Digital and Technology Skills Matrix

Version 1.
0 - Publication date: 25th February 2015
Digital and Technology Skills Matrix - Introduction

The Civil Service has a skills challenge in technology and digital. The sk
the past. We need our people to have the right skills if we are going to b
This Digital and Technology Skills Matrix document supports departmen

that are new or impacted by the digital transformation and should be us
or relevant Government Professions frameworks.
We have broken down this Digital and Technology Skills Matrix into 18 s
apply across several roles, and any one role might draw from several gr
For example, a Developer role may need to draw skills from:
- Development
- User Research
- Design
- Quality Assurance & Testing
Each tab in this document represents a different specialist skills group.
- Skill titles and descriptions

- Skill codes (for ease of noting or mapping skills)
- Learning resource links tied directly to a skill where possible (Skill-ma
- Learning resource links tied to the skill area (General Learning)
Special note: The first four skills group tabs are transferable skills that c
common skills that we recommend any member of staff has, regardless
contains themes anyone in a leadership position should be familiar with
Applications of the matrix for skills transformation -
The information in this document can support departments undertaking
- Mapping digital skills to create new Skill Profiles

- Performing Skills Assessments
- Identifying skill gaps
- Informing individual and team development plans
- Identifying skill requirements for recruitment and selection of staff
Our skills groups are...

Essentials for Digital Specialists
Agile Delivery
Commercial and Procurement
Digital Leadership
Service Management
Product Management
User Research
Agile Business Analysis
Design
All content is available under the Open Government Licence v3.0, except wh
015
Introduction
nology and digital. The skills we need in government now are not the same as w
skills if we are going to be successful in completing the digital transformation.
ment supports departments so they have the right digital and technology skills
mation and should be used in conjunction with existing frameworks, such as th
ks.
ogy Skills Matrix into 18 specialist skills groups. These skills groups are not alig
ght draw from several groups.
w skills from:
nt specialist skills group. On each tab is information on:
ls)
where possible (Skill-mapped Learning)
General Learning)
e transferable skills that can apply to many roles. For example, 'Essentials for d
r of staff has, regardless of their role within a technology and digital function. L
n should be familiar with.
ion -
departments undertaking a number of digital transformation activities such as:
es
ans
and selection of staff
Content Design
Performance Analysis
Data
Technical Architecture
Cyber Security and Information Assurance
Development
Operations Engineering
Operations Management
Quality Assurance and Testing
nt Licence v3.0, except where otherwise stated
Skills Group:
Description:
Typical roles:
Skills
Skill title
Essentials -
Understanding
the Digital
transformation
Essentials - Agile
delivery
awareness
Essentials -
Collaborative
working
Essentials - User-
centred design
Essentials -
Design principles
for digital
services
Essentials -
Meeting the
service standard
Essentials -
Commercial skills
& vendor
management
Essentials - Open
standards and
open source
technologies
Essentials -
Security
Essentials -
Identity
Assurance
Essentials - Being
social media
savvy
Essentials - Being
social media
savvy
Essentials -
Communicating
with non-
technical people
Essentials for Digital Specialists
These are skills that we would expect everyone working in digital and technology
government to have, regardless of their role or function. For the most part, there s
awareness; knowing what something is, understanding why it's important, and be
informed discussion with others about it.
All roles within Digital & Technology
Skill description
Understand the government's digital and technology transformation agenda and why the
government is changing the way it does digital and technology projects.
Be aware of what has happened so far with digital and technology transformation, includ
launch of GOV.UK and adoption of the department 'exemplar' transformations. Recognis
this means for departments and agencies.
Follow wider digital trends in the industry and how they may impact future government s
for example, the significance of big data, open source tools and Open Document Forma
Understand the stages through which services are created - from discovery, through to
understand how those services can be maintained over time until they are retired.
Understand what we mean by 'digital take-up' and the techniques that can be used to in
Understand what we mean by 'digital inclusion' and 'assisted digital' and how we can he
population use digital services in the future.
Understand the shift from traditional methods of delivery in government to more agile me
Understand that agile is a mindset (much wider than a set of tools and techniques) at th
which sits the concept that business people and developers must work closely together
throughout the project.
Be familiar with the principles in the Agile Manifesto and how they apply to products and
Recognise that when working in an agile environment, teams need to keep focused on e
frequent delivery of outcomes that satisfy the business need.
Work in multidisciplinary teams, and be willing to support work that isn't part of your core
Develop a shared understanding of each other's strengths and weaknesses to enable
collaborative working.
Have a strong understanding of how the design process must start with identifying and t
about real user needs. Be familiar with how to determine user needs and measure how
successfully they are met.
Understand the value of user research and how it can best be used to understand user
Doing user research continuously helps teams to:
- concentrate on real user needs
- design products and services which are prioritised based on user needs
- iterate products and services in response to user feedback
Write user stories that detail user needs.
Understand the GDS design principles and how they should underpin the creation of all
services and digital interactions.
Understand the 'Digital by Default' Service Standard and how it acts as a benchmark for
quality of government services.
Understand that effective commercial management, including procurement where neces

important in delivering high quality services that improve continuously.
Be aware of internal government procurement rules and EU procurement regulations.

Understand the importance of following a robust supplier selection and evaluation proce
minimise the risk of delivery delays.
Consider the impacts of moving from large, long-term vendor contracts to multiple small
medium-sized enterprise (SME) vendors, as this is a big part of the government's transf
Be aware of government procurement processes and frameworks available such as G-C

Digital Services Framework and the Digital Marketplace.
Understand open standards and open source technologies and the part they play in driv
transformation and avoiding third party vendor 'lock-in'.
Be aware of core security principles and be able to identify the security features that ma
be built into your service.
Know who the security experts are within your organisation and how to contact them for
consultation.
Understand the implication of the overall Government Security Classification (GSC) app
and ensure that systems implementation take account of the GSC principles.
Understand key principles of identity verification and how to employ the appropriate mea
assure a user's identity when they use government services.
Be aware of the GOV.UK Verify programme and understand how it can be utilised to me
identity assurance needs of users, services and departments.
Monitor the media activities of your department and GDS through online channels and s
media. As a minimum you should track the names of your department and any associate
ministers or high-profile staff members.
Monitor the media activities of your department and GDS through online channels and s
media. As a minimum you should track the names of your department and any associate
ministers or high-profile staff members.
Be engaged in online communities relevant to your field of work in order to support your
improve your skills.
Be aware of social media guidance for civil servants and remember three key things wh
engaging in social media as a civil servant:
- Learn the rules of each social media space before engaging
- Abide by the Civil Service Code and ask for advice if you are not sure
- Remember an official account belongs to the Department not the individual
Communicate technical and agile concepts to non-technical people.
nt is available under the Open Government Licence v3.0, except where otherwise stat
across
hould be
ng able to have an
Skill-mapped learning
Code Name
EDS.1.1 Government Digital Strategy:
reports and research
EDS.1.2 Digital Transformation
EDS.1.3 Adopting ODF
Getting to grips with

document formats.
EDS 1.4
EDS.1.5 Government Digital Strategy:

action 8 - increasing digital
take-up
EDS.1.6 Government Digital Inclusion
Strategy
Digital Inclusion in a nutshell
What is Assisted Digital?
EDS.2.1 Agile
EDS.2.2
EDS.2.3 Agile Manifesto
EDS.2.4 What an agile project looks

like.
EDS.3.1 The team
EDS.4.1 User-centred design
EDS.4.2 User research.
EDS.4.3 Writing user stories
EDS.5.1 Government Digital Service

Design Principles
EDS.6.1 Digital by Default Service
Standard
EDS.7.1 Why commercial matters
EDS.7.2 Guidance on Legislation

affecting Public Sector
Procurement
EDS.7.3
EDS.7.4 Digital Marketplace
EDS.8.1 Open standards for

government
EDS.9.1
EDS.9.2
EDS.10.1 Government Security

Classifications guidance
EDS.10.2 Identity Assurance
EDS.10.3 GOV.UK Verify guidance
EDS.11.1 Social Media Playbook

EDS.11.1
Using social media in public

services
EDS.11.2
EDS.11.3 Social Media Guidance for

Civil Servants
EDS.12.1 TechTarget
Government Communication
Service
d
ing General learning
Description Name
The GDS sets out how government will redesign An introductory guide to
its digital services to make them so open internet tools for
straightforward and convenient that all those civil servants
who can use them prefer to do so. Progress
reports, departmental strategies and information
on digital inclusion are also available via the
link.
Regularly updated information on the 25 Digital Foundation Day

exemplar services.
Principles for adopting ODF in your organisation Digital Business

and the challenges involved. Academy
Guidance on how to choose document formats Government

and how to move towards Open Document Communication
Formats. Professional
Competency
Framework
An outline of how each government department

is carrying out action 8 of the Government
Digital Strategy to increase digital take-up.
The Digital Inclusion Strategy sets out how
government and partners from the public,
private and voluntary sectors will increase digital
inclusion.
A GDS video introduction to digital inclusion.
A GDS video introduction to assisted digital.
A brief overview of agile and how to do it.
Sets out the twelve principles underlying agile

methodology.
A description of the common features of agile
projects.
Guidance on building and working with a

successful multidisciplinary team.
Collection of guidance on user-centred design.
An introduction to user research techniques.
Guidance on how to write a useful user story.
A list of GDS design principles and examples of

how they've been used so far.
The Digital by Default Service Standard is a set
of criteria for digital teams building government
services to meet.
Blog on the importance of commercial skills in

the civil service.
Scottish Government guidance giving overview

of EU public procurement rules.
Government approved cloud services for

technology projects.
Information about the open standards chosen

for use in government technology.
The Government Security Classification Policy

and accompanying guidance.
Blog giving the latest updates about the Identity

Assurance Programme.
Guidance for government digital service

providers that need to use the GOV.UK Verify
service.
A GDS guide to best practice when using social
media This should be used as a resource by
anyone managing social media for UK
government.
Video showing an example of user engagement
via social media.
Guidance for civil servants on use of social

media
How to describe data centre concepts in a

simple manner.
The GCS website outlines what is expected of
government communicators, provides the tools
and training on offer to build successful careers
and deliver an exceptional public service and
links to further information and advice.
ng
Description
Using open internet tools to
develop your digital skills and
productivity
One-day workshop for people

delivering services in
government.
Free online courses on digital

business and delivery.
The competencies in this

framework have been
structured around the four
stages of a strategic
communication planning
process: Impact, Insight, Ideas,
Implementation.
Skills group:
Description:
Helpful tip!
Typical roles:
Skills
Skill title
Agile Delivery -
Project
Management
Agile Delivery -
Planning
Agile Delivery -
Agile Tools and
Techniques
Agile Delivery -
Quality
Agile Delivery -
Project Tracking
Agile Delivery -
Continuous
improvement
Agile Delivery -
Product backlogs
Agile Delivery -
Budget
Management
Agile Delivery -
Focus on value
Agile Delivery -
Decision making
Agile Delivery -
Communication
Agile Delivery -
Stakeholder
Management
Agile Delivery -
Facilitation
Agile Delivery -
Agile Coaching
Agile Delivery -
Team
Management
Agile Delivery -
Team Leadership
Agile Delivery -
Team Leadership
Agile Delivery
Agile delivery is about creating fast iterations of services based on the feedback o
regularly releasing small pieces of functionality, constant communication betwee
creating transparency across the team about progress and activity by using walls
further introduction, click Skills Group title hyperlink above)
Note: Refer to this link for more detailed information about the Government Project Deli
you will find a general Project Delivery Competency Framework. The GDS 'Agile Delive
solely on an agile approach to project management.
Roles that might draw skills from this area include: Developers, Delivery Managers, Proj
Skill description
Be familiar with structured programme and project management environments, such as
methods, but be able to retain 'agility' even in a non-agile environment. When applicable
apply the underpinning philosophy and principles of agile in a project situation.
Remove blockers that hinder delivery, manage risks and dependencies within and betwe
and teams.
Work with the Product Manager to define the roadmap for any given product, breaking it
iterations, and helping to translate it into user stories.
Deliver projects and products using the appropriate mix of agile project management me
Use a wide range of agile frameworks, methodologies and tools and understand when to
such as:
- Scrum
- Kanban
- Extreme programming
- Retrospectives
- Standups
- Iteration Reviews
- Iteration Planning
- Roadmap Planning
- Agile Workshops
Use a wide range of agile frameworks, methodologies and tools and understand when to
such as:
- Scrum
- Kanban
- Extreme programming
- Retrospectives
- Standups
- Iteration Reviews
- Iteration Planning
- Roadmap Planning
- Agile Workshops
- Agile and Lean tracking tools
Ensure quality is met by including the right people in the team during the 'alpha', 'beta' a
phases and by ensuring each member of the team is responsible for defining and mainta
Use agile tools and techniques (such as burndown charts, lead times, delivery rate) to tr
against delivery, current items in backlog, risks, issues and blockers in order to commun
status to the team and stakeholders.
Understand and focus the team on delivering value early and often, iterating and continu
improving workflows where necessary.
Drive continuous, demonstrable improvements in the team and what is delivered, based
derived from actual delivery, such as:
- burn down and burn up charts

- reducing bottlenecks
- understanding velocity and delivery rates
- cumulative flow diagrams
- process control charts
- work in progress limits
- measures against project goals
- outputs from retrospectives
Understand the concept of product backlogs, and be able to assist the team in prioritisin
user stories in the product backlog.
Estimate iteratively and scope budgets with input from team members, stakeholders and
and present it in an understandable format.
Improve the performance of agile teams and projects through simplification and remova
wherever possible.
Bring people and views together to inform decision making.
Weigh up risks against benefits and priorities to deliver.
Communicate effectively and clearly even when under pressure and duress.
Initiate and facilitate open communication between team members and stakeholders, cr
environment of transparency and openness.
Engage confidently with stakeholders and communicate project information in a clear wa

when communicating difficult messages.
Facilitate meetings and workshops with people from all levels of seniority, without bias.
Communicate, promote and coach the use of agile and lean methodologies to the team
relevant/interested stakeholders.
Manage people and agile delivery to develop high-performing, self-motivated and collab
Matrix-manage multidisciplinary teams, offering leadership and support where needed.
Lead the collaborative planning process, prioritising work that needs to be done against
and capability of the team.
Maintain a clear sense of direction and purpose for the team based on the project vision
Maintain a positive team mood and focus in difficult and challenging circumstances.
t is available under the Open Government Licence v3.0, except where otherwise state
users. It means
m members, and
line tools. (For
rofession. Here
s group focuses Project Delivery
nagers, Agile BAs

Skill-mapped
learning
Code Name Description
AGI.1.1
AGI.1.2
AGI.2.1 Writing user stories Guide to writing user stories.
Experiments in Sets out how GOV.UK product

roadmapping at roadmap was built and is
GOV.UK maintained. Looks at what works
and what doesn't.
AGI.3.1
AGI.3.2 Features of agile Some common features of the

agile development methods used
at GDS.
AGI.3.2
Introduction to scrum Brief introduction to scrum on

'Agile Learning Labs'.
Running retrospectives Introduction to running

retrospectives, with links to further
resources.
AGI.4.1 Quality Guidelines on how to define,

measure and maintain quality.
AGI.5.1
AGI.6.1 Continuous delivery
AGI.6.2
AGI.7.1
AGI.8.1
AGI.9.1
AGI.10.1
AGI.10.2
AGI.11.1
AGI.11.2
AGI.12.1
AGI.13.1
AGI.14.1
AGI.15.1 The team Guidelines on building a

multidisciplinary team.
AGI.15.2
AGI.15.3
AGI.16.1
AGI.16.2
General learning
Name Description
Features of agile Some common features of the
agile development methods
used at GDS.
What agile looks like Overview of some features of

agile.
Training and learning about A selection of resources for
agile people who want to learn more
about agile.
Service Design Tools An open collection of
communication tools used in
design processes.
Skills group:
Description:
Helpful tip!
Typical roles:
Skills
Skill title
Commercial -
Technical
understanding
Commercial -
Frameworks
Commercial -
Best routes to
market
Commercial -
Regulatory
compliance
Commercial -
Open data and
open standards
Commercial -
Agile and
procurement
Commercial -
End-to-end
contract
management
Commercial -
Governance
Commercial and Procurement
Commercial awareness is about procuring or commissioning and managing servi
It's about securing the best value for money, getting to market fast to support pro
understanding relevant procurement frameworks to be able to give broad guidanc
Commercial awareness, along with a holistic understanding of how commissioning can s

and agile working, is essential to ensuring simpler, clearer and faster delivery.
Roles that might draw skills from this area include: Supplier and Contract Managers, Bu
Technical Architects, Service Managers, senior leadership roles
Skill description
Have a broad understanding of the technical aspects of the product or service and be ab
the user needs in terms of outcomes and product/service vision.
Access services from a range of relevant frameworks, for example using the Digital Mar
enable multi-vendor contracting, supporting 'framework first' principles. Be aware of the
range of digital and technology procurement frameworks and act as an IT service broke
organisation with the services it needs.
Understand all relevant policy around procurement and commercial management in ord
the fastest, most appropriate routes to market.
Be familiar with relevant frameworks, and follow the terms and process of each framewo
Advise on the best and fastest way to purchase or commission and understand if it is via
in order to meet the user and business needs.
Know obligations under EU procurement regulations and internal government rules. Ens
compliance with all relevant regulations.
Understand and apply relevant government standards and policies in the course of digit
technology procurement or commissioning, such as the Open Contracting Data Standar
Essentials Scheme.
Provide advice and guidance to support 'make or buy' decision making. Engage with sup
product owners to ensure that procured technology and digital services follow governme
recommendations, such as using open standards and open data wherever possible and
from proprietary products and systems.
Recognise how procurement can support rapid, iterative development so that it does no
blocker. Work closely with delivery teams from the outset of a project, ensuring that the
approaches are chosen.
Understand 'design & build' through to 'support & maintain' for digital services. Manage
lifecycle of contracts: from Requests for Information (RFI) and Requests for Proposal (R
selection, mini-competition and tendering processes, to maintaining the contract once it
Understand how governance can support rather than impede service delivery, and follow
governance procedures.
Understand, choose and follow the relevant investment and spend approval processes,
department and across government, such as Cabinet Office, Treasury and internal contr
om third parties.
and
uyers. (For
t digital, technology
Commissioners,
COM.1.1
COM.2.1 Digital Marketplace Portal to find and compare cloud-

based services (eg web hosting or
site analytics) for a public sector
organisation.
How to use the Digital Services

Guidance
Store on how to appoint
people for digital projects and the
application process to supply
services through the Digital
Services framework.
Digital Marketplace Buyers' Guide to using the digital
Guide marketplace.
COM.3.1 Government procurement Guidance on best practice for

policy notes procurement for public sector
organisations.
COM.3.2
COM.3.3
COM.4.1
COM.4.2
COM.5.1
COM.6.1
COM.7.1
COM.8.1 Governance Information and guidance for

governing a digital service.
COM.8.2
General learning
Name Description
Technology code of practice Guidelines for the approval of
technology projects and
spending.
How do you rate your Blog looking at commercial
commercial skills? skills.
Courses to improve your Collection of links to Civil

commercial skills Service Learning courses to
improve commercial skills.
Spending controls Guidance on navigating the

spending controls process.
Funding your digital service Guidance on how to get

approval and funding for a
service.
Working with specialist Advice on how people outside
suppliers government can help build a
service.
Digital Marketplace blog Blogs and updates on the Digital
Marketplace.
Skills group:
Description:
Typical roles:
Skills
Skill title
Digital Leadership -
Business alignment
Transformation
Transformation
Strategic planning
Commercial
awareness
Understand
digi/tech
environment
Agile &
multidisciplinary
teams
Stakeholder
management
Risk management
Governance
Skills
Transformation
Budget & resource
planning
Budget & resource
planning
Digital take-up,
digital inclusion
and assisted digital
Social media
channel
management
Digital Leadership
Digital Leadership skills group focuses on business strategy and leadership skills
technology functions. Key skill demands for our leadership as we drive digital tra
alignment to transformation and commercial awareness. Digital & Technology Lea
all the other skills groups but in-depth focus should be given to groups such as E
Specialists, Commercial and Procurement, and Agile Delivery. (For further introdu
hyperlink above)
Roles that might draw skills from this area include: Chief Technology Officers, Chief Dig
Service Managers, Project, Programme and Delivery Managers, other SCSs involved in
Skill description
Identify cultural, strategic and tactical business issues, and align digital and technology s
business goals for the organisation.
Maintain alignment between the digital agenda and the organisation's business goals an
both contribute jointly to overall goals. Be aware that this requires constant iteration in a
rapid technology change.
Understand how work in an individual department contributes to the cross-government s

vision of 'Digital by Default'.
Lead change in the structure and organisation of digital and technology functions in dep
new Operating Models. Insourcing across government, as well as the digital transformat
that the shape of digital and technology functions will need to change in order to meet u
value for money and improve services.
Lead business mind-set change, enabling departments to deliver better services by cha
approach to delivery. For example, in a rapidly changing technology and digital environ
early and often to the end user is emphasised. To successfully drive business change,
to inspire and persuade, encouraging all to be part of the journey and embrace change.
Drive the digital transformation within your departments and organisations. Understandin
(behavioural, operational, social) that the digital transformation is causing and translate
shifts into business impacts at the policy, organisation and individual level.
Drive and sponsor implementation of open formats for office productivity and integrated
user needs and benefits that implementing open formats will bring. Understand how to a
field for open source and proprietary software and the opportunities this provides.
Create and lead strategic plans, roadmaps and blueprints, and find ways to move from s
to implementation. In the current transformation environment, these plans need to be re
needs.
Understand all relevant policy around procurement and commercial management in ord
fastest, most appropriate routes to market and procure services from the relevant frame
Digital Marketplace. (Refer to Commercial Management Skills Group for more detail)
Manage the interdependencies of multiple contracts and the associated risks, especially
towards using shorter, 2 year contracts across many Small Medium Enterprises rather th
large vendors.
Have a strong understanding of the end-to-end technology environment in your departm

support (or needs to change to support) the 'Digital by Default' strategy and digital trans
government.
Work comfortably with a range of digital and technology services and solutions, and hav
how these solutions can be combined to meet user needs, especially in an environment
tower-based approach to technology and digital services.
Understand how to combine systems and services to provide an overall solution and me
your systems and services within the internal and external market place and use this kn
solutions.
Monitor the evolving technical landscape and wider digital trends in the industry, such as
innovation, and how they may impact government services or departmental goals.
Sponsor an environment of agile working and multidisciplinary teams. Capitalise on the

approaches bring, support collaboration and encourage experimentation and innovation
Delivery skills group for more detail.)
Communicate with both internal and external stakeholders and understand Business Re
Management. Insourcing and the new tower-based service model means there will be a
external stakeholders to manage, such as suppliers, and the relationship with them will n
more transparent and open in order to create effective services.
Understand and manage strategic risks arising from insourcing activities, shifts towards
government procurement contracts, and the digital transformation agenda.
Advise on the risks associated with cyber security and information assurance and devel
mitigate them.
Develop the right governance structures that support delivery. In more agile organisation
supportive culture and a safe environment in order to successfully deliver. (Refer to Agi
Group for more detail)
Ensure skill gap analyses take place to identify skills needed as a result of, and to enabl
transformation. For example, identifying skills gaps as a result of new department opera
insourcing activities of formerly large outsourced IT contracts.
Encourage the implementation of learning interventions that deliver training at pace in a

technology and digital environment. These should take advantage of formal, informal an
utilising digital channels.
Determine the appropriate type of funding, for example, resource or capital spending, an
manage and scrutinise budgets to ensure value for money.
Determine the right resource model for the management and improvement of digital ser
key elements of:
1. What capabilities will be in-house, what will be contingent labour and what will be bou
suppliers
2. What the mix of suppliers will look like
3. How suppliers will be used
4. How people will be deployed
5. How we can avoid lock-in or dependency on certain suppliers
6. What the plan is to deliver these supplier changes
Use research and user data to create strategic plans in order to increase digital take-up
targets, profiling and monitoring progress over time and adapting to a changing digital la
As part of the digital take-up plan, identify and plan for digital inclusion activities, to incre
sufficiently to enable independent use of digital services where possible; and plans to re
traditional contact channels.
Use research and user data to create strategic plans for the provision of good quality as
for those unable to use government digital services independently (these should include
support where possible to reduce assisted digital provision over time), using agreed cros
procurement processes.
Undertake ongoing social media channel monitoring and management (such as content
posting) in line with Government and departmental social media policy. Utilise tools for
that perform real-time tracking, organising and engagement. Also be aware of key comm
competencies found in the Government Communication Professional Competency Fram
to digital.
is available under the Open Government Licence v3.0, except where otherwise state
digital and
include business
o be familiar with
Digital
Skills Group title
Digital Leaders,
ormation
Code Name
DL.1.1
DL.1.2
DL.1.3
DL.2.1 Civil Service Capabilities Plan:

leading and managing change
DL.2.2 Creating a culture that supports
change
DL.2.3
DL.2.4 Adopting ODF
DL.3.1
DL.4.1
DL.4.2
DL.5.1
DL.5.2
DL.5.3
DL.5.4
DL.6.1 Agile
DL.7.1
DL.8.1
DL.8.2
DL.9.1 Governance
DL.10.1
DL.10.2
DL.11.1
DL.11.2
DL.12.1 Increasing digital take-up
DL.12.2 Government Digital Inclusion

Strategy
DL.12.3
DL.13.1 GDS Social Media Playbook
Why I tweet and who I follow

General learning
Description Name
HMRC People Impact
Assessment
Guidance for CTOs
Technology leadership
Why is this a priority learning area for Management Essentials

civil servants?
What does good look like?
How can I develop my ability to lead and
manage change?
Advice on creating cultural and TED Talk on Digital Leadership
behavioural change to support digital
transformation.
Technology code of practice
Principles for adopting ODF in your

organisation and the challenges
involved.
Overview of agile, with links to further
resources.
Information and guidance for governing

a digital service.
Guidance on moving users to digital by
default services.
The Digital Inclusion Strategy sets out

how government and partners from the
public, private and voluntary sectors will
increase digital inclusion.
Outlines how GDS use social media,

including best practice for different
channels, what GDS have learned and
future plans. Designed as a resource for
anyone managing social media for UK
government.
Article on one civil service director's use

of social media.
Description
HMRC’s People Impact Assessment (PIA)
tool tackles the challenge of ensuring that
people are at the heart of change – it gives
consideration to individuals’ professional
and
Briefpersonal
overviewlives and provides
of guidance a simple,
available for
CTOs.
Guidance on organisational design for

delivering successful change through
technology.
A wide range of learning opportunities (e-

learning, workshops and resources) to help
boost your management skills and plan your
future development.
An example TED video on how the need for
innovation and rapid decision-making in the
digital age requires less control and more
empowerment of employees.
Guidelines for the approval of technology

projects and spending.
Skills group:
Description:
Helpful tip!
Typical roles:
Skills
Skill title
Service Management
- Relationship
management
Service Management
- User needs
Service Management
- Service design
Service Management
- Meeting the Digital
by Default Service
Standard
Service Management
- Digital and
technology literacy
Service Management
- Governance
Service Management
- Multidisciplinary
team
Service Management
- Media Management
and Communication
Service Management
- Assisted digital and
digital inclusion
Service Management
- Continuous
improvement based
on data
Service Management
- Commercial
Service Management
- Community
Service Management
Service management is working to develop and deliver an effective user focused

requires strong leadership, relationship management and digital skills.
People working in Service Management will also need to draw on skills from other skills
Digital Leadership, Agile Delivery, Commercial and User Research. Note that Service M
particularly closely with Product Managers and Delivery Managers.
Roles that might draw skills from this area include: Service Manager, Product Manager,
Skill description
Build good working relationships with internal and external stakeholders, such as other d
suppliers, and senior leaders. Represent the service positively to stakeholders to gain su
buy-in. Provide strong digital leadership. (see Digital Leadership tab for more details)
Be familiar with the full spectrum of user insight sources, and how and when to apply the
service features and prioritisation are genuinely user-centred at all times
Oversee the design of digital services. Kick off the design process, for example through
meetings and a Discovery phase to identify user needs. Ensure continued service desig
throughout the service lifecycle.
Understand how services will be assessed against the Digital by Default Service Standa
identify development needs to ensure the service meets the standard.
Have the digital and technical literacy to engage with technical staff and suppliers to def
system and platform configurations to achieve business and user objectives.
Understand how traditional and agile governance methods can be used to inform decisio
and enable the team to deliver.
Ensure the team are supported to carry out their work effectively. Build multidisciplinary
capability and develop talent.
Work with communications professionals to market the service appropriately through the
channels and encourage maximum take-up. Understand the media landscape and how
messages to suit the audience.
Consider barriers to adoption of your service and how these can be overcome to ensure
take-up.
Ensure the service includes good assisted digital support. Understand what this looks lik
achieve it.
Analyse and act upon user data to design and continually improve services to effectively
needs.
Be familiar with different procurement and commissioning frameworks, encourage new i

innovative commercial routes to ensure that government gets the best deal possible.
Understand and follow the relevant investment and spend approval processes, both for
department and across government. Produce a business case to secure funding for you
following appropriate government guidelines.
Understand the service as part of the wider context of the digital transformation agenda.
Service Manager community to build networks, share knowledge and foster support acro
government for digital services.
s available under the Open Government Licence v3.0, except where otherwise stated
al service. It
pss, in particular
ers need to work
ery Manager
Code Name
SM.1.1
SM.2.1 User needs
SM.3.1 What your service should

look like
SM.4.1 Digital by Default Service

Standard
SM.5.1
SM.6.1 Governance principles

SM.7.1 The team
SM.8.1 Communications
SM.9.1
SM.9.2 Assisted Digital
SM.10.1
SM.11.1
SM.11.2
SM.12.1 Community Development

Handbook
General learning
Description Name
Service Manager Induction
Programme
Guidance on defining user needs. Service Manager Open

Programme
Basic guidance on service design. Resources for Service

Managers
An outline of the standards that a digital Management Essentials

service should meet.
Business Guidance.
6 principles developed by GDS for

governing service delivery.
Guidance on putting together the right
team to deliver a successful service.
Guidance on talking about services with

users and colleagues.
How to provide assisted digital support for

customers using your service.
Handbook for people developing

communities of practice in government.
Description
This internal government induction programme

aims to equip newly appointed service managers
with the basic knowledge, network and
confidence to take the lead in transforming digital
services.
These 3 days contain specialist modules to help
service managers succeed and improve in
particular areas of the Digital by Default Service
Standard.
Resources and guides service managers need to
deliver great services for GOV.UK
A wide range of learning opportunities (e-learning,

workshops and resources) to help boost your
management skills and plan your future
development.
Guidance to help with efficient planning and

approval of spending proposals for agile digital
and IT projects.
Skills group:
Description:
Helpful tip!
Typical roles:
Skills
Skill title
Product Management
- User needs
Product Management
- Discovery
Product Management
- Product strategy
Product Management
- Product strategy
Product Management
- Planning
Product Management
- Use of data
Product Management
- Stakeholder
engagement and
communication
Product Management
- Communication
strategy
Product Management
- Communication
strategy
Product Management
Owning the vision, on-going success and continuous improvement of one or mor
and/or platforms. (For further introduction, click Skills Group title hyperlink abov
Note that Product Managers need to work particularly closely with Service Managers an
Roles that might draw skills from this area include: Service Manager, Product Manager,
Skill description
Act as 'voice of the user', ensuring user needs remain central to decision-making.
Gather and communicate user needs based on an understanding of diverse audience g
Interpret user research in order to make the correct product decisions, distinguishing be
needs and user wants. Recognise that users may not always be able to articulate their n
Understand the changes in user habits, preferences and behaviours across various plat
their implications for successful delivery of services.
Analyse the existing market landscape with an innovative mindset. Identify opportunities
generate ideas for improvements or new products to meet user needs, especially in a di
phase.
Define a compelling product strategy and vision contributing to a Digital by Default delive
government services.
Ensure individual product strategy and associated project activity are aligned with the ov
department's strategic objectives.
Be responsible for the entire product lifecycle and continue to own the product post-laun
includes not only performance analysis of the product but also building ongoing product
and planning iterations.
Take ownership of roadmaps, working closely with Delivery Managers. Use product des
and iterated delivery plans to assign priorities and make informed decisions.
Guide the delivery and iteration of products and services through effective analysis of qu
and quantitative user data. Consider all types of data, including offline data such as from
centre.
Build in feedback loops from the beginning of the project to inform prioritisation and itera
Decisions should be based on data, for example user metrics, and an understanding of
evidence available should be used to communicate those decisions.
Define and get user buy-in for product definition and delivery approach. Communicate b
definition and delivery approach effectively to all internal and external stakeholders.
Bring together views and input from a wide range of contributors, such as senior stakeho
developers and user researchers. Share the vision for the product, solve problems durin
and promote collaboration.
Be actively involved across partner and user communities to promote the department’s p
and foster a collaborative approach to solution delivery and engagement.
Plan product communication during launch and thereafter at key points during the produ
Ensure post-launch communications are targeted to the right sectors and contain key m
which are easily understood. Identify and segment customer sectors to understand their
needs so that communications can be targeted appropriately. Note that communications
long after product launch.
gital products
elivery Managers.
very Manager
Skill-mapped
learning
PRM.1.1 User needs Advice on the importance of the user
need in service design. Any thinking
about a service must start with the
question: what is the user need?
PRM.1.2
PRM.1.3
PRM.1.4
PRM.2.1 Discovery phase Outline of discovery phase.
PRM.3.1
PRM.3.2
PRM.3.3
PRM.4.1 Experiments in Sets out how GOV.UK product

roadmapping at roadmap was built and is maintained.
GOV.UK Looks at what works and what
doesn't.
PRM.5.1
PRM.5.2
PRM.6.1
PRM.6.2
PRM.6.3
PRM.7.1
PRM.7.2 Government The GCS website outlines what is
Communication expected of government
Service communicators, provides the tools
and training on offer to build
successful careers and deliver an
exceptional public service and links to
further information and advice.
General learning
Name Description
Service Design Tools An example of an open collection of
communication tools used in design
processes that deal with complex
skills.
User stories applied for Agile Reference on how to write good user
software development. stories.
What exactly is product Blog looking at product management

management? as the intersection between business,
technology and user experience.
Digital Business Academy: An online course covering product

Develop and Manage an develoment for digital newcomers.
Online Product
Meetup: Product Manager
networking ProductTank provides an opportunity
for Product Managers in London to
meet up, exchange ideas and
experiences about Product Design,
Development and Management etc.
Management Essentials A wide range of learning opportunities
(e-learning, workshops and resources)
to help boost your management skills
and plan your future development.
Skills group:
Description:
Helpful tip!
Typical roles:
Skills
Skill title
User Research - User-
centred design
User Research - User

research techniques
User Research - User

journey mapping
User Research -
Critiquing design work
User Research -
Planning research
User Research -
Sourcing and
recruitment
User Research - Persona
creation
User Research -
Representing the user
User Research - Leading

analysis sessions
User Research -
Research techniques
User Research -
Sampling
User Research -
Performance analysis
User Research -
Accessibility
User Research -
Accessibility
User Research - Privacy

and ethics
User Research - Video

editing
User Research
User research is about understanding users and their needs. It can be categorised
product research and strategic research. Research continues throughout the des
of a service. (For further introduction, click Skills Group title hyperlink above)
Role of User Researcher is always in close collaboration with other areas such as Desig
Analysis, Performance Analysis and Product Managment.
Roles that might draw skills from this area include: User Researchers, Business Analyst
Skill description
Understand why user-centred design is important and how user research contributes to
Know which techniques are appropriate to generate specific kinds of insights into user b
needs, so that research activities are focused on delivering value to the end user.
Conduct user journey mapping exercises and use them as a tool to support user-centre
decision making.
Work closely with designers and design teams to help form design responses to identifie
findings, ensuring design remains focused on user needs.
Plan out research activities including the schedule of activities, methods, and procureme
resources required.
Source and procure participants and facilities in order to conduct user research activities
write effective screeners to give to procured suppliers, in order to source participants.
Create data-driven user personas and use them as a tool to support user-centred desig
making.
Use evidence drawn from data and research analysis to represent the user in product a
discussions.
Moderate either 1-to-1 sessions or focus groups, guide discussions and build rapport. C
back the findings effectively.
Help the development team, service managers and product owners to work through the
create actions to address user needs.
Utilise a range of user research techniques confidently, both qualitative and quantitative
be able to set up and conduct research and experiments using methods such as:
- eye-tracking
- card sorting
- survey design
- participatory design sessions
- focus groups
- unmoderated sessions
- remote sessions
- lab-based user testing
- A/B testings
Capture research data throughout sessions, to ensure the recorded outcome is an accu
of the session's content.
Have an understanding of sampling and how it affects the research process. Know who
get a representative view of users at large, and also know how many people to speak to
can talk knowledgeably about user needs.
Work with performance analysis data, and combine it with user research insights to bett
delivery of products and maintaining high service standards after delivery.
Identify user needs of users with accessibility requirements, and employ appropriate use
techniques to ensure these needs are reflected and met.
Provide advice to design teams on how to improve services so they are accessible to ev
Understand the confidentiality involved when interviewing, videoing, or collecting user da

and how data should be handled.
Use video editing software, for example to show developers and stakeholders how user
a product.
ailable under the Open Government Licence v3.0, except where otherwise stated
two broad themes:
uild and operation
elopment, Business
ormance Analysts
URE.1.1 User-centred design An overview of principles underlying
user-centred design.
URE.2.1 An introduction to user Guidance provides a broad overview

research techniques of the methods and techniques
available to conduct user research.
URE.3.1
URE.4.1
URE.5.1
URE.6.1
URE.7.1
URE.8.1
URE.9.1 What makes a good user Tips and techniques for good user
research facilitator? research facilitation.
URE.9.2
URE.10.1
URE.10.2
URE.11.1 Survey sampling Guidance on how to draw an effective

methodologies selection of users.
URE.12.1 Maintaining the Standard. How to use data and user research to
maintain a high standard of service.
URE.13.1 Researching assisted Guide to researching assisted digital

digital users users.
URE.13.2
URE.14.1
URE.15.1
General learning
Name Description
Training and education for GDS hackpad containing
user research learning resources for user
research.
Usability.gov The U.S. governments guide

to usability covering basics,
research techniques, virtual
design and resources.
Interaction Design A community providing online

courses, literature and
research publications on
interaction design.
User Research Links A tool to share user research
links with other government
colleagues.
User Experience UXPA has resources.

Professionals Association publications and events for UX
professionals.
User research skills Information on what user

researchers do and what to
look for.
User Research Tools An overview of good user
research tools available
online.
Skills group:
Description:
Helpful tip!
Typical roles:
Skills
Skill title
Agile BA -
Deconstruct user
needs
Agile BA - Root
cause analysis
Agile BA -
Communication
Agile BA -
Communicating
vision
Agile BA - Alignment
with business
strategy
Agile BA - Process
planning
Agile BA - User
Stories
Agile BA -
Interpreting data
Agile BA - Mapping
business processes
Agile BA - Innovation
and Improvement
Agile Business Analysis
Agile Business Analysis involves understanding user needs, breaking those need
multiple solutions and supporting the communication and delivery of a solution to
thinking, problem-solving and communication skills are core to effective business
This skills group outlines the core business analysis skills but note, skills from other grou
Research, Performance Analysis and Design. "Agile Business Analysis" reflects that the
in a digital, agile environment are sometimes different from the skills traditionally associa
Roles that might draw skills from this area include: Business Analyst, User Researcher,
Developer.
Skill description
Deconstruct user needs and problem statements into constituent parts for analysis and
what is critical, analyse component parts from all sides and 'reassemble' in order to lead
Listen to user needs and ask probing questions until the real need is drawn out and und
analysis. Evaluate multiple options before helping the team to settle on one solution.
Communicate effectively in order to facilitate working meetings, using techniques such a

negotiation. Tailor communication style to suit both face-to-face and virtual settings inclu
conference calls.
Ensure that the wider impact of changes is understood by parallel workstreams.
Work with the development team to ensure they have a complete understanding of the b
Make sure end user perspectives are fully considered by the content and technical desig
Facilitate in the continuous review and iteration of development work to ensure the busin
to be met by the proposed solution.
Understand organisational and wider government strategic objectives, and ensure that s
priorities. Be alert to changes in strategic direction and assess the impact of change.
Design and plan with stakeholders the process to be used to gather user needs and oth
Perform analysis of user stories and and make amendments where necessary. Facilitate
prioritisation of user stories.
Interpret data from a range of sources, for example user research and performance met
developers to ensure solutions are based on data.
Create user flows, wireframes and map business processes which represent the curren
a product or service.
Analyse the existing landscape with an innovative mindset. Identify opportunities and ge
improvement or new solutions to meet user needs.
available under the Open Government Licence v3.0, except where otherwise stated
nt parts, analysing
s. Analytical
seful such as User

Business Analyst
alysis.
Designer,
BA.1.1
BA.2.1 User needs Guidelines on defining user

needs.
BA.3.1
BA3.2
BA.4.1
BA.4.2
BA.5.1
BA.6.1
BA.7.1 Writing user stories Guidelines on writing user

stories.
BA.8.1 Using data Guidance on using data to make

service improvements.
BA.9.1
BA.10.1 Discovery Advice on running a discovery

phase
General learning
Name Description
Agile Overview of agile.
Skills group:
Description:
Typical roles:
Skills
Skill title
Design - Design
disciplines
Design - User
journey mapping
Design - Using user

research in design
Design - Design with

data
Design - Interaction
design
Design - Sketching
designs
Design - Platform
and device agnostic
digital design
Design - Prototyping
interfaces in HTML
Design - Typography
Design -
Accessibility
Design - Design
patterns
Design - Image
editing
Design - Version
control
Design
Design is about how users interact with services and how the services look. It spa
to typography, to accessibility. Interaction, graphic and user experience (UX) are
may require some different skill sets. (For further introduction, click Skills Group
Roles that might draw skills from this area include: Interaction Designers, User Experien
Designers, Visual Designers, Developers
Skill description
Understand the particular focus of different design disciplines, for example, interaction, g
experience (UX).
Plot and explain the end-to-end user journey of a service, including multiple online and o
user might interact with.
Understand different user research practices, work collaboratively with user researchers
findings to produce relevant design decisions.
Use performance analysis and user research data to improve and refine the user experi
Create user interfaces, flows and sites that are fundamentally easy to understand and u
Understand how users interact with online services. Note that interaction design is often
'shaping digital things for people's use' and considers both format and human-computer
Sketch concepts quickly and be able to explain them to non-designers. Show ideas to u
feedback early on in order to design with user needs in mind.
Design interfaces that are responsive as well as platform and device agnostic, so that th
different end user devices as possible.
Prototype interfaces rapidly on paper and then with a basic understanding of languages
CSS3. Use debugging tools such as Chrome Dev tools and Firebug to support the deve
improvement of digital services.
Have an understanding of typography and, in particular, creating a hierarchy of informat
Develop interfaces and front-end services that are accessible by default; this includes no
elements but also the code mark-up and page structure. Consider accessibility from the
accessibility improves the experience for all users.
Design a service which meets appropriate accessibility standards, such as Level AA of t

Accessibility Guidelines (WCAG) 2.0 as a starting point. Be familiar with assistive techno
screen readers and speech recognition software, and recognise how these affect the us
Understand individual and organisation-wide duties under the Equalities Act 2010.
Create and/or follow agreed design patterns, such as styling of basic form elements and
Use image editing tools to support the creation of designs, layouts and user interfaces.
Use a version control system. In agile development, working collaboratively with the tea
successful delivery; being able to use a version control system is an essential part of tha
ing from colours,
disciplines which
nk above)
signers, Graphic
Code Name
DES.1.1 Design Patterns: Hackpad
DES.2.1 Resources for designers
DES.3.1 User Research
DES.4.1
DES.5.1
DES.5.2
DES.6.1
DES.7.1 Browsers and devices
DES.8.1 Building prototypes
DES.9.1 GOV.UK elements.
DES.10.1
DES.10.2 Web Content Accessibility

Guidelines (WCAG) 2.0
DES.11.1 Design patterns
DES.12.1
DES.13.1 Version Control

General learning
Description Name
A wiki for people working on GOV.UK services to the UX review
discuss GOV.UK design patterns and share ideas
and experiences. Contributions from other
designers welcome.
Resources to help designers create services for

GOV.UK.
Introduction to user research techniques.

Guidance on the browsers and devices that your
service should function on as a minimum.
An introduction to building prototypes.
A guide to making your service look consistent

with the rest of GOV.UK, including typography.
Web Content Accessibility Guidelines (WCAG) 2.0

covers a wide range of recommendations for
making Web content more accessible to a wider
range of people with disabilities, as well as to
users in general.
A library of GOV.UK patterns which should be

used to maintain consistency across services.
How to use version control systems in projects

producing code.
ng
Description
External blog on user experience
design, including beginners'
guide.
Skills group:
Description:
Typical roles:
Skills
Skill title
Content Design -
Principles of
content design
Content Design -
Platform and
media choices
Content Design -
Content planning
and content
strategies
Content Design -
Turning complex
information into
easily understood
content
Content Design -
Writing good
content
Content Design -
Stakeholder
engagement and
providing
challenge
Content Design -
Accessibility
Content Design -
Using writing and
editing tools
Content Design -
Editing and
reviewing the
work of others
Content Design -
Analytics and
Search Engine
Optimisation
Content Design
Content design is about making sure that the text and flow of information on sites
needs of the user as clearly, simply and quickly as possible. (For further introduc
hyperlink above)
Roles that might draw skills from this area include: Content Designers, Content Manage
Editors, Digital Publishers, Information Officers
Skill description
Understand how the GDS design principles apply to content design.
Communicate the principles of good content design to others, for example always startin
and writing in plain English.
Consider all publishing channels (based on user needs) and determine the best platform
content and services. Choose the right media, for example, words, video, or audio.
Be familiar with the GOV.UK proposition and also understand when it is more appropria
content through third parties, on social media, or elsewhere rather than on GOV.UK.
Develop content plans and strategies, showing how the identified user need will be met.
understanding of the creation and format of GOV.UK as a central government service.
Understand the implications of publishing content and then appropriately manage the ris
Understand the importance of content within the service and interaction design context.
writing flat pages for informational purposes is different from using content within a trans
to guide the user to successful completion of their goal.
Gain in-depth knowledge of a wide range of subjects quickly in order to make informed d
the best way to present information to users and to choose from a variety of possible co
Turn complex subject matter into easily understood language, without losing the depth o
Present information in a way that users can understand.
Write content in plain English to GOV.UK style with an understanding of how users read
Edit this content to ensure it remains accurate, relevant and current, while continuing to
Know how and when to challenge content that doesn't meet user needs.
Be able to communicate clearly with stakeholders at all levels, especially when challeng
don't meet user needs or go against content design best practice.
Develop content that is accessible by default, considering accessibility from the outset. E
services are accessible to all users, irrespective of cognitive or physical disabilities or ot
may make usage difficult.
Be confident in using Markdown and be able to source and edit images.
Be confident using content publishing tools and be able to design content for different di
Review the work of other content designers for consistency and accuracy, and take resp
publication.
Understand that, as government, when we publish information, it has the potential to infl
and affect end users materially - it's important that our content is accurate and clearly un
Understand and interpret analytics data to improve content so that it meets user needs a
for search engines.
ces meets the
Skills Group title
anagers, Web
Code Name
CDE.1.1 GDS design principles
CDE.1.2
CDE.2.1
CDE.2.2 GOV.UK proposition
CDE.3.1 Planning content
User needs
CDE.3.2
CDE.3.3
CDE.4.1
CDE.4.2
CDE.4.3
CDE.5.1 Writing for GOV.UK
How users read
Style guide
CDE.5.2 Content maintenance
CDE.6.1
CDE.6.2
CDE.7.1
CDE.8.1 Markdown
CDE.8.2 Introduction and access

to Whitehall publisher
CDE.9.1 Reviewing and

publishing content
CDE.9.2
CDE.10.1 Data and analytics
Description
The design principles, examples of how they have

been used and advice on how to apply them to future
services.
Designed to help people in departments and agencies

who need to publish information or services for the
public to use. It helps people to decide if part or all of
their planned publishing should be on GOV.UK or not.
Guidance on how to decide if something is suitable for

GOV.UK, what the content lifecycle is and why
accessibility must be planned for.
Guidance on how to write and record a user need for
GOV.UK.
Guidance on writing well for the GOV.UK audience.
Explanation of some of the content design guidance

and the reasons behind the rules.
GOV.UK style guide.
Guidance on how to manage and edit GOV.UK

content.
How to use Markdown to format content in Whitehall

publisher.
Guidance to help users understand how Whitehall

publisher works and how you access it.
Information about the workflow in Whitehall publisher,

and how to review documents including the '2i'
process.
Guidance on how to use tools to improve your
content's search engine optimisation and get data on
how users are interacting with your content.
General learning
Name
GOV.UK Content Design

Guidance
How to publish on GOV.UK
Meetups
Research and evidence
Some interesting things about

how we do content design
GOV.UK content principles:

conventions and research
background
Description
GDS guidance on planning, writing and managing content

for GOV.UK.
Guidance for government editors and publishers about

how to create and edit documents and organisation
pages.
Lightning talk events where speakers share their
perspectives on agile content.
Tools and evidence to back up content design decisions.
Collection of blogs on the subject of content design.

Research by the University of Reading assessing the
content principles of GOV.UK and making
recommendations for improving them.
Skills group:
Description:
Typical roles:
Skills
Skill title
- Managing and
developing analytics
architecture
- Representing the
user
- Understanding
business processes
- Support development
teams to capture data
- Support development
teams to capture data
- Using data to
understand context
- Measurement
- Performance platform
- Providing business
insight from analysis
- Analysing data
- User research
- Synthesising data
- Advances in analytics
technologies
- A/B and multivariate
testing
- Data security and
privacy
Digital Performance Analysis is a process of continual iteration and close measur

improvement and to investigate ways of improving the service. It involves genera
and translating it into actions. Data underpins almost every service we make, buy
the 'Data' skills group for more detail on data-related skills. (For further introducti
hyperlink above)
Roles that might draw skills from this area include: Data Scientists, Performance Analys
Skill description
Support the product or service manager with accurate and actionable data, by managing
instrumentation.
Participate in the development of the vision for data / analytics architecture and workflow
product, including instrumentation, tagging and user management.
Use data and research analysis to represent the user in product and design discussions
Have an understanding of the business processes behind services you analyse and how
technology can support and improve the process for users.
Know what data sources to use, who needs what data and in what format. Understand h
with agile business processes to drive data-based decision making in the service.
Identify data collection points and support development teams to instrument transaction
appropriately in order to capture user journeys and completion rates.
Design a measurement plan, define tagging, create and validate digital analytics tags an
dimensions and metrics where required.
Collate and use data to be aware of the online and offline context of the service. Consid
including offline data such as from a call centre.
Understand user language, search engine optimisation principles, user journeys through
as competing and misleading websites.
Measure how your service is performing, so you can make sure that your service contin
a cost-effective and efficient way.
Follow a process of continual interation and measurement in order to monitor, iterate an

- Understand user needs
- Decide what to measure
- Install & configure platforms
- Establish a baseline
- Aggregate data
- Analyse & visualise data
Think about other useful key performance indicators (KPIs), specific to your service, tha
and improve its performance. Measure these in addition to the four core KPIs:
- cost per transaction
- user satisfaction
- completion rate
- digital take-up
Create the supply of service data via a performance platform in order to allow data-drive
visualisations, alerts, dashboards and feeds. Refer to GOV.UK for examples of service a
Use digital analytics packages such as Google Analytics for implementation, administrat
an account, set up data views, create dashboards, schedule reports, set up custom repo
manage user permissions so that the team can reliably and easily access appropriate da
Refine the data output using spreadsheets, pivot tables and other tools such as Google
Use these tools to collect, intepret and present data for analysis, enabling user-centric d
with digital analytics, financial and user data.
Use digital analytics application programming interfaces (APIs) to extract and manipulat
Provide insights from data. Identify and tell actionable stories and business insights from
and the team, to inform user-centric design decisions.
Analyse data collected through analytics tools such as referrals, sessions, page views, e
Create events, filters and segments, goals and funnel visualisations using relevant digita
the areas where users are experiencing problems.
Work with user research data, and combine it with performance analysis insights to bett
products.
Synthesise other data sources - for example, call centre data; and work with user resear
to tell richer, more actionable stories based on evidence.
Identify opportunities to enhance data collection and analysis.
Be aware of and keep up to date with advances in digital analytics tools and data manip
Interpret A/B and multivariate testing to enable the effects of changes to your live servic
support iterative improvements.
Have an understanding of data security and privacy, including concepts such as privacy
data security, data provenance.
at needs
eful information
rnment. Refer to
roup title
Code Name
PER.1.1 Resources for performance
analytics
PER.1.2 GDS data blog
PER.2.1
PER.3.1
PER.3.2
PER.4.1
PER.4.2
PER.5.1
PER.5.2
PER.6.1 Measurement
PER.6.2 Measurement and analytics
PER.6.3 Key performance indicators
PER.7.1 GOV.UK Performance

Platform
Displaying performance
metrics
PER.7.2 Data visualisation
PER.7.3
PER.7.4
PER.8.1
PER.9.1 Analytics tools
PER.9.2
PER.10.1
PER.11.1
PER.12.1
PER.12.2
PER.13.1 Using A/B testing

PER.14.1
General learning
Description Name
GDS guidance and recommended tools for Digital Analytics Association
measuring performance. (DAA)
A blog about the trends and insights GDS Analytics Academy

has gathered from data analysis, user
research and building the Performance
Platform. For analysts and policy people
inside and outside government.
Google Analytics
Linear Regression
Hypothesis testing
Web Analytics Wednesday

Digital analytics for UK
Government Services
Analytics talk
MeasureCamp
Data you need to measure and monitor Measuring cost per transaction
A blog covering how government is using

data to measure the performance of
government services.
What and how to measure KPIs

Guide setting out 4 principles of good data
presentation, including examples of how the
principles have been employed at GDS.
A guide to tools you can use to help analyse

your service.
An overview of how A/B and multivariate

tests can be used to test the effects of
changes to a live service.
Description
The DAA is a not-for-profit, volunteer-
powered association, and offering
individuals educational material,
community forums and research
materials related to digital analytics.
A community, lessons and tests on

analytics.
Free online certification and training

courses.
A video introducing simple linear

regression.
Free online guide on how to set up and

test hypotheses.
Free networking events for web analytics

professionals in London.
A list of interesting links aimed at digital
analysis working on UK Government
services and exemplar projects.
An example digital analytics blog with

particular focus and guidance on how to
use google analytics.
Free to attend, participant driven
meetings on web analytics.
How to measure cost per transaction

Skills group:
Description:
Typical roles:
Skills
Skill title
Data - Open data
Data - Data
governance
Data - Statistical
and probabilistic
modelling
Data - Statistical
background
Data - Labelling
and cataloguing
Data - Open
standards
Data - Data
visualisation
Data - Building
and testing
hypotheses
Data - Using Big

Data
Data - Data
visualisation for
the web
Data - Data
quality
Data - Languages
and statistical
analysis
softwares
Data - Linking,
mashing and
cleansing data
Data -
Stakeholder
management
Data - Data
Protection
Data - Schemas
Data - Data Driven

Service Design &
Iteration
Data
Data underpins almost every service we make, buy and use in government. These
manipulating, assessing and analysing data, and about making data interoperable
government and by the public. For more information on how data can be used to
'Performance Analysis' skills group. (For further introduction, click Skills Group ti
Roles that might draw skills from this area include: Data Scientists, SIRO (Senior Inform
Analysts, Technical Architects, Developers
Skill description
Understand open data concepts and the value of making data open.
Understand the increased demands that open data will create, such as the need to main
well as increased public scrutiny.
Understand and advise on the appropriate data governance and personal data manage
should implement. These policies should ensure that data is consistently and properly h
improving data security and improving efficiency through minimising the amount of 'rewo
Be proficient in quantitative methods, statistical and probabilistic modelling, using techno

SQL. Note that R is particularly prevalent with the academic community, so it is importan
Become familiar with related academic thought as a baseline for understanding data ana
statistical learning theory, Frequentist and Bayesian approaches.
Disseminate findings from statistical analysis and understand scenarios in which analys
results.
Understand the use of meta-data for description and management of data, its use for co
ensuring interoperability and accurate comparisons across data sets.
Understand open standards, how they are being used, and why open standards are ess
vendor lock-in through proprietary formats and interoperability of government systems.
Communicate the context and value of data using data visualisation. Produce explorator
analysis tools such as R and Python. Data visualisation can help stakeholders to unders
and why it is useful in the formation and improvement of policies and services.
Understand the data problem you need to solve, and implement data collection and ana
hypothesis. This can be useful for the support of business planning and policy by makin
driven.
Understand the concept of Big Data and tools available and understand activities such a
clusters and run map-reduce jobs.
Keep up to date on Big Data technologies and trends and how they impact Government
trends such as Big Data analytics in the cloud, machine learning and more predictive an
Data and analytics are evolving quickly.
Understand front-end web languages like HTML5, Javascript and SVG and some open
as d3.js, enabling the production of interactive web-based data visualisations.
Assess data quality, ensuring data is usable for the questions you need to ask, and is in
Use languages such as HTML5, JQuery, R, Python, Scala, and Java to interrogate data
software.
Be confident in use of linking, mashing and cleansing data processes to take advantage
the analysis of non-homogenous data. In particular, dealing with missing, inconsistent, u
can be time consuming and demand subtle approaches in order to maintain integrity of d
Engage with external and internal stakeholders with different levels of technical knowled
insights from your work.
Show how capturing or processing any data can be linked back to user needs and impro
Be familiar with The Data Protection Act and relevant parts of the Human Rights Act and
the design of data strategies.
Work with database schemas that set the integrity constraints imposed on a database, f
bulk data transfers.
Use data to change processes and refine a digital service to better meet the needs of us
ng, presenting,
both across
nalysis, refer to the
r) Performance
Skill-mapped
learning
DATA.1.1 Open data Section of the Service Design
Manual setting out open data
principles.
DATA.1.2 Open data Blog on the benefits of open data.
DATA.2.1
DATA.3.1
DATA.4.1
DATA.4.2
DATA.5.1
DATA.6.1
DATA.7.1
DATA.8.1
DATA.9.1
DATA.9.2
DATA.10.1
DATA.11.1
DATA.12.1
DATA.13.1 Joining the dots Blog on the benefits of using

linked data.
DATA.14.1
DATA.14.2
DATA.15.1 Information Guidance on legal obligations to
Commissioner's Office protect that information under the
guidelines on Data Data Protection Act 1998.
Protection
DATA.16.1
DATA.17.1
General learning
Name Description
Data Science in GDS The methods and tools used at
GDS to analyse data, which can
be applied across government.
Using Data
How to make use of the
performance information your
service collects.
Data.gov.uk Collection of open government
data sets in a searchable
website.
Open Data Institute Open data training courses.

courses
Open Knowledge Open data training courses.

courses
Skills group:
Description:
Helpful tip!
Typical roles:
Skills
Skill title
Architecture -
Architecture for
digital services
Architecture -
Technical
integration
Architecture -
Service
integration and
management
Architecture -
Legacy systems
Architecture -
Standards
compliance
Architecture -
Governance
Architecture -
Hosting and
cloud
Architecture -
Risk management
Architecture -
Hosting
environments
Architecture -
Identity
management
Architecture -
Networking
Architecture -
Data management
Architecture -
Capacity
management
Architecture -
Capacity
management
Technical architecture
Architecture includes both the logical design as well as its physical implementatio
on user-centred service design and clear user needs should always precede phys
minimum you need to understand what capabilities are required before starting to
choices. Individuals should be skilled in development in addition to this skills gro
click Skills Group title hyperlink above)
Several back-end technology skills groups are closely linked. Roles in this area should c
groups to ensure complete mapping of needed skills: Architecture, Commercial and Pro
Engineering and Operations Management.
Roles that might draw skills from this area include: Technical Architects, Developers, Inf
Skill description
Have an understanding of how architecture practice should look in a digitally focused en
Undertake 'horizon scanning' and be able to identify opportunities in emerging software

not stagnate.
Bridge understanding and be able to operate in both spaces of digital, front-end and tec
Be able to integrate new digital front-end solutions with legacy back-end systems. Overa
should consider all elements of digital front-end with back-end and internal/external syst
Design architectures with all traditional aspects of integration considered (such as unive
and messaging) and take into account how these are impacted by digital transformation
Build integration points/APIs so they are secure and adaptable.
Ensure that elements of outsourcing are in line with Government's policies on external v
outsourced elements are technically integrated with overall system design. Work with ex
ensure their system architecture is robust, scalable, open and secure.
Understand how the management of multiple suppliers and integration of services provid
business-facing technology organisation based on user needs.
Co-ordinate and consolidate the management of individual services from service provide
to-end service management whilst ensuring that services continually meet business obje
requirements for performance, quality and cost.
Procure and commission what’s needed to complete end-to-end service integration by F

the following:
- understand user needs first
- bring in the right capability and skills
- analyse existing applications
- architect a disaggregated desktop using cloud infrastructure
- consider platform options
Know when there is a role for a Service Integration and Management (SIAM) layer witho
responsibility with it, causing the replacement of good in-house IT capability.
Understand a variety of architecture principles and techniques to specifically assist the d

and transitioning of legacy systems. This may often require the commercial managemen
contracts. (Refer to Commercial and Procurement skills group)
Understand and design systems that comply to national and public sector standards. Wh
EU and international standards may also have to be considered.
Be aware of the government's open source standards during systems design and consid
using open source technologies.
Design and participate in proportional governance policies.

Have a strong understanding of all fundamental elements of hosting and cloud technolo
- design
- planning
- security and compliance
- integration
- provisioning
- cloud storage
- virtualisation
Consider the above in the context of the related business environment, for instance if cu
business-to-business (B2B).
Have a strong understanding of cloud hosting services and the types available, in partic
Infrastructure and Software As A Service (PaaS, IaaS, SaaS). Understand the governm
policy, and why PaaS, IaaS, SaaS should be considered before other kinds of solutions.
Understand and advise on the risks of certain architectures and data management and
them.
Understand the various capabilities of different hosting environments and architectural s

appropriate design decisions for their implementation.
Understand, design and implement identity management policies.
Understand the building blocks of network services and infrastructure, such as ethernet
solutions, and understand the implications for systems design in a digital environment.
Develop and implement data governance policies, defining complaints, metrics and proc
Design and advise on large scale database design, for both relational and non-relationa
Build architectures incorporating data protection, such as the protection of physical and
environments, disaster recovery and fast recovery of data.
Apply theunderstanding
Have an principles of the
of Data Protection
capacity Act, other
management, enforcement
especially when bodies andflexible
designing regulatory
and
appropriate. Refer to the 'Data' skills group for more detail.
Design systems that meet current and future user needs and are also cost-effective.
Test systems and analyse the data, using it to iterate services so they continue to meet
architecture based
ecture. At a
own on product
rther introduction,
ollowing skills
Operations
Managers
Skill-mapped
learning
ARC.1.1 Technology Section of Service Design Manual setting
architecture out key elements of successful
technology architecture.
ARC.1.2 Horizon scanning An explanation of what horizon scanning
is and how it can be used to benefit your
work.
ARC.2.1 Service Integration An overview of good service intergration
practice.
ARC.2.2
ARC.2.3
ARC.2.4
ARC.2.5
ARC.3.1
ARC.3.2
ARC.3.3
ARC.3.4 Knocking down the Towers

BlogofonSIAM
government's move away from
the towers of SIAM model for running IT
services
ARC.4.1
ARC.5.1
ARC.5.2 Open source How open source fits in to government IT

standards strategy.
ARC.6.1 Governance Information and guidance for governing a

digital service.
ARC.7.1 Hosting Guidelines how to decide where your
service will live.
ARC.7.2
ARC.8.1
ARC.9.1 Hosting Information to help you decide how to

host your applications and the things to
consider when choosing a vendor.
ARC.10.1
ARC.11.1
ARC.12.1
ARC.12.2
ARC.12.3 Information Guidance on legal obligations to protect

Commissioner's Office that information under the Data
guidelines on Data Protection Act 1998.
ARC.13.1 Protection
ARC.13.2
ARC.13.3 Load and performance Information on planning what amount of

testing infrastructure and software is required to
run a live system.
General learning
Name Description
Computer Weekly Article on how to set up
development operations.
Service Manual Technology architecture section of

the Government Service design
manual.
Technology code of Guidelines for the approval of
practice technology projects and spending.
Skills group:
Description:
Other areas of
expertise:
Typical roles:
Skills
Skill title
Cyber Security
and IA -
Confidentiality,
Integrity and
Availability
Cyber Security
and IA -
Government
Security
Classification
Scheme
Cyber Security
and IA - Security
policies
Cyber Security
and IA - Security
Controls
Cyber Security
and IA - Secure
architecture
Cyber Security
and IA - Risk
assessment
Cyber Security
and IA - Threat
analysis
Cyber Security
and IA - Emerging
threats
Cyber Security
and IA - Intrusion
detection and
prevention
Cyber Security
and IA -
Encryption
Cyber Security -
Operational
management of
cyber security
incidents
Cyber Security
and IA - Audits
and verifying user
behaviour
Cyber Security
and IA - Cloud
security and
Cloud First
Cyber Security
and IA - Open
Standards and
Open Source
Cyber Security
and IA - Security
of Open and Big
Data
All content is available under the Open Government Licence v3.0, except where otherwi
Cyber Security and Information Assurance
Cyber Security and Information Assurance covers appropriate steps that must be
security when building and managing a service. It includes maintaining the confid
and availability of services and their information as well as protecting the whole s
threats. (For further introduction, click Skills Group title hyperlink above)
For more detailed information about the Government Security Profession, refer to the fo
Roles that might draw skills from this area include: Technical Architects, Developers, Ch
Officers, Chief Digital Officers, Senior Information Risk Owners (SIRO) and Department
(DSO).
Skill description
Apply the 3 main concepts of information security (confidentiality, integrity and availabilit
assessing and managing information risk. When designing or adopting security controls
must address one or more of these concepts. Advise on the risks associated with data
management and how to develop strategies to mitigate them. Set out information risks in
terms.
Implement the security controls necessary in government IT systems with consideration

new Government Security Classification scheme. Understand that at the, 'OFFICIAL' cla
tier the very best security technology from the commercial market will provide suitable d
no need for bespoke or government-only controls, but further security should be conside
information at higher classifications.
Create security policies for an organisation or business unit. This could cover an organis
overall approach to security or single issues such as the management of data centres, in
connectivity or remote access. Policies should be in line with the 3 main concepts of info
security (confidentiality, integrity and availability) as well as appropriate legislation, gove
standards and governance requirements.
Be familiar with the Cyber Security Guidance for Business and the policies outlined in th
Essentials scheme.
Employ different kinds of controls to maintain security (physical, technical and people/cu
controls) and advise on their use in the development of systems and services. As we mo
towards commodity technologies and cloud computing, knowledge of these controls will
change.
Set out security policies by stating a desired security outcome that security controls can
a proportionate manner. Understand that security outcomes should be traceable to an i
risk and controls clearly traceable to a security outcome.
Put user needs in context, so that security controls avoid over-prescriptive use of techno
leads to a degraded user experience. Understand that over-prescriptive technologies ca
to suffer degraded productivity or to circumvent security controls, compromising the serv
Ensure that security is factored in at the design stage and not bolted on at the end of pro
Be familiar with both ‘The 20 Critical Security Controls for Cyber Defence’ from the Cent
Protection of National Infrastructure (CPNI). Be able to implement the basic controls tha
needed to mitigate risk from common internet based threats, as outlined in the Cyber Es
scheme. Have an awareness of when an assessment against the Cyber Essentials or C
Essentials+ schemes is neccessary.
Understand the design and architecture of security technology, infrastructure, and netwo
Use attack prevention tools and techniques as they relate to application defences and o
system defences.
Carry out effective risk assessments against threats and vulnerabilities, keeping in mind
appetite of the department and the costs of addressing potential issues.
Analyse the probable interest in government information from threat sources, establish t
capabilities and methods, and advise on proportionate mitigations against these in a trac
manner. Understand that over-engineering security controls can lead to poor user exper
provide illusions of security without actually mitigating the risks.
Track emerging threats and risks. Know what to monitor in the threat landscape, such a
sponsored attacks and 'back door' attacks via 3rd-party vendors.
Design, test and implement intrusion detection and prevention. Be able to run penetratio
ensure data leak prevention. Understand that the nature of government services means
be targets for a wide range of different threats – from financially motivated criminals and
activists up to nation states.
Understand basic principles of asymmetric and symmetric encryption and be able to imp
disk and file level encryption solutions. Understand the application of cryptography to pr
security in systems such as Wireless.
Know the role of an information security operations centre (ISOC) including the reporting
mechanisms in place and who to report incidents to. Have an awareness of the roles of
and GovCertUK in cyber security and follow-up actions that may be needed after reporti
incident, including possible legal action.
Conduct security testing and audits, establish systems to verify user behaviour to ensure
compliance. Understand that the Civil Service Reform Plan and new classification schem
emphasis on greater user responsibility and reducing restrictive technical controls.
Assess the security risks of implementing cloud technologies, in line with the governmen
Security Principles and 'Cloud First' policy. Additionally, understand that public sector or
must now consider and fully evaluate potential cloud solutions first – before they conside
other option - so it is vital to understand the security impacts of using these services.
Review/audit third-party suppliers' adoption of the Cloud Security Principles and other In
Assurance requisites and ensure that the supplier adheres to the requirements during th
of the service/system delivery.
Advise on the use of open standards and open source technologies with the knowledge
government is committed to a level playing field for open technologies. Understand and
security best practice when using these technologies.
Explain the benefits and risks associated with big and open data, particularly those relat
confidentiality and subject privacy. Understand organisational and regulatory compliance
this.
is available under the Open Government Licence v3.0, except where otherwise stated
ken to guarantee
tiality, integrity
vice against
Government
wing link:
Security Profession
Technology
Security Officers

CSIA.1.1 Concepts of An introduction in to information security
information and its role in government.
security.
CSIA.2.1 Government The Government Security Classification

Security Policy and accompanying guidance.
Classifications
guidance
CSIA.3.1
CSIA.3.2 The Cyber Security Guidance to help organisations minimise
Guidance for risks to their assets.
Business
CSIA.4.1
CSIA.4.2
CSIA.4.3
CSIA.4.4 Centre for the These Critical Security Controls for cyber
Protection of defence are a baseline of high-priority
National information security measures and controls
Infrastructure that can be applied across an organisation
in order to improve its cyber defence.
CSIA.5.1 CCP Security CESG-approved Certification Bodies to

Architect assess Information Assurance (IA)
professionals on their capability to perform
IA roles across the public sector.
CSIA.6.1 CESG risk The government standard for managers
guidance and IA practitioners who are responsible for
identifying, assessing and treating the
technical risks to Information and
Communication Technology (ICT) systems
and services that handle, store and process
government information. Information Risk
Management for Government (IS1/2) is the
training advised for those in Government
carrying out risk assessment.
CSIA.7.1
CSIA.8.1
CSIA.9.1 Vulnerability and Guidance on how to identify insecurities in

penetration testing your service.
CCP Penetration CESG-approved Certification Bodies to

Tester assess Information Assurance (IA)
CSIA.10.1
CSIA.11.1 GovCertUK Website on GovCertUK, the Computer

Emergency Response Team (CERT) for UK
Government.
CERTUK Website for CERT-UK, the UK National
Computer Emergency Response Team.
CSIA.12.1 CCP IA Auditor CESG-approved Certification Bodies to
assess Information Assurance (IA)
CSIA.13.1 Cloud security Overview of CESG guidance on cloud

security, including overview of 14 principles
to analyse the security of a cloud based
system.
CSIA.13.2
CSIA 14.1 Open Source Note highlighting some of the key security
Software and considerations
Security for the use of open source software in
Government.
CSIA.15.1
General learning
Name Description
Introduction to Cyber MOOC giving an overview of cyber
Security (Open University security, including an understanding of
MOOC developed in different types of malware, including
conjunction with BIS) viruses and trojans, as well as concepts
such as network security, cryptography,
identity theft and risk management.
GCHQ Certification of GCHQ-certified Master’s degrees in

Master’s degrees in cyber security subjects which aim to
Cyber Security provide a deeper understanding of
cyber security concepts, principles,
technologies and practices.
CESG Certified CCP has been acknowledged as HMG’s

Professionals (CCP) standard for cyber security
scheme professionals. These courses cover
roles of Accreditor, IA Auditor, IA
Architect, IT Security Officer, Security &
Risk Advisor, Communications Security
and Penetration Tester to Practioner,
Senior and Lead levels.
IISP Information Security This skills framework describes the
Skills Framework range of competencies expected of
Information Security and Information
Assurance Professionals in the effective
performance of their roles.
The National Cyber Update on 2011 UK Government Cyber

Security Strategy: Our Security Strategy, setting out future
Forward Plans plans on how the UK can improve its
cyber security, focusing on increasing
knowledge, resilience and stability.
Cyber Essentials Scheme Cyber Essentials provides a set of basic

technical controls for organisations to
use and is the government standard for
cyber-security.
CESG approved licensed CESG list of approved training

training providers. providers.
Security as enabler Guide setting out the governing

principles for developing efficiently
secured digital services.
Skills group:
Description:
Typical roles:
Skills
Skill title
Development -
Development
lifecycle
Development -
Programming
languages
Development -
Understanding of
data formats and
architectural
styles
Development -
Continuous
integration and
improvement
Development -
Progressive
enhancement
Development -
Prototyping
Development -
Modular coding
Development -
Reusing code
Development -
Developing to
avoid security
exploits
Development -
Risk management
Development -
Service-oriented
architecture
Development -
Server-based
Operating
Systems
Development -
Accessibility
Development -
Using different
environments
Development -
Testing
Development -
Scaling, hosting
and applications
Development -
Application
Programming
Interfaces (APIs)
Development -
Database
schemas
Development -
Version Control
Development -
Open source
technologies
Development
Development in digital services require code to be written, adapted, maintained an

relentless focus on how it will be used. Identifying new tools and techniques and
bottlenecks are key to successful development and continuous service improvem
introduction, click Skills Group title hyperlink above)
Roles that might draw skills from this area include: Technical Architects, Developers
Skill description
Understand the differences and synergies between front-end design and back-end deve
Have an aptitude for programming and be confident in at least one language for both fro
server-side uses, such as Python, Ruby, PERL, Java, Scala or PHP.
Be confident in core concepts of major programming paradigms (such as object-oriented

and apply these to new and developing technologies and languages.
Understand and use data formats such as XML and JSON, and architectural styles such
Understand the concept of continuous integration, and be confident in releasing code as

deployment.
Analyse and refine code to improve performance and continually improve services to ma
'simpler, faster and clearer'. Inspect code visually for quality, both your own code or the
the team.
Code based upon the concept of 'progressive enhancement'. Code for the most basic fu
works on a baseline of devices before enhancing services so that they are platform and
Understand the features of various web browsers, and be able to create code that is bot
a wide variety of browsers, and be able to test that compatibility.
Prototype designs and layouts and be able to adapt those designs based on user resea
Create code in multiple layers, so that it is modular and potentially re-usable, to enable m
services to be created.
Understand the advantages and risks of using third-party code related to open-source te
Know the options for reusing code, such as copying the code into your project, pulling in
dependencies automatically using a dependency management tool, or forking the third p
separate repository managed by you.
Decrease the risks of reusing code by using dependency management tools (such as M
commercial tools (such as Gemnasium or Sonatype CLM) or mailing lists (such as RedH
Understand how security procedures and standards affect how you code, and write code
Understand common security attack vectors, such as JavaScript code exploits, and prog
these loopholes are closed.
Have an understanding of the risks of developing in an agile environment. Set expectati

length of time it might take for services to become minimal viable products and manage
expectations.
Have a strong understanding of service-oriented architecture and how it supports server
applications, as the government moves towards more interdependent services as part o
transformation.
Use server-based operating systems comfortably, and maintain those application enviro
transformation agenda means developers - not just specialist architects or operations ro
have a strong understanding of the server environment they work in.
Develop services that are accessible by default; this includes not only the visual elemen
code mark-up, format and page structure. Ensure the service is usable with assistive tec
as screen readers, screen magnifiers and speech recognition software.
Create layouts and interfaces that meet web standards to ensure accessibility and comp
many end users as possible. As a starting point, services should aim to meet Level AA o
Content Accessibility Guidelines (WCAG) 2.0. Understand individual and organisation-w
the Equalities Act 2010.
Assess the environmental needs of a project in terms of development needs and a live s
example, environments might include:
- Performance testing
- Staging and integration
Use testing and debugging tools such as Chrome Dev tools and Firebug to support the d
improvement of digital services. Undertake performance testing to assess the stability a
responsiveness of a service.
Build useful, robust, automated testing suites, and preview and staging areas, to suppor
deployment environment.
Have an understanding of how to scale an application or its hosting environment to supp

demand.
Have an understanding of Application Programming Interfaces (APIs), and the structure

of a high-quality API, such as caching and authentication. Understand the role of good A
context of open data and interoperable services.
Design and implement database schemas.
Set up and use a version control system and code management technologies for collabo
and management of projects.
Know what open source technologies are available to help develop a service, and when
to use them.
orted with a
g technical
r further
Skill-mapped
learning
DEV.1.1 Developer skills Sets out what developers do and
the skills required.
DEV 2.1
DEV.2.2
DEV.3.1
DEV.4.1 Deploying software Principles for software

deployment.
DEV.4.2
DEV.5.1 Progressive How to create pages that work

Enhancement regardless of browser capability.
DEV.6.1
DEV.7.1
DEV 8.1
DEV 8.2
DEV 8.3
DEV 9.1
DEV 9.2
DEV.10.1
DEV.11.1
DEV.12.1
DEV.13.1 Accessibility skills Key skills required by an

accessibility-focused developer.
DEV.13.2
DEV.14.1 Development Guidelines for development
environments environments.
DEV.15.1 Testing code Advice on how to make sure your

code does what it's supposed to.
DEV.15.2
DEV.16.1
DEV.17.1 APIs Guidance on using and creating

Application Programming
Interfaces.
DEV.18.1
DEV.19.1 Version control Guidelines on version control.
DEV.20.1
General learning
Name Description
Dependency Management How to manage software
dependencies and tools that can
be used.
Skills group:
Description:
Helpful tip!
Typical roles:
Skills
Skill title
Ops Engineering -
Digital impact on Ops
Ops Engineering -
Hosting and cloud
Ops Engineering -
Maintaining Cloud
services
Ops Engineering -
Deployment pipelines
Ops Engineering -
Automated
deployment
Ops Engineering -
Configuration
management
Ops Engineering -
Transition
Ops Engineering -
Service integration
Ops Engineering -
Setting up a shared
sandbox
Ops Engineering -
Load testing
Ops Engineering -
Commit stage
Ops Engineering -
Service capability
reviews
Ops Engineering -
Matching user needs
to devices
Ops Engineering -
Email and
collaboration
platforms
Ops Engineering -
Telephony and data
Operations Engineering
Operations engineering is about the skills needed to run production systems and
build software that is easy to operate, scale and secure. This involves expertise in
configuration management, monitoring, deployment, operating systems and end-
Several back-end technology skills groups are closely linked. Roles in this area should c
to ensure complete mapping of needed skills: Architecture, Commercial and Procureme
Operations Management.
Roles that might draw skills from this area include: Operations Engineers, Systems Adm
Engineers and Technical Architects.
Skill description
Understand how Operations Engineering supports front-end digital services and how dig
'Essentials for digital specialists' skills group apply to Operations. For example be familia
digital transformation agenda, user-centred design, agile delivery and open standards.
Have a strong understanding of all fundamental elements of hosting and cloud technolo
- design
- planning
- security and compliance
- integration
- provisioning
- cloud storage
- virtualisation
Consider the above in the context of the related business environment, for instance if cu
business-to-business (B2B).
Provision, build and deploy SaaS, IaaS, and PaaS environments.
Understand how to manage the capacity of the services and how that impacts on cost.
Understand the end-to-end deployment pipeline. Knowing how it works and how each e
will have implications for configuration management and the automation of the build, tes
processes.
Understand the deployment process through which code goes from the version control s
and automate this deployment process.
Facilitate the 'little and often' principle of deployment.
Recognise the importance of maintaining consistency between development and deploy
Use the same configuration management tools for the deployment and production envir
versions working in test that may not work in production.
Consider using open source configuration management tools such as CFEngine, Chef,
Break down restrictive manual processes such as over-restrictive change management

and flexible software systems.
Plan for the transition of services between environments and/or suppliers and act on tha
Build an overall service integration model, and perform end-to-end service mapping.
Set up a shared sandbox testing environment as part of the deployment pipeline, ensuri
working on the design, development or maintenance of a service has a clear, easily acc
review the latest version of the software.
Undertake load testing, simulating certain types of Denial of Service attacks, including D
Service attacks, so that you can ensure sites and applications work under realistic load
Check into a version control system, understand and set up tests that can check the qua
compile errors and unit test failures at the commit stage. This ensures that code is ready
shared sandbox environment.
Carry out service capability reviews to ensure they are meeting key performance indicat
performance, availability, and so on.
Articulate user needs in relation to end user devices, and have the technical understand
products in order to match the needs of users to a range of appropriate devices.
Know the range of email and collaboration platforms available to government (such as G
365 and Exchange) and the benefits/risks of each when choosing solutions.
Have an understanding of changes in telephony and the market shift away from fixed lin
mobile technologies. This is particularly important in a context of enabling a more mobile
workforce.
elopment team
as infrastructure,
management. (For
owing skills groups

s Engineering and
eb Operations
Skill-mapped
learning
OPEN.1.1
OPEN.2.1 Hosting Guidelines how to decide where

your service will live.
OPEN.2.2
OPEN.3.1
OPEN.3.2
OPEN.4.1 Continuous delivery Section of the Service Design

Manual setting out the deployment
pipeline in the context of continuous
delivery.
OPEN.5.1
OPEN.6.1 Configuration How to manage the pieces of your

Management software/ service so that they work
together and are reusable.
OPEN.6.2
OPEN.6.3
OPEN.6.4
OPEN.7.1
OPEN.8.1 Service integration Outline of service integration and

and management management.
OPEN.9.1
OPEN.10.1 Load and performance Information on capacity planning,

testing load testing and performance
testing.
OPEN.11.1
OPEN.12.1
OPEN.13.1 End User Devices Section in Service Design Manual

on delivering IT that meets the
needs of users.
OPEN.14.1
OPEN.15.1
General learning
Name Description
Web operations skills Skills required by operations

engineers.
Operating a service Collection of guides for operating a

service.
User stories for web Outlines the typical scope of
operations infrastructure and web operations
work on a large service redesign
project.
Skills group:
Description:
Helpful tip!
Typical roles:
Skills
Skill title
Ops Management -
Digital impact on Ops
Ops Management -
Understand both
cloud and on-premise
Ops Management -
Application support
Ops Management -
Access management
Ops Management -
Configuration
management
Ops Management -
Incident management
Ops Management -
Network configuration
Ops Management -
Performance metrics
Ops Management -
SLAs and OLAs
Ops Management -
Email and
collaboration
platforms
Ops Management -
Financial planning
Operations Management
Operations Management is about managing the day-to-day operations of services

queries, and 'keeping the lights on'. (For further introduction, click Skills Group t
Operations Management is about managing the day-to-day operations of services; hand

and 'keeping the lights on'. (For further introduction, click Skills Group title hyperlink abo
Roles that might draw skills from this area include: Operations Managers, (ITIL) Service
Managers and Technical Architects.
Skill description
Understand how Operations Management supports front-end digital services and how d
'Essentials for digital specialists' skills group apply to Operations, such as being familiar
transformation agenda, user-centred design, agile delivery and open standards.
Understand how both on-premise and cloud servers work and the challenges of integrat
Understand the activities of Service Management to ensure 'run and maintain' of applic
have been deployed by Development teams.
Ensure that appropriate identity and access management strategies are in place in prop
Government classifications.
Engage with technical staff and suppliers to define the best system and platform configu
business objectives, meet user needs and ensure configuration is always consistent, au
versioned.
Demonstrate strong customer service skills, so that incidents are managed in a user-foc
agile environment, it is important that everyone in the team is able to confidently engage
Define the configuration of networking in code, automating the process such that configu
consistent, auditable, and versioned.
Gather and report detailed performance data against key indicators and generate action
to the quality of services offered by the department.
Engage in the negotiations of Service Level and Operational Level Agreements with sup
stakeholders to ensure they are suitable for the service being developed.
Manage the email and collaboration platform in your department, including activities suc
accounts, monitoring security (alongside security specialists) and capacity of systems, a
cost implications of using the service.
Understand the financial position of the service; plan and forecast, and recognise the im
the service on finance.
g user requests and
ink above)
equests and queries,
, Infrastructure
Skill-mapped
learning
OPMA.1.1
OPMA.2.1 Hosting Guidelines on deciding where to

host a service.
OPMA.2.2
OPMA.3.1
OPMA.4.1
OPMA.5.1
OPMA.6.1
OPMA.7.1
OPMA.8.1 Key performance Deciding what metrics your service

indicators might want to measure or track.
OPMA.9.1
OPMA.10.1
OPMA.11.1
General learning
Name Description
User stories for web Outlines the typical scope of
operations infrastructure and web
operations work on a large
service redesign project.

Skills group:
Description:
Typical roles:
Skills
Skill title
QA and Testing -
User stories
QA and Testing -
Development
lifecycle from
discovery to live
QA and Testing -
Defining and
implementing a test
strategy
QA and Testing -
Testing levels
QA and Testing -
Continuous
integration
QA and Testing -
Testing
QA and Testing -
Testing systems and
software
QA and Testing -
Testing systems and
software
QA and Testing -
Accessibility
QA and Testing -
Performance testing
QA and Testing -
Operational
acceptance testing
QA and Testing -
Cross-browser and
cross-device testing
QA and Testing -
Moving code to local
environments for
testing
QA and Testing -
Architecture
concepts
QA and Testing -
Reading and
understanding code
QA and Testing -
Code repositories
and version control
QA and Testing -
Defect lifecycle
QA and Testing -
Reporting outcomes
Quality Assurance and Testing
Quality Assurance and Testing is about continuously ensuring the best quality sy
making sure it does what the user requires. (For further introduction, click Skills G
above)
Roles that might draw skills from this area include: Tester, Test Engineer, Quality Assur
Architects, Developers
Skill description
Utilise user stories and clear acceptance criteria in testing strategies.
Know the stages through which services are created - from discovery through to live.
Understand how services can be maintained and continuously improved over time until
retired.
Develop a test strategy tailored to the size and scope of the project.
Transform the design of the test strategy into actual delivery and ensure that the capabi
the strategy is realised.
Understand the objective of testing levels (from Unit to Acceptance) and advise the team
cohesive testing strategy, including what to test and what is not required.
Perform Quality Assurance and Testing in an environment of continuous integration prac
Build useful, robust, automated testing suites, as well as preview and staging areas, in o
support a continuous deployment environment.
Develop actions based on the results of testing activity.
Understand exploratory testing (described as simultaneous learning, test design and tes
and scripted testing approaches and know when to apply the best approach.
Understand how exploratory testing is specifically used in an agile environment, and how
unscripted testing. Develop and implement test charters to give exploratory testing sess
mission without being prescriptive.
Engage in exploratory testing of partially-completed functionality, understand what is a d

what has not been implemented yet, and provide constructive feedback to developers.
Perform accessibility testing to make sure a product or service is easy to use for users w
of disabilities. Be familiar with a range of assistive technologies, and use a variety of acc
testing methods such as screening, code review and user testing.
Understand individual and organisation-wide duties under the Equality Act 2010 in relati
products and services.
Carry out performance tests to ensure that the service remains stable and responsive a
the projected volumes of traffic. Consider and test (where applicable) the software runni
site as well as the networks, proxies and caches involved in serving traffic over the inter
Undertake operational acceptance tests, such as checking backup/restore facilities, disa

recovery procedures and the arrangements for performing maintenance tasks before re
software.
Test for cross-browser and cross-device compatibility, to ensure that the product is acce
the widest possible number of users.
Check out' particular versions of code onto a local environment on machines and start/s
system.
Have a strong understanding of system architecture at a high level, including concepts s

application servers, databases, middleware, web services.
Read code at a high level, for example, find tests in a codebase and understand their in
Have an understanding of code repositories, commit process (trunk concept) and versio
Manage the defect lifecycle and have the ability to advise on tests to put in place after fi
made.
Interpret the results of individual test sessions and testing more generally to provide a cl
consistent view of quality to communicate to the team and key stakeholders.
m is built and
up title hyperlink
e Leads, Technical
Code Name
QAT.1.1 Writing user stories
QAT.2.1 Testing code
QAT.2.2
QAT.3.1
QAT.3.2
QAT.4.1 Testing in an Agile

Environment
QAT.5.1
QAT.6.1 Penetration Testing
QAT.6.2
QAT.7.1 Tutorial in Exploratory

Testing
QAT.7.2 Lab-based user testing
QAT.7.3
QAT.8.1 Accessibility Testing
QAT.8.2
QAT.9.1 Load and performance

testing
QAT.10.1
QAT.11.1
QAT.12.1
QAT.13.1
QAT.14.1
QAT.15.1 GDS Code repository
QAT.16.1
QAT.17.1
General learning
Description Name
Guidelines on how to write a useful user Agile testing at the Home Office
story.
Guide to how to test that your code does
what it's supposed to do.
How the approach to testing varies when in

an agile environment.
How to identify insecurities in your service

through testing.
Online presentation slides from Cem Kaner,

who coined the phrase "exploratory testing".
How to gather qualitative feedback from
service users through lab-based
techniques.
Guidance on testing to see if your service is

inclusive.
Information on capacity planning, load

testing and performance testing.
Code repository for GOV.UK
Description
Blog on testing using Agile
techniques

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Version 1.

0 - Publication date: 25th February 2015

Digital and Technology Skills Matrix - Introduction

This Digital and Technology Skills Matrix document supports departmen

For example, a Developer role may need to draw skills from:

- Skill titles and descriptions

Applications of the matrix for skills transformation -

The information in this document can support departments undertaking

- Mapping digital skills to create new Skill Profiles

Our skills groups are...

departments undertaking a number of digital transformation activities such as:

All roles within Digital & Technology

Write user stories that detail user needs.

Understand that effective commercial management, including procurement where neces

Be aware of internal government procurement rules and EU procurement regulations.

Be aware of government procurement processes and frameworks available such as G-C

Communicate technical and agile concepts to non-technical people.

EDS.1.2 Digital Transformation

EDS.1.3 Adopting ODF

Getting to grips with

EDS.1.5 Government Digital Strategy:

Digital Inclusion in a nutshell

What is Assisted Digital?

EDS.2.3 Agile Manifesto

EDS.2.4 What an agile project looks

EDS.3.1 The team

EDS.4.1 User-centred design

EDS.4.2 User research.

EDS.4.3 Writing user stories

EDS.5.1 Government Digital Service

EDS.7.1 Why commercial matters

EDS.7.2 Guidance on Legislation

EDS.7.4 Digital Marketplace

EDS.8.1 Open standards for

EDS.10.1 Government Security

EDS.10.2 Identity Assurance

EDS.10.3 GOV.UK Verify guidance

EDS.11.1 Social Media Playbook

Using social media in public

EDS.11.3 Social Media Guidance for

Regularly updated information on the 25 Digital Foundation Day

Principles for adopting ODF in your organisation Digital Business

Guidance on how to choose document formats Government

An outline of how each government department

A GDS video introduction to assisted digital.

A brief overview of agile and how to do it.

Sets out the twelve principles underlying agile

Guidance on building and working with a

Collection of guidance on user-centred design.

An introduction to user research techniques.

Guidance on how to write a useful user story.

A list of GDS design principles and examples of

Blog on the importance of commercial skills in

Scottish Government guidance giving overview

Government approved cloud services for

Information about the open standards chosen

The Government Security Classification Policy

Blog giving the latest updates about the Identity