SFIA 9 – Skills for Agile working

The global skills and competency framework for the digital world
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Set up agile culture and capabilities
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Identifying users' behaviours, needs and motivations using observational research methods.
User research
URCH
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Investigating business situations to define recommendations for improvement action.
Business situation analysis
BUSA
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Identifying and assessing new and emerging technologies, products, services, methods and techniques.
Emerging technology monitoring
EMRG
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Identifying, prioritising, incubating and exploiting opportunities provided by information, communication and digital technologies.
Innovation management
INOV
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Providing leadership, advice and implementation support to assess organisational capabilities and to identify, prioritise and implement improvements.
Organisational capability development
OCDV
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Planning, designing and implementing an integrated organisation structure and culture.
Organisation design and implementation
ORDI
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Improving organisational performance by developing the performance of individuals and workgroups to meet agreed objectives with measurable results.
Performance management
PEMT
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Planning, estimating and executing systems development work to time, budget and quality targets.
Systems development management
DLMG
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Managing the effective use and control of financial resources to support business strategies, compliance and risk mitigation.
Financial management
FMIT
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Support and guide agile practices
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Leads the adoption, management and optimisation of methods and tools, ensuring effective use and alignment with organisational objectives.
Methods and tools
METL
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Supporting workgroups to implement principles and practices for effective teamwork across organisational boundaries and professional specialisms.
Organisational facilitation
OFCL
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Enhancing employee engagement and ways of working, empowering employees and supporting their health and wellbeing.
Employee experience
EEXP
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Facilitating the professional development of individuals in line with their career goals and organisational requirements.
Professional development
PDSV
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Systematically capturing, developing and leveraging vital knowledge to create value and enhance organisational performance.
Knowledge management
KNOW
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Systematically analysing, managing and influencing stakeholder relationships to achieve mutually beneficial outcomes through structured engagement.
Stakeholder relationship management
RLMT
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Providing support and guidance on portfolio, programme and project management processes, procedures, tools and techniques.
Portfolio, programme and project support
PROF
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Measure and learn to improve agile practices
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Developing and operating a measurement capability to support agreed organisational information needs.
Measurement
MEAS
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Assessing knowledge, skills, competency and behaviours by any means, whether formal or informal, against frameworks such as SFIA.
Competency assessment
LEDA
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Transferring knowledge, developing skills and changing behaviours using a range of techniques, resources and media.
Learning delivery
ETDL
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Adopt agile practices
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Managing and developing products or services throughout their full lifecycle, from inception through growth, maturity, and decline, to retirement.
Product management
PROD
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Ensuring successful delivery of new or updated products and services through effective leadership and collaboration within defined delivery cycles.
Delivery management
DEMG
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Delivering agreed project outcomes by aligning appropriate management techniques, collaboration, leadership and governance to specific project and organisational contexts.
Project management
PRMG
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Defining, evaluating and describing business change options for financial, technical and business feasibility and strategic alignment.
Feasibility assessment
FEAS
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Validating systems, products, business processes or services to determine whether the acceptance criteria have been satisfied.
User acceptance testing
BPTS
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Managing requirements through the entire delivery and operational lifecycle.
Requirements definition and management
REQM
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Ensuring the delivery of high-quality interactions and experiences that meet customer expectations across all touchpoints and channels.
Customer experience
CEXP
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Understanding the context of use for systems, products and services and specifying user experience requirements and design goals.
User experience analysis
UNAN
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Producing design concepts and prototypes for user interactions and experiences of a product, system or service.
User experience design
HCEV
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Validating systems, products or services against user experience goals, metrics and targets.
User experience evaluation
USEV
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Developing software components to deliver value to stakeholders.
Programming/software development
PROG
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Designing systems to meet specified requirements and agreed systems architectures.
Systems design
DESN
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Planning, designing and implementing activities to transition the organisation and people to the required future state.
Organisational change management
CIPM
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Assessing documented and undocumented process flows within a product, system or service against business needs through investigation and testing.
Process testing
PRTS
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Assessing systems and services to evaluate performance, security, scalability and other non-functional qualities against requirements or expected standards.
Non-functional testing
NFTS
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Assessing specified or unspecified functional requirements and characteristics of products, systems and services through investigation and testing.
Functional testing
TEST
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SFIA Levels of responsibility


SFIA's attributes of Autonomy, Influence and Complexity are the key to determining level of impact, responsibility and accountability. Click the SFIA level to find the details.
SFIA Level 1
Follow		 SFIA Level 2
Assist		 SFIA Level 3
Apply		 SFIA Level 4
Enable		 SFIA Level 5
Ensure, advise		 SFIA Level 6
Initiate, influence		 SFIA Level 7
Set strategy, inspire, mobilise
Performs routine tasks under close supervision, follows instructions, and requires guidance to complete their work. Learns and applies basic skills and knowledge. Provides assistance to others, works under routine supervision, and uses their discretion to address routine problems. Actively learns through training and on-the-job experiences. Performs varied tasks, sometimes complex and non-routine, using standard methods and procedures. Works under general direction, exercises discretion, and manages own work within deadlines. Proactively enhances skills and impact in the workplace. Performs diverse complex activities, supports and guides others, delegates tasks when appropriate, works autonomously under general direction, and contributes expertise to deliver team objectives. Provides authoritative guidance in their field and works under broad direction. Accountable for delivering significant work outcomes, from analysis through execution to evaluation. Influences the organisation significantly, makes high-level decisions, shapes policies, demonstrates thought leadership, fosters collaboration, and accepts accountability for strategic initiatives and outcomes. Operates at the highest organisational level, determines overall organisational vision and strategy, and assumes accountability for overall success.
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