DATE: August 11, 2000 THIS MEMORANDUM SHOULD BE … Library/2000052.pdf · 2012-06-05 · CONTACT:...

State of California

40E M 0 R A N D U M

DATE : August 11, 2000TO :

PERSONNEL MANAGEMENT LIAISONS

REFERENCE CODE : 2000-052

THIS MEMORANDUM SHOULD BE DISTRIBUTED TO:

Personnel OfficersEmployee Relations OfficersChief .Information Officers

FROM :

Department of Personnel AdministrationPolicy and Operations Division

SUBJECT :

Information Technology Allocations

CONTACT :

Sandra Sales, Personnel Services Consultant(916) 322-0169, CALNET 492-0169FAX : (916) 327-1886INTERNET : SandraSales@DPA .CA .GOV

The current Unit 1 Memorandum of Understanding (MOU) containsseveral provisions on Information Technology (IT) classifications inState service . One of these provisions is the implementation of newposition allocation standards that recognize the increasedcomplexity and responsibility of duties assigned to associate levelIT positions.

This memorandum provides the personnel-related instructions for ITassociate to staff upgrades . Much of the information provided is arestatement of instructions issued electronically as PML 99-055 onOctober 26, 1999 . Please review the instructions carefully as someprocesses have changed.

The Department of Finance will provide departments with instructionson budgeting for the associate to staff upgrades and directlyrelated excluded upgrades in a forthcoming Budget Letter . TheBudget Letter will address eligible upgrades for 2000-01 and 2001-02as approved by the Classification Review Committee (CRC) and theDepartment of Personnel Administration (DPA) by October 18, 2000.

The Unit I MOU refers to the upgrading of 1,000 associate levelpositions . This number represents an estimate of the actual

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upgrades anticipated during the last fiscal year (FY) . At thistime, departments should identify all associate IT positions plannedfor upgrade through June 2002 . In some cases, upgrading associate

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PML 2000-052August 11, 2000Page 2

IT positions will have an impact on supervisory positions in a directorganizational relationship . Such supervisory reallocationsnecessitated by the Associate to Staff upgrades also should beidentified.

IT ALLOCATION GUIDELINES

The "Allocation Guides for Data Processing Classes," dated August 25,1989 are obsolete, and should no longer be used . Attached are"Leveling Factors" to be used in combination with the appropriateclass specifications . The leveling factors apply to analyticalpositions.

All IT allocations must meet the conceptual standards of the existingclassification series (Programmer Analyst, Information SystemsAnalyst, Systems Software Specialist, and Data Processing Manager).While new IT classes are being developed, they are not yet completed.

DELEGATION

Effective October 1999, delegation of new allocations to servicewideIT analytical and related supervisory/managerial classes at the stafflevels and above was withdrawn . This action was based on theinadequacy of resources necessary to assist departments in makingthese determinations . In lieu of delegation, an IT CRC has beenestablished . This committee is comprised of management/executivelevel information technologists selected from throughout Stateservice . The committee meets weekly and has proven invaluable inproviding technical guidance and servicewide consistency for ITclassification decisions.

PROCESS FOR UPGRADES

This process should be used for associate to staff as well assupervisory upgrades . Please submit the following:

1.

A general description of the IT environment . An outline of thetype of information to include in this general description isattached . Typically, this description will be one and no more

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than two pages in length.

2.

A description of the methodology used to differentiate betweenassociate staff level positions, and a clear distinction between

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PML 2000-052August 11, 2000Page 3

associate and staff level work . Please use the leveling factorsas a guide when describing the associate and staffresponsibilities . Also, provide a sample of duty statementsreflecting the methodology applied.

3. The number of anticipated upgrades through June 30, 2002,associate to staff and supervisory positions . Indicate whichsupervisory upgrades are directly related to the associate tostaff upgrades . Please differentiate between positions to beupgraded by FY, i .e ., those for 2000-01 and those for 2001-02.

4. A current organization chart, one reflecting anticipatedupgrades, both associate to staff and supervisory . Note:Departments that have submitted associate to staff upgradepackages since October 1999, and received approval, shouldresubmit their proposals with the proposed upgrades for 2090-01and 2001-02 FYs, differentiated by FY.

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Please submit this information to DPA by September 1, 2000.

All departmental proposals regarding IT classes at the staff level andabove will be reviewed by the CRC . Departmental representatives arewelcome to participate in the CRC discussion of a particular proposal,just let us know . Otherwise, a CRC member will provide feedback onthe allocation determinations.

Please direct questions or comments to Sandra Sales, or call(916) 324-9381 and your call will be routed.

(~/ .t~~~Peter J .

AGStrom

Chief

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INFORMATION TECHNOLOGY (IT)ANALYTICAL/PROFESSIONAL LEVELING FACTORS

KNOWLEDGE: Nature and extent of that body of information/facts (steps, procedures, practices, policies, concepts, theories, and principles) which the employee must possess todo acceptable work, and the skill or ability necessary to effectively apply that information in solving business problems . Knowledge is typically gained through a combination ofeducation, training, and experience, and varies with respect to both its content domain ("breadth") and degree of specialization ("depth") . Ordinarily, depth of knowledge is a functionof both an incumbent's classification and the functional area(s) to which s/he is assigned . Regardless of classification or functional area, however, it is expected that the knowledgedomain through the associate level will typically be confined to technical details whereas at the staff level and beyond, incumbents will develop a full knowledge of accepted industrypractices and standards, along with an increasingly more comprehensive understanding of their organization's business processes and needs, its mission, and its position within theState's overall business enterprise . Acquisition of knowledge is an incremental process and it is assumed that incumbents at a given level will possess all of the requisiteknowledge, skills, and abilities of previous levels.

Programmer I . Rq . AAssistant ISA Rg . A

This range constitutes the traineelevel and assumes a knowledge ofbasic information technologyconcepts, practices, and methods,and a limited understanding of thebusiness enterprise, objectives, andmission of the organization . Ability toapply this knowledge in solvingsimple business problems .

Programmer I . Rq . BAssistant ISA Rg . B

This range is the first entry level andassumes knowledge of more generalinformation technology concepts,practices, and methods, as well asawareness of the major computingenvironments, and knowledge ofbasic computer architecture (CPU,data storage devices, peripherals,etc .) . Understanding of theorganization, including its structure,reporting relationships, chain ofcommand, business enterprise,objectives, and mission. Ability toapply this knowledge in the designand application of solutions to routineproblems .

Programmer IIAssistant ISA Rg. C

This range is the second entry leveland calls for a working knowledge ofinformation technology concepts,practices, methods, and principles,and understanding of the majorcomputing environments as well asrepresentative platforms in eachsetting . General familiarity with mostof the following specific technicalareas: Ability to routinely apply theseconcepts in solving general businessproblems . General knowledge of thestructure and business enterprise ofthe organization, including generalreporting relationships, chain ofcommand, etc . Working knowledgeof the components of a computer,operating system concepts, and anacquaintance with various informationtechnology architectures andcommon networking architectures.Familiarity with basic data structures(scalars, arrays, stacks, lists, queues,trees, etc.), file organization, and datastorage and access techniques(sequential, direct, keyed, etc .).General understanding ofprogramming logic (sequence ofexecution, transfer of control, rules ofprecedence, etc .), and an awarenessof the tradeoff between performanceand effiency .

Associate ISAAssociate Programmer Analyst

Associate Systems Software Specialist

This range reflects the associate level and assumesfamiliarity with generally accepted informationtechnology concepts, practices, methods, and principles;understanding of the major computing environments,including the strengths and weaknesses of each ; andfamiliarity with the platforms commonly used in eachsetting . General familiarity with most of the followingspecific technical areas : Ability to utilize the reportingrelationships, chain of command, etc . in securing theresources necessary to complete one's assignmentsand independently solve a wide array of businessproblems. Knowledge of the characteristics of operatingsystem characteristics and their role in allocating andscheduling resources, understanding of client/serverarchitectures, familiarity with principal networkingconcepts and protocols, and an appreciation for thechallenges inherent in transferring data acrossplatforms . Familiarity with connectivity issues and theconcept of seamless interoperability as well as thedifficulties encountered in application integration acrosscomputing environments . Working knowledge of datastructures, file organization, data modeling techniques,and methods for data storage and retrieval . Facility withgeneral programming logic and applicationsdevelopment procedures, ability to effectively utilizebuffering and addressing techniques to optimizeperformance . Understanding of, and ability to apply theconcept of orders of magnitude in specifying andevaluating algorithms . Familiarity with general securityconcerns and common procedures for data back-up andrecovery . Solid understanding of the businessenterprise of the organization, including an appreciationfor the salient political and regulatory issues faced by itsmanagement.

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KNOWLEDGE: Nature and extent of that body of information/facts (steps, procedures, practices, policies, concepts, theories, and principles) which the employee must possess todo acceptable work, and the skill or ability necessary to effectively apply that information in solving business problems . Knowledge is typically gained through a combination ofeducation, training, and experience, and varies with respect to both its content domain ("breadth") and degree of specialization ("depth") . Ordinarily, depth of knowledge is a functionof both an incumbent's classification and the functional area(s) to which s/he is assigned . Regardless of classification or functional area, however, it is expected that the knowledgedomain through the associate level will typically be confined to technical details whereas at the staff level and beyond, incumbents will develop a full knowledge of accepted industrypractices and standards, along with an increasingly more comprehensive understanding of their organization's business processes and needs, its mission, and its position within theState's overall business enterprise . Acquisition of knowledge is an incremental process and it is assumed that incumbents at a given level will possess all of the requisiteknowledge, skills, and abilities of previous levels.

Staff Information System AnalystStaff Programmer Analyst

System Software Specialist I . Tech

This is the journey level and it is expected that incumbentswill demonstrate true proficiency with respect to dataprocessing concepts, practices, methods, and principlesalong with an understanding of, and currency with respectto evolving industry trends and standards . Ability toeffectively apply this knowledge in evaluating alternativeproposals and recommending optimal solutions . Whilesome degree of specialization in enterprise developmentand maintenance applications or network processing maybe apparent, incumbents at this level are typically stillgeneralists exhibiting a wide breadth of knowledge of bothareas and ability to actively apply it to a variety of settings.Working knowledge of large scale database architectures,data communication protocols, and network configurations.Ability to apply concepts such as portability and scalabilityin designing, implementing, and evaluating long term,complex information technology systems . Extensiveknowledge of the organization's business enterprise andability to take into account the larger business perspectivein proposing and designing information technologysolutions . Knowledge of the roles and responsibility ofoversight and regulatory agencies in assuring qualitycontrol and dependability . Ability to work independently ineffectively securing resources and expertise throughproper channels within the organization while developingand managing large and complex systems .

Senior Programmer AnalystSenior Information Systems AnalystSystem Software Specialist ll . Tech.

This is the expert level, and as that term implies, thoseincumbents in Information Technology Specialist positionswill display exceptional knowledge with respect to centraldata applications or network operations. InformationTechnology Business Consultants at this leveldemonstrate high-level knowledge of system design,applications development life-cycle issues and principles,and general information technology business proceduresand practices . Extensive knowledge of data processingconcepts, practices, methods, and principles and a globalunderstanding of, and currency with respect to evolvingindustry trends, practices, and standards . Demonstratedability to apply this knowledge, and sensitivity to thebusiness perspective of the organization in solving themore complex business problems. Interpersonal,communication, and leadership skills necessary to serve ina lead capacity on the larger and more complex projects.Understanding of the State budgeting process, legislativeand administrative procedures, procurement documentsand procedures, licensing issues, and the roles andresponsibilities of oversight and regulatory agencies inassuring quality control and system dependability . Abilityto network and interface effectively with other technicalpersonnel and the organization's management in securingthe resources, expertise, and approvals necessary toimplement large scale information technology solutions .

System Software Specialist III . Tech.

At the mastery level, incumbents possess thoseknowledges, skills, and abilities that truly set them apartfrom other information technology professionals as leaderswith respect to the State's information technologyenterprise . Incumbents at this level possess the requisiteknowledge to plan, design, develop, implement, test,evaluate, and administer the largest and most complexinformation technology projects, either as integral solutionsfor their organization's overall business enterprise, or asmulti-departmental solutions for larger State businessneeds and objectives . Examples of systems and activitiespertinent to this level include complex operating systemsand proprietary software packages in large mainframeenvironments, large scale multi-user multi-taskingdatabase management systems spanning multipleorganizational entities accessed by a diverse array of on-line and batch users, networking configurations providingseamless application integration and back-end databaseaccess across a variety of platforms, and multi-departmental, multi-disciplinary research, planning, andevaluation consortia with responsibility for addressing thehighest level of statewide information technology issues.In each setting, incumbents at this level contribute thehighest levels of technical knowledge, business expertise,and leadership in meeting the State's most complex andcritical business needs, demonstrating true mastery of theirarea of specialization (enterprise development andmaintenance, networks, or business consulting), and anextensive, global, and up-to-date perspective on evolvingindustry trends, practices, and standards.

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INFORMATION TECHNOLOGY (IT)ANALYTICAUPROFESSIONAL LEVELING FACTORS

SUPERVISION RECEIVED : Covers the nature and extent of direct or indirect controls exercised by the supervisor, the employee's personal responsibility, and the thoroughnesswith which completed work is reviewed . Controls are exercised by the supervisor in the way assignments are made, instructions are provided to the employee, priorities anddeadlines are set, and objectives and boundaries are defined . Responsibility of the employee depends upon the degree to which the employee is personally expected to developthe sequence and timing of various aspects of the work, to modify or recommend modification of instructions, and to participate in establishing priorities and defining objectives.

Programmer IIAssistant ISA Rq. C

The supervisor makes assignments bydefining objectives, priorities anddeadlines, and assists employees withunusual situations that do not have clearprecedents . The employee plans andcarries out the successive steps andhandles problems and deviations in thework assignment in accordance withinstructions, policies, previous training, oraccepted practices in the occupation.Completed work is usually evaluated fortechnical soundness, appropriateness,and conformity to policy andrequirements . The methods used inarriving at the end results are not usuallyreviewed in detail.

Programmer I . Rq . AAssistant ISA Rq . A

For both oneof-a kind and repetitivetasks the supervisor makes specificassignments that are accompaniedby clear, detailed, and specificinstructions . The employee worksas instructed and consults with thesupervisor as needed on all mattersnot specifically covered in theoriginal instructions or guidelines.For all positions the work is closelycontrolled and the employee'sindependence of action is verylimited . For some positions, thecontrol is through the structurednature of the work itself ; for others itmay be controlled by thecircumstances in which it isperformed . In some situations, thesupervisor maintains control throughreview of the work that may includechecking progress or reviewingcompleted work for accuracy,adequacy, and adherence toinstructions and establishedprocedures .

Programmer I . Ro . BAssistant ISA Rq . B

The supervisor provides continuingor individual assignments byindicating generally what is to bedone, indicating limitations, qualityand quantity expected, deadlines andpriority of assignments . Thesupervisor provides additional,specific instructions for new, difficult,or unusual assignments includingsuggested work methods, or adviceon source material available . Theemployee uses initiative in carryingout recurring assignmentsindependently without specificinstruction, but refers deviations,problems, and unfamiliar situationsnot covered by instructions to thesupervisor for decision or help . Thesupervisor assures that finished workand methods used are technicallyaccurate and in compliance withinstructions or establishedprocedures . Review of the workincreases with more difficultassignments if the employee has notpreviously performed similarassignments .



The supervisor makes assignments bygenerally defining objectives, priorities,and deadlines. Within the scope andcomplexity of associate-level ITassignments, incumbents operate withina largely unsupervised environment butwithin a clear accountability framework.Incumbents possess the necessarygeneral and technical competencies toprioritize work, initiate contacts, andresolve issues. The incumbent isexpected to know and apply knowledgeabout the organization's customers,stakeholders, business priorities andenvironment in order to complete workassignments in an effective, accurate,and timely manner.

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SUPERVISION RECEIVED : Covers the nature and extent of direct or indirect controls exercised by the supervisor, the employee's personal responsibility, and the thoroughnesswith which completed work is reviewed . Controls are exercised by the supervisor in the way assignments are made, instructions are provided to the employee, priorities anddeadlines are set, and objectives and boundaries are defined . Responsibility of the employee depends upon the degree to which the employee is personally expected to developthe sequence and timing of various aspects of work, to modify or recommend modification of instructions, and to participate in establishing priorities and defining objectives.



The supervisor provides administrative direction withassignments in terms of broadly defined missions orfunctions . The employee has responsibility forplanning, designing, and carrying out programs,studies or other work independently. Results of thework are considered as technically authoritative andare normally accepted without significant change . Ifthe work should be reviewed, the review concernssuch matters as fulfillment of program objectives,effect of advice and influence of the overall program,or the contribution to the advancement oftechnology. Recommendations for new projects andalteration of objectives are usually evaluated forsuch considerations as availability of funds andother resources, and broad program goals or .priorities.Incumbents at the staff level will either takeresponsibility for substantial technical decision-making or for teams of staff. If the latter,incumbents demonstrate the basic competenciesassociated with team leadership.

Senior Programmer AnalystSenior Information Systems AnalystSystem Software Specialist II . Tech.

The supervisor provides general administrativedirection concerning assignments . There is a broadscope of professional responsibility andaccountability at the senior level . Incumbentsfunction as leads on major projects and completeindependence is expected . There is a strong teamleadership component required to perform the work.Incumbents are required to demonstrate expertiseconnected with staff direction and motivation,financial control, and achieving targets of deliveryand quality.Incumbents have defined responsibility and authorityfor decision making related to major projects or in anadvisory function .


Positions at the principal level require little or nodirect supervision. They typically report to higher-level positions where only broad administrative andpolicy direction is provided . Principal consultant oradvisory positions (often specialized) have theability to commit the organization on statewidetechnology issues . Incumbents play a major part informulating IT strategy and policy across theorganization . At the principal level incumbentsdemonstrate advanced leadership competencies.

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GUIDELINES: Covers the nature of guidelines and the judgement needed to apply them. For example, guides include : desk manuals, established procedures and policies,operations manuals, and reference materials such as data dictionaries, programming manuals, hardware and software manuals, and on-line knowledge systems . Since individualjobs throughout IT classifications vary in the specificity, applicability, and availability of the guidelines for performance of assignments, the constraints and judgmental demandsplaced upon employees also vary. The existence of specific instructions; procedures, and policies may limit the opportunity of the employee to make or recommend decisions oractions . However, in the absence of specific instructions, procedures and policies, employees in Senior and Principal classifications use considerable judgement in researchingproblems and developing new solutions and methods.

Programmer I, Rq . AAssistant ISA Rq . A

Specific oral and/or writtenguidelines and procedures coveringall important aspects of theassignment are provided to theemployee . The employee works instrict adherence to the guidelineswhile undergoing a plannedprogram of training and experienceacquisition designed to establishfamiliarity with basic IT functionsand processes ; deviations must beauthorized by the supervisor.

Programmer 11Assistant ISA Rq. C

In addition to use of guidelinesdescribed in Range B, employees atthis level may also determine which ofseveral established availablealtematives to use . Incumbents arefamiliar with, guidelines and can selectthem appropriately . They also useapplicable methods procedures andstandards effectively.

Programmer 1 . Rg . BAssistant ISA Rq . B

Procedures for doing the work havebeen established and a number ofspecific guidelines are available. Thenumber and similarity of guidelines andwork situations requires the employee touse judgement in locating and selectingthe most appropriate guidelines,references, manuals, and procedures forapplication, and in making minordeviations to adapt the guidelines inspecific cases . After appropriate initialtraining, the incumbent is able tofunction effectively across tasksestablished using available tools,methodologies and/or equipment withoutfrequent references to others . Situationsin which the existing guideline cannot beapplied, or significant proposeddeviations from the guideline, arereferred to the supervisor .



Guidelines are available, but are notcompletely applicable to the work or havegaps in specificity . The employee usesjudgment in interpreting and adapting,guidelines such as policies, operationsmanuals, and work directions for application tospecific cases or problems. The employeeanalyzes results and recommends changes.The incumbent is thoroughly familiar with theavailable tools, methods, and proceduresassociated with their area of specialization.Incumbents possess adequate technicalfamiliarity to make correct choices fromalternatives in all these areas . They are alsoable to apply selected technical tools,guidelines, etc., in such a way as to meet settargets of cost, time, quality, and performance.

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GUIDELINES: Covers the nature of guidelines and the judgement needed to apply them . Guides used include, for example : desk manuals, established procedures and policies,operations manuals, and reference materials such as data dictionaries, programming manuals, hardware and software manuals, and on-line knowledge systems . Individual jobs indifferent IT classifications vary in the specificity, applicability, and availability of the guideline for performance of assignments . Consequently the constraints and judgmentaldemands placed upon employees also vary . For example, the existence of specific instructions, procedures, and policies may limit the opportunity of the employee to make orrecommend decisions or actions . However, in the absence of procedures or under broadly stated objectives, employees in higher-level classifications may use considerablejudgement in researching problems and developing new solutions and methods.



Administrative and technical policies andprecedents are applicable, but are stated ingeneral terms . Guidelines for performing thework are scarce or of limited use. The incumbentuses initiative and resourcefulness in deviatingfrom traditional methods or in researchingemerging technologies to develop new methods,criteria, and/or new policies.

Senior Programmer AnalystSenior Information Systems AnalvstSystem Software Specialist II . Tech.

Guidelines are broadly stated and nonspecific,e .g ., broad policy statements require extensiveinterpretation . Incumbents must use judgmentand ingenuity in interpreting the intent of theguidelines that do exist and in developingapplications to specific areas of work.Frequently, the incumbent is recognized as atechnical authority in the development andinterpretation of guidelines .


Guidelines are broadly stated and nonspecific,e .g ., broad policy statements require extensiveinterpretation . Incumbents at this level typicallyfunction in a specialized consultant or advisoryrole where the implementation of advice on plansproposed has a major impact on the effective useof IT in a significant undertaking.Incumbents play a major role in the developmentand interpretation of guidelines that are oftenused to formulate IT strategy and policy acrossthe organization.

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SCOPE AND EFFECT: Covers the relationship between the scope of the work, i .e ., the purpose, breadth, and depth of the assignment, and the effect of work products or servicesboth within and outside the organization . Effect evaluates whether the work output facilitates the work of others, provides timely services of a personal nature, or impacts theadequacy of research conclusions . To properly understand and evaluate the impact of the position, consider both the scope and effect of the work to allow consistent evaluation.



The work product or service at the associatelevel affects a wide range of establishedactivities, major activities of organizationalconcerns, or the operation of otherorganizations . The scope will be broad,commensurate with the breadth and depthof general and technical competencies.Assignments involve multiple tasks, singlesignificant functions, or multiple functions.The work impacts many users or customersat many locations . Service level objectivesare clearly defined and rigorous.

Programmer I . Rq . AAssistant ISA Rg . A

This is the entry level into the class.Scope will be very limited in thisrange . The work product or serviceis typically required to facilitate thework of others, however, it has littleimpact beyond the immediateorganizational unit or beyond thetimely provision of limited services toothers . After initial training, theincumbents are able to functionacross tasks which are largelyroutine and predictable and providea broad foundation as a basis forprogression . They are alsoexpected to seek guidance from asupervisor before proceeding .

Programmer I . Rq . BAssistant ISA Rg . B

After appropriate initial training,incumbents are given increasedresponsibility commensurate with thedevelopment of general and technicalcompetencies . Incumbents are ableto function effectively across variedtasks without frequent references toothers.There is less direct review, but still notsignificant breadth in assigned tasks.Products and services includeproblem solving and widespreadmonitoring . Many customers aredependent on the effective delivery ofservices .

Programmer IIAssistant ISA Rq . C

At this level the incumbent hasmoved past the trainee stage in thebasic aspects of the job and isgiven responsibility to start andfinish more complex work with lesssupervision.The work product or service affectsthe design or operation of systems,programs, or equipment . There aredistinct increases in the scope ofthe work and effect on products andservices . Incumbents assumeresponsibility for a definable portionof a project, or client servicesfunction . The scope involvesworking on a piece of a plan orproject from beginning to end .

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SCOPE AND EFFECT: Covers the relationship between the nature of the work, i .e ., the purpose, breadth, and depth of the assignment and the effect of work products or servicesboth within and outside the organization . Effect measures such things as whether the work output facilitates the work of others, provides timely services of a personal nature, orimpacts on the adequacy of research conclusions . The concept of effect alone does not provide sufficient information to properly understand and evaluate the impact of theposition . The scope of the work completes the picture, allowing consistent evaluations.



Full competence in a specialized analytical role isdemonstrated at this level of proficiency . Technicalaccountability for work done and decisions taken isexpected . The ability to give technical or teamleadership is demonstrated at this level with a highdegree of technical versatility and broad industryknowledge. The scope of the work involves isolatingand defining unknown conditions, usingtechnologies to resolve critical problems, anddeveloping new applications of existingtechnologies . The work product or service affectsthe work of other experts, the development of majoraspects of technology projects, programs ormissions, or the products and services of substantialnumbers of people . This is the work of a clearlydefined specialist.

Senior Programmer AnalystSenior Information Systems AnalvstSystem Software Specialist II . Tech.

Incumbents clearly demonstrate team leadershipcompetencies and model the organization values inall activities . Primary responsibilities include eitherproject management or senior consultant or advisorypositions where the implementation of advice orplans proposed has a significant impact on theorganization's business success . Incumbents havedefined responsibility and authority for decisionmaking . The scope of the work involves planning,developing, and implementing technologicalsolutions that are essential to the mission of theoverall organization or affect large numbers ofpeople on a long-term or continuing basis .


Incumbents effectively exercise power for the benefit ofthe organization by initiating key actions, influencingkey decisions or obtaining important resources.Incumbents possess a wide and deep practical ITknowledge basic, which includes emerging, "cutting-edge" technologies . They are recognized in theindustry as an expert in their area of specialization.Incumbents exhibit a mastery level of team leadershipqualities and play a major part in formulating ITstrategy and policy. They have extensive decision-making authority and direct the most critical/complexprojects, where it is expected that the cost of error inmaking decisions or giving advice would have a seriousdetrimental effect on the operating efficiency of theundertaking or function.

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COMPLEXITY: Covers the nature, number, variety, and intricacy of steps, processes, or methods in the work performed ; the difficulty in identifying what needs to be done ; andthe difficulty and originality involved in performing the work . Complexity also is determined by the breadth of impact, fiscal implications, impact on the business success of theorganization and its customers and public and media sensitivity .



Work at this level requires engaging inbusiness relationships requiring tact andperspective. Work will also involve beingfamiliar with the implication and uses ofnew technologies . Incumbents showinitiative and make time available to ensuregeneral and technical competencies arekept up-to-date in line with industrydevelopments.

Programmer I . Rg . AAssistant ISA Rg . A

Range A is the entry level to theclass . Incumbents are capable oflearning new processes as requiredand, under supervision, applyingnewly acquired knowledge . Taskswill be limited in scope and duration.The decision regarding what needs tobe done involves various choicesrequiring the incumbent to recognizethe existence of and differencesamong a few easily recognizablesituations . Incumbents demonstratean organized approach to theirassignments, and the ability toproduce required results within asupervised environment .

Programmer I . Rq . BAssistant ISA Rq . B

At this level actions to be taken orresponses to be made differ in suchthings as the source of information, theknowledge of transactions or entries, orother differences of a factual nature.As job knowledge and skill increase, sodo the number of tasks, which involvesmulti-tasking and imposed deadlines.Within a short time frame, incumbentsare able to plan, schedule, and monitortheir own work . Analysis of work isexpected to show broader knowledgeof the work environment, businesspatterns, and expectations.Incumbents demonstrate a rational andorganized approach to tasks set, andcontinue to operate within a structuredroutinely supervised environment .

Programmer IIAssistant ISA Rg. C

The work includes various analyticalduties involving different and unrelatedprocesses and methods . The decisionregarding what needs to be donedepends upon the analysis of thesubject, phase, or issues involved ineach assignment, and the chosencourse of action may have to beselected from many alternatives.Multiple tasks and deadlines becomethe routine for this range . Incumbentsare independent, self starting, andorganized . Incumbents demonstrate asystematic, disciplined, and analyticalapproach to problem solving.Incumbents have acquired anawareness of the context of theirspecific technical role within the usageof IT in the relevant area ofemployment, and within the employersbusiness as a whole .

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COMPLEXITY : Covers the nature, number, variety, and intricacy of steps, processes, or methods in the work performed ; the difficulty in identifying what needs to be done ; andthe difficulty and originality involved in performing the work . Complexity also is determined by the breadth of impact, fiscal implications, impact on the business success of theorganization and its customers and public and media sensitivity.



The work includes varied duties requiring manydifferent and unrelated processes and methodsapplied to a broad range of activities or substantialdepth of analysis . The work requires originatingnew techniques, establishing criteria, ordeveloping new information . The work alsoinvolves demonstrating leadership in identifyingnew issues and business opportunities and inassisting management with the most sensitiveissues . Incumbents demonstrate an in-depthunderstanding of the relationship of their technicalspecialization and/or project responsibilities to thework as a whole . Incumbents are able to proposetechnical solutions within their scope of expertisewhich take into account the customers businessneeds. Presentations will typically be a routinefunction of the job .


In addition to the complexity at the staff level,decisions regarding the work to be done includelargely undefined issues and elements . The workrequires extensive probing and analysis to determinethe nature and scope of the problems . The workcontributes to the solutions of complex problems,architecture reviews, or strategic and tactical plans.Incumbents demonstrate all the necessary qualitiesof effective project or function leadership and play akey role in the success in the department'sexploitation of IT and to the business as a whole.Incumbents also possess the general and technicalcompetencies needed to train/mentor organizationstaff and customers in a complex technical area orprocess .


The work at the principal level requires continuingefforts to establish concepts, theories, or programs ; orto resolve unyielding problems . Assignments requirean advanced level of organizational understandingand support of innovative technical pursuits.Incumbents demonstrate extensive knowledge andskills in one or more specific technology, trends,technical components, interfaces, protocols, andarchitectures.Incumbents play a major role in formulating ITstrategy and policy throughout the organization, and insome cases servicewide.

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PERSONAL CONTACT: Includes in-person and telephone contacts outside the supervisory chain-of-command . Levels described under this factor are based on requirements forinitial contact, difficulty in communication, and the setting (e .g ., the degree to which the employee and those contacted recognize their relative roles and authorities).



In addition to the contacts established inRange C, personal contacts are notroutine ; the purpose and extent of eachcontact is different . The role andauthority of each party is identified anddeveloped during the course of thecontact. Incumbents are expected tocommunicate effectively, both orally andin writing with peers, clients andcustomers . Presentations will beexpected based on the work product.

Programmer 1 . Rg . AAssistant ISA Rq . A

The personal contacts are typicallywith employees within theimmediate organization, office,project, or work unit, and related orsupport units. Contacts can also bewith vendors or customers in veryhighly structured situations (e .g .,the purpose of the contact and thequestion of with whom to deal withare relatively clear) . At this levelincumbents possess basic oral andwritten communication skills .

Programmer 1 . Rq . BAssistant ISA Rq . B

Daily contacts are made with systemsusers to answer questions, solveproblems, and clarify instructions.Incumbents initiate contact with otherinformation technology support staff tosolve problems and ensure conformityof methods and practices . Incumbentscontact vendors to ask questions andget information on existing or newtechnologies.Incumbents have developed sufficientoral and written communication skillsfor effective dialog with peers andhigher-level staff.

Programmer IIAssistant ISA Rq. C

Daily contact is made with a widerange of systems users to providetechnical information and solveproblems. Incumbents initiateroutine contact with other IT staff,vendors, and external entities tocoordinate problem solving,methods, and practices . Incumbentsmay also contact users and staffthroughout the organization todiscuss operational or businessneeds and systems requirements.Incumbents demonstrate formal andinformal communications ability, bothorally and written, when dealing withpeers and customers.

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INFORMATION TECHNOLOGYANALYTICAUPROFESSIONAL LEVELING FACTORS

PERSONAL CONTACT : Includes face-to-face and telephone contacts with persons not in the reporting chain . Levels described under this factor are based on what is required tomake the initial contact, the difficulty in communicating with those contacted, and the setting in which the contact takes place (e .g ., the degree to which the employee and thosecontacted recognize their relative roles and authorities).



Incumbents contact managers, technical staff, andsystems users to provide and makerecommendations regarding systems and problemsrequiring solutions . There is regular contact with ITstaff, vendors, and external entities to coordinateproblem solving and ensure conformity of methodsand practices . Incumbents contact users todiscuss business and system requirements,contractors to provide oversight, and vendors todiscuss existing or new technology. Incumbentscommunicate effectively, both orally and in writingwith subordinates, peers, clients, and customers atall levels. Incumbents demonstrate presentationskills .


Incumbents consult with or advise management,administrative or executive staff on the planning,development, implementation, and coordination of ITissues . This includes the operations, maintenance,installation, and construction of information systemson a regular basis . Incumbents frequently contactvendors to assess new technologies ; contractors toprovide oversight, negotiate contract modifications,and analyze compliance with contract specifications.Incumbents communicate effectively, both orally andin writing with subordinates, peers, clients,customers, and higher level staff . Incumbentsdemonstrate a high level of presentation skills to alllevels of audience.


In addition to contacts made at the senior-level,incumbents contact high-level entities in uniquesituations where it can be difficult to establish thecontact and identify their goals.Incumbents communicate effectively, both orally and inwriting with subordinates, peers, clients, customers,and higher level staff. Incumbents demonstrate a highlevel of presentation skills applicable to all levels ofaudience..

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PURPOSE OF CONTACTS: Ranges from factual exchanges of information to situations involving significant or controversial issues and differing viewpoints, goals, or objectives.

Programmer I . Ra . AAssistant ISA Rq . A

Incumbents obtain, clarify or givefacts and information, which vary innature . The facts and informationrange from easily understood andclear, to more highly technical .

Programmer] . Rq . BAssistant ISA Rg . B

Incumbents obtain, clarify, or give factsand information, which vary in nature.The facts and information range fromeasily understood and clear, to morehighly technical .

Programmer IIAssistant ISA Rq . C

Incumbents plan, coordinate, andadvise on work efforts which resolveoperating problems . Incumbentsinfluence and motivate individualsworking toward mutual goals with basiccooperative attitudes .



Incumbents plan, coordinate, and adviseon work efforts which resolve operatingproblems. Incumbents influence andmotivate individuals and teams workingtoward mutual goals which have basiccooperative attitudes . Incumbents obtainconsensus where there may becontroversy, but similar goals.

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PURPOSE OF CONTACTS: Ranges from factual exchanges of information to situations involving significant or controversial issues and differing viewpoints, goals, or objectives.


Svstem Software Specialist I . Tech

Incumbents influence, motivate, persuade, andlead individuals or groups . Those contacted maybe hesitant or skeptical, so the incumbent mustbe skillful in approaching the individual or groupin order to obtain the desired response (i .e .,obtain agreement where there is controversy anddissimilar goals) .

Senior Procrammer AnalystSenior Information Systems AnalystSystem Software Specialist U . Tech.

Incumbents actively participate in conferences,meetings, hearings, or presentations involvingproblems or issues of considerable consequenceor importance . Individuals contacted typicallyhave diverse goals, or objectives requiring theincumbent to achieve a common understandingof the problem and a satisfactory solution byconvincing the individuals, arriving at acompromise, or developing suitable altematives.

System Software Specialist III Tech.

In addition to the purpose of contacts at thesenior level, incumbents justify, defend,negotiate, or settle matters involving significant orcontroversial issues . Incumbents activelyparticipate in conferences and meetings with highlevel individuals holding conflicting views.Incumbents must be skillful in reachingcompromise solutions.

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IMPACTED SERVICE WIDE INFORMATION TECHNOLOGY CLASSES

Delegation is withdrawn for new allocations 'to the classes listed below:

Class Title Class Code Schem Code

Data Processing Manager 1 1381 LK31Data Processing Manager II 1384 LK21Data Processing Manager. 111 1393 LK15Data Processing Manager IV 1387 LK11Senior Information Systems Analyst (Specialist) 1337 LM82Senior Information Systems Analyst (Supervisor) 1340 LM70Senior Programmer Analyst (Specialist) 1583 LM12Senior Programmer Analyst (Supervisor) 1584 LM10Systems Software Specialist II (Supervisory) 1558 LM58Systems Software Specialist II (Technical) 1373 LM55Systems Software Specialist III (Supervisory) 1559 LM52Systems Software Specialist III (Technical) 1367 LM50

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DEPARTMENT IT ENVIRONMENT DESCRIPTION

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Revised : Oct . 15, 1999

Provide a high level executive summary of your department's Information Technology (IT)environment . Classification requests should indicate where those positions are placed withinthis environment . Include a very brief description of appropriate technology areas necessary tocommunicate an understanding of the number of staff and size of IT activities (using bullets orsummarized display techniques) . Where appropriate provide gross numbers, operating system,and major software component product names . Indicate the size, criticality, and complexity ofthe environment for the following areas . Please limit your response to no more than two pages.

â Infrastructure Servicesâ Application Services and Projectsâ IT Policy and Administrationâ Decentralized IT Organizations and Projects

INFRASTRUCTURE SERVICES

File ServersDatabasesSecurityInternetWide Area NetworkLocal Area NetworkNetwork Backbone

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Facilities and Geographic Locations ServedDepartment Networked Computers (Desktops and Laptops)Non-Networked ComputersElectronic MailInternet Service ProvidersNetwork Services Such as Video, Voice Over Data, Emerging TechnologiesData Center Services UtilizedOther

APPLICATION SERVICES AND MAJOR PROJECTS

Maintenance EnvironmentDevelopment EnvironmentList of Major Projects or SystemsInternet Applications (Not Text, Interactive Applications)Project NeedsEssential Business Supported and InterfacesOther or Emerging Technologies

POLICY AND ADMINISTRATIONProcurementPolicy and Customer Liaison Groups

DECENTRALIZED ACTIVITIES

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Contrast activities supported and new development projects managed outside the central ITshop within the department to those described above .

DATE: August 11, 2000 THIS MEMORANDUM SHOULD BE … Library/2000052.pdf · 2012-06-05 · CONTACT:...

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Transcript of DATE: August 11, 2000 THIS MEMORANDUM SHOULD BE … Library/2000052.pdf · 2012-06-05 · CONTACT:...