Competencies and Definitions

List of Competencies


Clearly defines mutual expectations of self and others. Takes appropriate actions to ensure obligations are met. Revises standards in response to change.

  • Being Developed (BD): Asks questions and provides feedback in an effort to clarify mutual expectations. Seeks advice on tasks and responsibilities when needed.
  • Basic (B): Checks assumptions about mutual expectations and clarifies standards of overall performance. Checks the scope of responsibilities of self and others. Monitors day-to-day performance and takes corrective action when needed to ensure desired performance is achieved.
  • Intermediate (I): Sets objectives that meet organizational needs. Provides recommendations to individuals and teams on ways to improve performance and meet defined objectives. Monitors and provides feedback on individual and team performance against defined standards.
  • Advanced (A): Sets enhanced objectives for self and others. Monitors performance trends and identifies opportunities to improve standards. Provides regular feedback and suggests alternative approaches necessary to ensure that organizational objectives and superior standards are achieved. Delegates responsibility and reallocates resources as needed to ensure that priorities are met for initiatives within area of responsibility
  • Expert (E): Defines strategic areas of responsibility. Plans and decides upon the reassigning and restructuring of significant organizational resources. Influences and sponsors cross-organizational decisions on work prioritization, resource allocation, and long-range standards of performance.

Analytical Thinking

Able to breakdown raw information and undefined problems into specific, workable components that in-turn clearly identifies the issues at hand. Makes logical conclusions, anticipates obstacles, and considers different approaches to the decision-making process.

  • Being Developed (BD): Gathers and links data. Reviews for non-conformity and gathers further information in response to routine problems. Identifies direct cause and effect relationships. Breaks down tasks and problems into manageable components. Solicits guidance as needed to assess importance and urgency. Escalates issues of a non-routine nature as needed.
  • Basic (B): Collates and reports information. Identifies trends and exceptions. Investigates to define problems more accurately. Sorts information in order of importance. Identifies relationships and linkages between components. Identifies variable potential causes and effects. Solicits guidance to define criteria and assign values of importance and urgency. Escalates issues of an exceptional nature.
  • Intermediate (I): Coordinates the information gathering and reporting process. Reviews trends and compares to expectations. Conducts research to define problems and prepares responses to anticipated questions. Prioritizes multiple issues and opportunities. Identifies relationships and linkages within several information sources. Anticipates issues that are not readily apparent on the surface. Identifies root causes and effects. Defines priorities within performance objectives. Reports and identifies areas that need guidance in order to resolve complex issues. Anticipates the possible outcome of potential solutions.
  • Advanced (A): Determines criteria for assessing issues and opportunities. Establishes clear goals and priorities needed to assess performance. Identifies relationships and linkages between different information sources. Anticipates issues that are not readily apparent on the surface. Identifies root causes and effects. Establishes clear goals and priorities. Anticipates potential problems and develops solutions needed to resolve them. Systemically analyzes relationships between apparently independent problems and issues. Reviews and cross-reviews reports. Identifies trends as well as isolated events. Translates analytical reports into management presentations, and provides guidance to resolve issues. Anticipates the possible outcome of potential solutions. Identifies areas of significant concern or opportunity. Probes and initiates research to identify critical problems.
  • Expert (E): Establishes strategic goals and enterprise-wide priorities. Uses techniques of advanced business and organizational analysis to identify and assess problem definitions and potential solutions, and compares and contrasts them against predetermined criteria. Creates framework for reviewing large volumes of unorganized data. Probes for, and points to, subtle and unclear relationships in highly complex matters and evaluates the merit of problem definitions and potential solutions. Anticipates the possible outcome of potential solutions. Systemically identifies and resolves complex enterprise-wide issues, while educating senior leaders as to their solution.

Building Relationships

Builds both formal and informal professional relationships. Maintains and fosters relationships within, across, and external to organizational boundaries. Obtains and shares information, ideas, and problems. Solicits advice, support, championship, sponsorship, and commitment that result in smooth transitions of change and the development of mutually acceptable solutions.

  • Being Developed (BD): Establishes a broad base of relationships. Solicits guidance in how to get things done and with whose help.
  • Basic (B): Establishes and maintains relationships with peers and contacts with access to information and to key business partners. Shares information and advice on how to get things done and who to involve.
  • Intermediate (I): Establishes and maintains relationships and alliances. Shares information and readily determines to whom to go for relevant information. Seeks assistance and feedback in the problem solving process. Partners with others to achieve expectations.
  • Advanced (A): Sets objectives necessary for obtaining feedback and assistance. Maintains effective communication. Shares ideas, issues, and opportunities with members of personal network. Seeks referrals from others with relevant expertise and influence. Attends and maintains relationships with relevant formal and informal professional groups and organizations.
  • Expert (E): Maintains and forms alliances with recognized leading experts and authoritative decision makers. Partners with wide circle of contacts and involves them in generating mutually beneficial long-term opportunities and achieving win-win outcomes. Represents the organization on strategic issues impacting multiple organizations, the community, and the professional field.

RATING: (E)___ (R)___ (B)___ COMMENTS:

Business Enterprise Knowledge

Solicits information on enterprise direction, goals, and industry competitive environment to determine how own function can add value to the organization and to customers. Makes decisions and recommendations clearly linked to the organization’s strategy and financial goals, reflecting an awareness of external dynamics. Demonstrates awareness by providing clear explanations for actions taken relative to customer requirements, needs, and industry trends.

  • Being Developed (BD): Inquires about the relationship of technology to the business as it pertains to assigned area of responsibility and related projects. Seeks out relevant information from available sources including supervisors, peers, clients, intranet/Internet, and documentation.
  • Basic (B): Keeps informed on business operations data. Gains consensus for suggestions from supervisors and project teams. Implements solutions for technological improvements that align with day-to-day business needs. Provides a business-based rationale for determining the necessity of incremental technological improvements and communicates viewpoint using the customers’ own terminology.
  • Intermediate (I): Develops and implements technical solutions that meet operational improvement needs. Ensures that decisions are supported by relevant stakeholders, as well as sound performance data. Effectively communicates technology changes to clients and how the changes affect their business drivers.
  • Advanced (A): Directs and coordinates the development and implementation of process-based solutions that cross organizational lines. Creates business case for investment in process and technological enhancements. Sets clear explanations for the integration and alignment of technology and business functions, focusing on the strategic value provided.
  • Expert (E): Sponsors enterprise-wide initiatives. Defines strategic imperatives in terms of the links between increased value, enterprise needs, and technological solutions. Procures support and funding from the leading stakeholders in the enterprise. Explains complex relationships and technological solutions in terms that meet the needs of the affected parties.

Business Process Knowledge

Identifies, documents, and monitors key business processes needed to achieve successful business results. Maps and documents processes. Develops framework for process improvement.

  • Being Developed (BD): Identifies and documents processes within area of responsibility. Seeks guidance on aspects of process that are out of immediate scope. Drafts procedures that comply with the process.
  • Basic (B): Defines routine, integrated processes. Documents processes using basic formal process charting techniques. Applies process definitions and flows to work performed. Identifies process bottlenecks and contributes suggestions for process improvement.
  • Intermediate (I): Maps full business processes and designs operational process flow. Facilitates group input and drafts proposals for process improvements. Identifies resource implications. Implements process improvement recommendations within the context of overall business processes.
  • Advanced (A): Describes and documents critical cross-functional business process flows. Applies business process re-engineering techniques and methods in analyzing process flow and accountability charts. Recommends and advocates substantive process enhancements and assesses both internal and external implications.
  • Expert (E): Analyzes enterprise processes for major enhancements to customer satisfaction and cost reduction. Identifies metrics for strategic business process improvement. Applies Business Process Re-engineering (BPR) techniques to complex processes that cross the enterprise. Presents the core technical and strategic concepts of process improvement. Identifies and facilitates sensitive responses to environmental, financial and organizational concerns and issues. Approves and sponsors process improvement recommendations. Identifies the value of process improvements and solicits the support of senior business leaders.

Change Advocate

Identifies and acts upon opportunities for continuous improvement. Encourages prudent risk-taking, exploration of alternative approaches, and organizational learning. Demonstrates personal commitment to change through actions and words. Mobilizes others to support change through times of stress and uncertainty.

  • Being Developed (BD): Supports change initiatives by following new directions as directed and providing appropriate information. Asks for feedback and ideas on how to do a better job and tries new approaches.
  • Basic (B): Participates in change initiatives by implementing new directions and providing appropriate information and feedback. Offers ideas for improving work and team processes. Experiments with new approaches and improves productivity through trial and error.
  • Intermediate (I): Participates in change programs by planning implementation activities with other change champions. Interprets the meaning of new strategic directions for the work group and sets objectives and standards. Implements monitoring and feedback systems. Evaluates progress and finds ways of making continuous improvements. Solicits and offers ideas for improving primary business processes. Improves effectiveness and efficiency through the involvement of peers and business partners by initiating new approaches.
  • Advanced (A): Leads the planning and implementation of change programs that impact critical functions/processes. Partners with other resource managers/change agents to identify opportunities for significant process enhancements. Recommends changes that impact strategic business direction. Sets expectations for monitoring and feedback systems and reviews performance trends. Evaluates progress and involves peers and team members in analyzing strengths and weaknesses in performance. Improves efficiency by spearheading pilots and planned functional change initiatives.
  • Expert (E): Reviews, sponsors, and approves recommendations for enterprise-wide change programs that impact cross-functional key processes. Partners with other business leaders to identify opportunities for significant technology/process enhancements. Lobbies for changes that impact strategic business direction. Approves strategic monitoring criteria and reviews high impact enterprise performance trends. Evaluates progress against key performance drivers and assesses organizational opportunities and risks. Solicits the support of business leaders in planning and spearheading enterprise change initiatives.


Collaborates with other members of formal and informal groups in the pursuit of common missions, vision, values, and mutual goals. Places team needs and priorities above individual needs. Involves others in making decisions that affect them. Draws on the strengths of colleagues and gives credit to others’ contributions and achievements.

  • Being Developed (BD): Participates willingly by supporting team decisions, assisting other team members, and doing his/her share of the work to meet goals and deadlines. Informs other team members about client-related decisions, group processes, individual actions, or influencing events. Shares all relevant and useful information.
  • Basic (B): Takes initiative to actively participate in team interactions. Without waiting to be asked, constructively expresses own point of view or concerns, even when it may be unpopular. Ensures that the limited time available for collaboration adds significant customer value and business results.
  • Intermediate (I): Actively solicits ideas and opinions from others to efficiently and effectively accomplish specific objectives targeted at defined business outcomes. Openly encourages other team members to voice their ideas and concerns. Shows respect for differences and diversity, and disagrees without personalizing issues. Utilizes strengths of team members to achieve optimal performance.
  • Advanced (A): Consistently fosters collaboration and respect among team members by addressing elements of the group process that impedes, or could impede, the group from reaching its goal. Engages the “right people,” within and beyond organizational boundaries, by matching individual capabilities and skills to the team’s goals. Works with a wide range of teams and readily shares lessons learned and credit for team accomplishments.
  • Expert (E): Identifies and improves communication to bring conflict within the team into the open and facilitate resolution. Openly shares credit for team accomplishment. Monitors individual and team effectiveness and recommends improvement to facilitate collaboration. Considered a role model as a team player. Demonstrates high level of enthusiasm and commitment to team goals under difficult or adverse situations; encourages others to respond similarly. Strongly influences team strategy and processes.

Communications for Results

Clearly and effectively transmits technical and business concepts, ideas, feelings, opinions, and conclusions orally and in writing. Listens attentively and for comprehension. Reinforces words through empathetic body language and tone.

  • Being Developed (BD): Speaks and writes to peers in ways that support transactional activities. Shares information and asks questions prior to taking action.
  • Basic (B): Converses with, and writes to, peers in ways that support transactional and administrative activities. Seeks and shares information and opinions. Explains the immediate context of the situation, asks questions with follow-ups, and solicits advice prior to taking action.
  • Intermediate (I): Conducts discussions with and writes memoranda to all levels of colleagues and peer groups in ways that support troubleshooting and problem solving. Seeks and shares relevant information, opinions, and judgments. Handles conflict empathetically. Explains the context of interrelated situations, asks probing questions, and solicits multiple sources of advice prior to taking action when appropriate.
  • Advanced (A): Converses with, writes reports for, and creates/delivers presentations to all levels of colleagues and peer groups in ways that support problem solving and planning. Seeks a consensus with business partners. Debates opinions, tests understanding, and clarifies judgments. Brings conflict into the open empathetically. Explains the context of multiple interrelated situations, asks searching, probing questions, and solicits expert advice prior to taking action and making recommendations.
  • Expert (E): Converses with, writes strategic documents for, and creates/delivers presentations to internal business leaders as well as external groups. Leads discussions with senior leaders and external partners in ways that support strategic planning and decision-making. Seeks a consensus with business leaders. Debates opinions, tests understanding, and clarifies judgments. Identifies underlying differences and resolves conflict openly and empathetically. Explains the context of multiple, complex interrelated situations. Asks searching, probing questions, plays devil’s advocate, and solicits authoritative perspectives and advice prior to approving plans and recommendations.

Information Systems Knowledge

Maintains and applies up-to-date knowledge of discrete and integrated information systems elements relevant to your area of responsibility (hardware, software, and network)

  • Being Developed: (BD) Aware of the primary uses of technology by customers, learning the systems of the enterprise and the customers affected. Responds to day-to-day requests for technical support in areas of primary usage. Escalates questions and problems to relevant technical expert groups. • Basic: (B) Possesses a basic understanding of the strategy, structures, processes, and procedures of the enterprise in its relationship with the business and its activities. Troubleshoots in response to requests for technical support. Identifies problems and needs. Escalates problems to appropriate technical experts.
  • Intermediate (I) Resolves escalated problems of technical support. Identifies root causes. Sets up and integrates new and enhanced information systems. Identifies customer needs and determines the appropriate approach to apply and ensure resolution. Solicits the input of appropriate technical experts and managers as required.
  • Advanced (A) Identifies means of integrating technical support requirements with enterprise processes and strategies. Identifies technological opportunities to meet client needs. Creates information system solutions to meet the needs of business stakeholders. Partners with appropriate technical consultants, experts, and managers to resolves complex problems across all IT solutions.
  • Expert (E): engineers, coordinates, and submits approval for significant enterprise-wide information system solutions that align with organizational processes and long-term strategies. Recommends large-scale, best practice technological opportunities. Engages appropriate technical consultants, experts, and leaders.


Voluntarily takes the first steps to identify and address existing and potential obstacles, issues, and opportunities.

  • Being Developed (BD): Volunteers to undertake activities within his or her capability. Asks questions and gathers information prior to taking on new tasks. Seeks help where challenged in trying something new.
  • Basic (B): Volunteers to undertake tasks that stretch his or her capability. Identifies who can provide support and procures their input. Identifies problems and acts to prevent and solve them.
  • Intermediate (I): Seeks out new challenges that require risk taking. Determines the resources, team support, and technical needs necessary to enable success and procures them. Keeps responding to the challenge in spite of obstacles and setbacks.
  • Advanced (A): Describes future scenarios and related opportunities. Plans potential responses involving resource holders, peers, processes, and technology. Leads a timely response, seeking internal/external advice and consultation, and sustains progress through uncharted territories.
  • Expert (E): Integrates future and conflicting scenarios and opportunities. Directs planning for potentially significant outcomes and contingency plans. Identifies areas of high risk. Procures significant commitment of organizational resources, involving resource owners, organizational leaders, core business processes, and technologies. Leads step-by-step, long-term responses, seeking and evaluating input from authoritative sources. Sustains progress in unprecedented strategic directions while maintaining superior ongoing performance.

Leading Others

Coaches, mentors and motivates others to meet the organization’s vision, commitments and goals. Provides an inclusive and positive team environment that fosters positive and constructive feedback, recognition, leadership, and personal and professional development.

  • Being Developed (BD): Works with team members to assess their developmental needs and provides them with the necessary support and expertise. Develops awareness of and works on own leadership style. Identifies situations needing attention and steps in as mediator as required.
  • Basic (B): Guides, coaches and motivates others. Assesses developmental needs and engages team members in projects that challenge their skills and abilities. Provides opportunities for others to learn from experts. Addresses and confronts issues and inappropriate behaviours in a timely and respectful way.
  • Intermediate (I): Regularly provides constructive feedback and recognition to team members regarding job performance and works with them to identify work goals and create individual development plans. Identifies, mentors, and raises the profile of future high performers and leaders. Determines best approach and mediates conflict between individuals and groups
  • Advanced (A): Supports team members in learning from each other, being self-directed, and being responsible for their own assessment and learning. Recognizes employee potential and develops reporting leadership strength. Works with employees to define realistic yet challenging work goals. Helps others to resolve complex or sensitive disagreements and conflicts.
  • Expert (E): Sponsors and reviews long-term learning needs, career paths, and succession plans for organizational leaders. Mentors and develops critical talent for the future. Ensures that all team members have equitable access to development opportunities. Creates a diverse and inclusive environment which brings together different ideas, experiences, skills and knowledge. Demonstrates and promotes effective conflict resolution practices.


Leading the Organization

Carries out the organizational strategy in alignment with the University’s strategic imperatives and with a clear understanding of the internal and external priorities, industry trends, emerging technologies, and economic viability that shape its stakeholders’ views.

  • Being Developed (BD):  Contributes to and generates support for work group operating plan. Keeps abreast of developments in other parts of the organization. Prioritizes work in alignment with the unit’s and the University’s core values, goals and strategies. Accepts responsibility for the effective delivery of service.
  • Basic (B): Understands and conveys departmental vision to staff and stakeholders. Understands UBC and departmental commitments, goals and strategies and how they align with and guide daily operations. Sets realistic service expectations within given constraints. Makes decisions that align with best practices and the organization’s core values.
  • Intermediate (I):  Develops a clear service plan that outlines the outcomes, key steps, responsibilities and expected time lines for completion to reach unit goals and further the organization and the University’s objectives. Communicates a collective purpose, creates a clear line of sight to the organization’s value proposition, and ensures alignment with the University’s goals and strategies. Engages in ongoing data collection to ensure that decisions are aligned with best practice.
  • Advanced (A):  Promotes an aligned perspective of the organization and the broader University community; fosters and leverages a strategic view to address complex business issues. Establishes clear service expectations and outcomes based on organizational strategy and takes corrective action to ensure ongoing availability of critical services. Maintains and develops an effective network of both technical and business contacts that provides information and intelligence around the market, emergent opportunities, and best practices.
  • Expert (E): Understands the projected direction of technology in the marketplace and how changes will impact the University and its learning and research environments. Champions the use of strategic alliances that align with the organization’s and the University’s goals to extend organizational impact. Provides necessary support (e.g. systems, processes, resources) for implementation of the organization’s strategic direction and adjusts as necessary to maintain high quality service. Promotes a climate of continuous transformation that will keep the organization and the University agile and “best in class”.


Leading Self

Demonstrates self-awareness through accurate assessment and management of one’s own attitudes, belief systems, and strengths as well as areas for personal development.

  • Being Developed (BD): Maintains awareness of emotions and uses this to guide positive thinking and actions. Recognizes gaps in own skill set and takes advantage of learning opportunities to enhance effectiveness. Volunteers to undertake related activities and creates good work and personal habits. Effectively organizes and prioritizes daily workload.
  • Basic (B): Demonstrates self-control and recognizes own pressure points. Acknowledges need for and seeks out the appropriate training and/or coaching. Volunteers to undertake tasks that stretch abilities. Possesses a strong work ethic and manages workload autonomously using creative methods to organize and prioritize ongoing workload.
  • Intermediate (I): Adapts approach without feeling own agenda or outcomes have been compromised. Challenges inefficient/ ineffective work processes and offers constructive alternatives. Analyzes work errors, successes and failures and sets learning strategies to rectify and increase knowledge. Ability to adapt to changing workload priorities, effectively reprioritizing or deferring tasks in line with operational and strategic goals.
  • Advanced (A): Calms self and others during stressful times. Comfortably handles risk and uncertainty and is decisive in ambiguous situations. Uses setbacks in a constructive way and demonstrates a mindset of continuous learning and improvement. Anticipates and responds in a proactive manner to future needs that may not be obvious to others. Ability to adapt to ever changing workload priorities and events and effectively reprioritizing or deferring tasks in line with operational and strategic goals.
  • Expert (E): Draws upon self-awareness and self-control to identify and manage the emotions of others during adverse times. Demonstrates the capacity for self-reflection; looks back at setbacks and/or failures and identifies and applies key learnings for self and others. Solicits feedback from a professional and personal network of experts and strategic advisors. Adapts easily in a continually changing environment and positively influencers others to adapt.


Problem Solving

Anticipates, identifies, and defines problems. Seeks root causes. Develops and implements practical and timely solutions.

  • Being Developed (BD): Asks questions and looks for data that helps to identify and differentiate the symptoms and root causes of every day, defined problems. Suggests remedies that meet the needs of the situation and those directly affected. Resolves problems and escalates issues appropriately.
  • Basic (B): Investigates defined issues with uncertain cause. Solicits input in gathering data that help identify and differentiate the symptoms and root causes of defined problems. Suggests alternative approaches that meet the needs of the organization, the situation, and those involved. Resolves problems and escalates issues with suggestions for further investigation and options for consideration as required
  • Intermediate (I): Applies problem-solving methodologies and tools to diagnose and solve operational and interpersonal problems. Determines the potential causes of the problem and devises testing methodologies for validation. Shows empathy and objectivity toward individuals involved in the issue. Analyzes multiple alternatives, risks, and benefits for a range of potential solutions. Recommends resource requirements and collaborates with impacted stakeholders.
  • Advanced (A): Diagnoses problems using formal problem-solving tools and techniques from multiple angles and probes underlying issues to generate multiple potential solutions. Proactively anticipates and prevents problems. Devises, facilitates buy-in, makes recommendations, and guides implementation of corrective and/or preventive actions for complex issues that cross organizational boundaries and are unclear in nature. Identifies potential consequences and risk levels. Seeks support and buy-in for problem definition, methods of resolution, and accountability.
  • Expert (E): Anticipates problem areas and associated risk levels with objective rationale. Uses formal methodologies to forecast trends and define innovative strategic choices in response to the potential implications of multiple integrated options. Generates and solicits the approval of senior leadership prior to defining critical issues and solutions to unclear, multi-faceted problems of high risk which span across and beyond the enterprise.

Strategic Technology Planning

Develops plans that meet the architecture/technology needs of the organization. Incorporates business vision, priorities, strategies, goals, emerging technologies, industry trends, and economic viability.

  • Being Developed (BD): Asks questions and assesses aspects of the strategic technology plan. Identifies the architecture/technology priorities that apply to a specific function and area of work. • Basic (B): Investigates technology practices, priorities, and direction. Uses the strategic technology plan to set objectives and action plans for a specific work area.
  • Intermediate (I): Supports research related to functional architectures and technology needs for a significant work area. Provides input to strategic technology planning. Identifies and analyzes unit’s strengths and weaknesses and proposes options for investment in and ongoing maintenance of a function or work process.
  • Advanced (A): Ensures researches and benchmarks are completed against best practices for IT spending, architecture, technologies, and processes. Defines criteria for prioritization and recommends core components of a strategic technology plan. Leads implementation of the approved strategic technology plan for significant, integrated work processes.
  • Expert (E): Recommends long-term best-in-class policies and plans that will provide enhanced support across the enterprise. Sponsors, coordinates, and approves the enterprise strategic technology plan. Steers enterprise initiatives that support the technology strategy. Allocates and aligns resources to meet the objectives of the plan. Partners with senior enterprise leaders to integrate the strategic technology plan with the enterprise long-term plans.


Demonstrates attention to detail and accuracy. Defines and organizes tasks, responsibilities, and priorities. Takes responsibility for timely completion.

  • Being Developed (BD): Applies attention to detail to routine tasks defined in formal, written procedures and oral instructions. Seeks guidance on the quality and the degree of completion required for completing new tasks. Reprioritizes as new deadlines are set. Responds constructively to customer feedback on task output.
  • Basic (B): Performs tasks according to quality and output standards. Takes initiative to ensure that outcomes meet internal and external customer requirements. Solicits feedback on performance in new tasks. Measures accuracy using performance metrics. Sets improvement standards to reduce errors, omissions, and oversights.
  • Intermediate (I): Demonstrates operational agility. Uses organizational systems that result in multiple critical activities to be identified and completed on time. Renegotiates priorities as necessary. Puts systems in place and uses them to monitor and detect errors and problems. Tests and inspects outputs and applies quality checks prior to work submission.
  • Advanced (A): Identifies potential areas of conflicting priorities and vulnerability in achieving standards. Reviews department’s progress against established goals, objectives, service level targets, and project milestones. Supports others in achieving deliverables by efficiently allocating resources and providing common organizing systems, techniques, and disciplines. Maintains a proactive work review and approval process prior to assignment completion. Solicits internal and external customer evaluation of performance and devises measures for improvement.
  • Expert (E): Sets the vision, defines the value, and acts as role model for creating a culture that sets superior standards and delivers on time and on budget. Agrees upon service level and project expectations with senior leaders. Reviews enterprise’s progress against established goals, objectives, service level targets, and project milestones. Devises strategies for delivering large-scale projects on time. Proactively conducts business review meetings for re-prioritization of resources and taking corrective action to respond to strategic initiatives. Holds self and leadership team members accountable for achievements, publicly recognizing successes. Identifies areas of potential vulnerability in achieving strategic business drivers. Supports the enterprise in achieving deliverables by investing in world-class organizational processes.