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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 principal engineer - end user computing does
A principal engineer - end user computing owns the strategy roadmap and leads on the resourcing, learning and development for their team. They look at the bigger picture and understand trends in the business.
2. What skills they need
A principal engineer - end user computing 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.||Practitioner||Deals with high impact, complex change requests. Ensures that release policies, procedures and processes are applied.|
|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.||Practitioner||Leads the investigation and resolution of incidents.|
|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.||Practitioner||Takes accountability of issues that occur and is proactive in searching for potential problems. Achieves excellent user outcomes.|
|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.||Practitioner||Ensures that the right actions are taken to investigate, resolve and anticipate problems. Coordinates the team to investigate problems, implement solutions and take 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.||Practitioner||Sees the bigger picture by taking groups of services, investigating how to get the best of underlying services.|
|Service reporting||Takes management information and consolidates agreed key performance indicators into product or service measures that underpin service management of a specific product or service.||Practitioner||Leverages their data analytics skills to enhance business performance.|
|Technical specialism||Has an in-depth knowledge of, for example, code (application), messaging and batch management. Please note that the technical specialisms will differ for each role and will be defined in a job description.||Expert||Understands the direction for future technologies. Delivers a model to support and maintain those future technologies and any databases that co-exist in the current environment.|
|Testing||Plans, designs, manages, executes and reports tests, using appropriate tools and techniques, and works within regulations. Ensures risks associated with deployment are adequately understood and documented.||Expert||Holds responsibility for managing testing activities within development or integration activities. Manages risks and can take preventative action when risks become unacceptable. Manages customer relations.|
|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.||Practitioner||Has expert certificate in 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.||Expert||Gives direction on which tools or methods to use. Is experienced in meeting the needs of users across a variety of channels. Able to bring insight and expertise in how user needs have changed over time to ensure these are met by the business. Applies strategic thinking in how to provide the best service for the end user.|
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.||Practitioner||Manages configuration items, related information, service compliance and risks.|
|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.||Working||Understands core technical concepts related to their role and is able to apply them with guidance.|
|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.||Practitioner||Able to analyse current processes, identify and implement opportunities to optimise processes and leads and develops a team of experts to deliver service improvements. Helps to evaluate and establish requirements for the implementation of changes by setting policy and standards.|
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 judgement 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.|
|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 engineering - end user computing
There are 4 other role levels in engineering - end user computing: