risk management methodologies appropriately.|
3.2 Desirable competencies
|Competency||Description||Interpretation for the job role|
|Leading and communicating||At all levels, effectiveness in this area is about showing our pride and passion for public service, communicating purpose and direction with clarity, integrity and enthusiasm. It’s about championing difference and external experience and supporting principles of fairness of opportunity for all. For leaders, it is about being visible, establishing a strong direction and persuasive future vision; managing and engaging with people in a straightforward, truthful and candid way.||Ensures that technical terminology is business-oriented. Translates technical terminology and asks the right questions to find solutions.|
4. Other roles in change and release management
There are 2 other roles levels in change and release management: