IS&T Leadership Job Description December 1, 2015
IT Leadership Job Description December 1, 2015 Page i Table of Contents General Characteristics... 1 Job Path... 2 Explanation of Proficiency Level Definitions... 10 Summary Proficiency Matrix... 11 Proficiency Matrix... 13
IT Leadership Job Description December 1, 2015 Page 1 General Characteristics Individuals within the IS&T leadership job family have responsibility for activities that contribute to planning, creating and implementing an IT vision and strategy aligned with the MIT s strategic objectives. They oversee the development of IS&T standards, technology architecture, and technology evaluation. They manage small to large teams of people responsible for developing and delivering IT solutions for the business and customers. Each role within this job family provides technical and administrative leadership to their functions as well as to IS&T. IS&T Leaders are also responsible for analyzing trends in technology, assessing the impact of emerging technologies on the MIT ecosystem, providing solutions to address technology and business issues, and managing people and financial resources while ensuring the development of high-quality technology solutions. These solutions must be developed at the best possible cost and be aligned with customer and business needs while establishing relationships with employees and key internal and external stakeholders. They are also responsible for participating and leading the development of an IT governance framework that defines the working relationships and sharing of IT components among various IT groups within the MIT ecosystem. To be successful, individuals must possess a combination of business, technical and leadership skills and competencies. This requires an understanding of MIT departmental needs, processes and functions. They also need a solid knowledge of IT infrastructure, architecture, applications development and support, networks, and computer operations. In addition, individuals working in this job family must have excellent communication skills and the ability to influence others.
IT Leadership Job Description December 1, 2015 Page 2 Job Path The following section is intended to serve as a general guideline for each relative dimension of project complexity, responsibility and education/experience within this job family. This table is not intended for use as a checklist to facilitate promotions or to define specific responsibilities as outlined in a position description. Actual responsibilities and experiences may vary. Title Manager Director Senior Director Associate VP Dimension Work Complexity Typical Responsibilities Manages one or more IT processes within one functional area. Manages a small to midsized team of IS&T associates Manages multiple IT processes within one functional and service area. Manages services provided to one or more Institute departments. Manages a mid-sized to large team of IS&T associates, some of whom may manage others Directs the integration of IT processes across multiple functional areas. Oversees services provided to multiple Institute departments. Manages a mid-sized to large team of associates, some of whom may manage others Creates a technology vision and provides the overall leadership for development and implementation of integrated enterprisewide business technology solutions. Oversees global services provided to clients across the university. Manages all or a substantial number of the IS&T staff Business and IT Strategy Implements the tactical components of the IT strategy. Works with Institute partners to understand business needs. Manages the development and implementation of IT initiatives to support Institute strategy. Develops the tactical components and strategies to achieve goals. Works with Institute partners to understand business needs. Manages the development and implementation of IT Develops functional or departmental IT strategy. Ensures alignment with overall enterprise-wide IT strategy. Directs the development and implementation of integrated IT initiatives to support Institute strategies. Develops overall enterprise-wide IT strategy. Partners with senior Institute leaders to develop an integrated IT and Institute strategy. Provides overall leadership for the development and implementation of IT
IT Leadership Job Description December 1, 2015 Page 3 Title Manager Director Senior Director Associate VP initiatives to support Institute strategy. policies and the alignment of IT and Institute strategies. Technology Mgmt./ Leadership Provides clarity on objectives, scope and organizational change management. Provides input to Institute technology planning. Manages IT technology solutions to ensure successful fulfillment of end-user requirements, proper and accurate testing and sound implementation. Delivers solutions consistent within current context of overall architecture. Maintains and controls budget, schedule and resources. Meets regularly with team to gather work statuses. Works with MIT department managers and forms alliances on projects, operational decisions, scheduling requirements/conflicts and vendor contract clarification. Plans, implements, directs, and monitors IT technology solutions to ensure successful fulfillment of end-user requirements, proper and accurate testing and sound implementation. Delivers solutions consistent within current context of overall architecture. Maintains and controls budget, schedule and resources. Meets regularly with team to gather work statuses. Works with Institute leaders and forms alliances. Directs IT technology solutions. Directs reviews of tools and technologies for improving performance and reducing costs. Delivers solutions consistent within existing architecture. Maintains and controls of project budget, schedule and resources. In concert with crossfunctional management and executive sponsors, establishes priorities, work sequence and allocation of resources for requests. Meets regularly with team to gather work statuses. Sponsors the acceptance of the Institute technology plan within the organization. Provides leadership in planning and managing IT product and service. Drives innovated and creative solutions to business challenges. Delivers business transformation, focusing on the delivery details that ensure the vision is achieved. Helps drive the development of the technology architecture, infrastructure planning, engineering and deployment. Facilitates communications across IT groups, user and customer communities. Governance Provides input into demand management process and executes on plan. Leads or participates in a client advisory board to manage IT services demand. Communicates client s needs and priorities and Participates in the governance board that defines the IT mission, oversees operations, and determines IT investments, and Chairs a governance board that defines the IT mission, oversees operations, and determines IT
IT Leadership Job Description December 1, 2015 Page 4 Title Manager Director Senior Director Associate VP provides feedback on pricing and investment. pricing and product strategies. investments, and pricing and product strategies. Financial Management Policies, Processes, & Standards May participate in the development of IS&T budgets. Tracks and takes appropriate steps to stay within budget. Provides high-quality services at optimal cost to customers. Measures service performance and implements improvements. Ensures compliance with enterprise technology standards, governance processes, and performance metrics to ensure IT delivers value to the enterprise. Ensures adherence to policies. Participates in the development of IS&T budgets. Tracks and takes appropriate steps to stay within budget. Provides high-quality services at optimal cost to customers. Measures service performance and implements improvements Manages the development of enterprise technology standards, governance processes, and performance metrics to ensure IS&T delivers value to the enterprise. Ensures adherence to policies, procedures, and standards. Manages the development and management of IS&T budgets. Tracks budget and takes appropriate steps to stay within budget. Integrates high-quality services while continuing to optimize cost across multiple departments, processes and functions. Manages policy development to address business issues. Directs the development of enterprise technology standards, governance processes, and performance metrics to ensure IS&T delivers value to the enterprise. Ensures adherence to policies, procedures, and standards. Approves overall IS&T spending. Aligns overall IS&T spending with enterprise business strategies. Approves the appropriate pricing models and cost codes for IS&T services. Sponsors collaborative planning processes to ensure high-quality services at optimal cost for the enterprise. Manages policy development to address business issues. Directs the development of enterprise technology standards, governance processes, and performance metrics to ensure IS&T delivers value to the enterprise. Ensures adherence to policies, procedures, and standards
IT Leadership Job Description December 1, 2015 Page 5 Title Manager Director Senior Director Associate VP Process Improvements Implements defined process improvements. Manages the improvement processes that impact customer satisfaction and relationships. Owns the designated processes and is accountable for ensuring that established processes are followed. Initiates and directs the improvement processes that impact customer satisfaction and relationships. Actively reviews and improves upon processes and is accountable for ensuring that they are followed. Coaches team about corporate decisionmaking processes, prioritization, and IS&T/Department alignment. Initiates and ensures improvement processes that impact customer satisfaction and relationships are implemented. Manages corporate decision-making processes, prioritization, and IS&T/Department alignment. Service Level Agreements (SLAs) May participate and provide input to the SLA development process. Ensures internal SLAs are met. Participates and provides input to the SLA development process. Ensures internal SLAs are met. Works with clients and service providers to establish SLAs that support business objectives. Monitors and modifies SLAs as required. Ensures internal SLAs are met. Works with clients and service providers to establish SLAs that support business objectives. Evaluates and analyzes performance based on SLAs. Ensures internal SLAs are met.
IT Leadership Job Description December 1, 2015 Page 6 Title Manager Director Senior Director Associate VP Vendor Management Provides advice and counsel to the vendor relationship decisionmaking and contract development processes. Reviews service provider performance. Identifies and confirms performance problems and notifies contract managers. Provides advice and counsel to the vendor relationship decisionmaking and contract development processes. Reviews service provider performance. Identifies and confirms performance problems and notifies contract managers. Provides advice and counsel to the vendor relationship decisionmaking and contract development processes. Ensures contracts are in place. Ensures service provider performance is reviewed and that contract managers are notified when necessary. Provides advice and counsel to the vendor relationship decisionmaking and contract development processes. Ensures contracts are in place Ensures service provider performance is reviewed and that contract managers are notified when necessary. Resource/Talent Management Meets regularly with team to gather work statuses. Discusses work progress and obstacles. Provides advice, guidance, encouragement and constructive feedback. Establishes measurable individual and team objectives that are aligned with Institute and organizational goals. Documents performance assessments. Adheres to organizational practices for staffing, EEO, diversity, performance management, development, reward and recognition, and retention. Meets regularly with team to gather work statuses. Discusses work progress and obstacles. Provides advice, guidance, encouragement and constructive feedback. Ensures work, information, ideas, and technology flow freely across teams. Establishes measurable individual and team objectives that are aligned with Institute and organizational goals. Documents and presents performance assessments. Recognizes and rewards associates Meets regularly with multiple teams to gather work statuses. Discusses work progress and obstacles. Provides advice, guidance, encouragement and constructive feedback. Ensures work, information, ideas, and technology flow freely across teams. Establishes measurable individual, team, and function objectives that are aligned with Institute and organizational goals. Documents and presents performance assessments. Meets regularly with multiple teams and functions to gather work statuses. Discusses work progress and obstacles. Provides advice, guidance, encouragement and constructive feedback. Ensures work, information, ideas, and technology flow freely across teams and functions. Establishes individual, team, and organizational objectives that are aligned with Institute goals organizational goals.
IT Leadership Job Description December 1, 2015 Page 7 Workforce Planning Organization Change Management Title Manager Director Senior Director Associate VP Identifies the roles, skills and knowledge required to achieve goals. Ensures staff has the resources and skills needed to support all work initiatives within the assigned function or team. Participates in IS&T workforce deployment activities. Embraces and executes change through frequent, communication to staff and clients about the change and the impact of commensurate with performance. Adheres to organizational practices for staffing, EEO, diversity, performance management, development, reward and recognition, and retention. Provides input to the identification and development of potential future leaders. Identifies the roles, skills and knowledge required to achieve goals. Ensures staff has the resources and skills needed to support all work initiatives within multiple teams or functions. Participates in IS&T workforce deployment activities. Articulates change. Is active and visible throughout the change process. Provides frequent, communication to Recognizes and rewards associates commensurate with performance. Recommends organizational practices for staffing, EEO, diversity, performance management, development, reward and recognition, and retention. Reviews and provides recommendations for IS&T succession plan. Provides input to the identification and development of potential future leaders. Forecasts new skill requirements based on emerging technologies and customer demand. Ensures staff has the resources and skills needed to support all work initiatives within multiple functions and teams. Participates in IS&T workforce deployment activities. Initiates change to improve business results and leads change initiatives. Provides frequent, communication to Documents and reviews performance assessments. Recognizes and rewards associates commensurate with performance. Implements organizational practices for staffing, EEO, diversity, performance management, development, reward and recognition, and retention. Reviews and provides recommendations for IS&T succession plan. Approves workforce resource plans. Ensures IS&T workforce has the resources and skills required to support all work initiatives, emerging technologies and needs of the functions. Champions workforce deployment of IS&T organization and related functions. Determines need and, defines and approves change initiatives. Understands repeatedly what needs to change in
IT Leadership Job Description December 1, 2015 Page 8 Title Manager Director Senior Director Associate VP the change (individual and Institute). Consistently advocates for the change. Coaches staff through the change. Identifies and removes obstacles to change. department/organization and clients about the change (i.e., rationale, expected outcomes, the "big picture) and the impact of the change (individual and Institute). Builds a coalition of sponsorship (managers, staff and clients) and manages resistance to the change. Identifies and removes obstacles to change. department/organization and clients about the change (i.e., rationale, expected outcomes, the "big picture) and the impact of the change (individual and Institute). Builds a coalition of sponsorship (managers, staff and clients) and manages resistance to the change. Identifies and removes obstacles to change order to achieve improved results. Approves and generates communication for mitigating the disruption of change. Approves timelines and action steps for anticipating and framing the type of change. Builds a coalition of sponsorship (IS&T Management and clients) and manages resistance to the change. Manages change within the IS&T organization. Typical Education/ Experience Bachelor s Degree in Computer Science, Information Systems, or other related field. Or equivalent work experience. Typically has 5 or more years of relevant IT and business work experience. Requires experience in supervising and building relationships with people at a variety of levels. Requires demonstrated ability to launch and deliver a single IT project Bachelor s or Master s Degree in Computer Science, Information Systems, Business Administration, or other related field. Or equivalent work experience. Typically has 10 to 15 years of IT and business/industry work experience, with knowledge of one process/service. Requires experience in managing teams and building relationships with Bachelor s or Master s Degree in Computer Science, Information Systems, Business Administration, or other related field. Or equivalent work experience. Typically has 10 to 15 years of IT and business/industry work experience, with at least 3 years of experience in managing multiple, medium to large crossfunctional teams or projects, influencing senior level Bachelor s or Master s Degree in Computer Science, Information Systems, or other related field. Or equivalent work experience. Typically has 15 or more years of IT and business/industry work experience, with 5 to 7 years of leadership experience in managing multiple, large, crossfunctional teams or projects, influencing senior level management and key stakeholders.
IT Leadership Job Description December 1, 2015 Page 9 Title Manager Director Senior Director Associate VP on time and within budget. Requires excellent oral and written communication and presentation skills people at a variety of levels. Requires demonstrated ability to launch and deliver one or more IT project(s) on time and within budget. Requires excellent oral and written communication and presentation skills management and key stakeholders. Requires demonstrated ability to launch and deliver multiple, concurrent IT projects on time and within budget. Requires excellent oral and written communication and presentation skills Requires demonstrated ability to conceptualize, launch and deliver multiple IT projects on time and within budget. Requires excellent oral and written communication and presentation skills
IT Leadership Job Description December 1, 2015 Page 10 Explanation of Proficiency Level Definitions Proficiency scale definitions are provided to help determine an individual s proficiency level in a specific competency. The rating scale below was created as a foundation for the development of proficiency level definitions used for assessments. Being Developed: (BD) Basic: (B) Intermediate: (I) Advanced: (A) Expert: (E) Demonstrates minimal use of this competency; limited knowledge of subject matter area; needs frequent assistance and close supervision for direction. Currently developing competency. Demonstrates limited use of this competency; basic familiarity of subject matter area; needs additional training to apply without assistance or with frequent supervision. Demonstrates working or functional proficiency level sufficient to apply this competency effectively without assistance and with minimal supervision; working/functional knowledge of subject matter area. Demonstrates in-depth proficiency level sufficient to assist, consult to, or lead others in the application of this competency; in-depth knowledge in subject matter area. Demonstrates broad, in-depth proficiency sufficient to be recognized as an authority or master performer in the applications of this competency; recognized authority/expert in subject matter area. As you complete the competency assessment, read all of the proficiency level definitions for a competency (provided in the next section) and select the one that is most characteristic of the demonstrated performance. If more than one definition is descriptive, select the highest level that is typically exhibited.
IT Leadership Job Description December 1, 2015 Page 11 Summary Proficiency Matrix The chart provides a summary of proficiency ratings. Title Manager Director Senior Director Associate VP Competencies Accountability: Clearly defines mutual expectations of self and others. Takes appropriate actions to ensure obligations are met. Revises standards in response to change. Change Advocate: Identifies and acts upon opportunities for continuous improvement. Encourages prudent risk-taking, exploration of alternative approaches, and organizational learning. Demonstrates personal commitment to change through actions and words. Mobilizes others to support change through times of stress and uncertainty. Change Management: Plans and organizes change using change management tools, processes and techniques. Integrates human capital management practices into changes in business processes and technologies. Prepares for and empathizes with people's reactions to change. Identifies and plans ways to overcome barriers to successful implementation. Client Partnership: Assesses and develops strategies for achieving the needs of internal and/or external clients. Seeks information about and identifies opportunities to support and enhance critical client business functions and processes. Takes part in creating client strategies that supports them in achieving their primary objectives. Integrates the technology strategy into clients long-range plans and matches business requirements to new, existing or future products and services. Identifies opportunities that add long-term value. Communications for Results: Expresses technical and business concepts, ideas, feelings, opinions, and conclusions orally and in writing. Listens attentively and reinforces words through empathetic body language and tone. Decisiveness: Assesses the scope and potential impact of an issue or opportunity. Uses business criteria and values to evaluate alternative courses of action. Makes a timely choice based on the options and information available. Empowering Others: Supports individuals to take appropriate accountability for their work. Provides the information, training and resources necessary to enable individuals to make expedient, practical decisions that impact the performance or success of an event or project. A E E E I A E E I A E E I A E E A A E E I A A E I A E E
IT Leadership Job Description December 1, 2015 Page 12 Title Manager Director Senior Director Associate VP Competencies Results Orientation: Sets and accomplishes challenging goals. Defines standards in terms of doing what is appropriate and doing it well. Competes resourcefully and takes calculated risks to achieve results. Strategic Business Planning: Develops strategic business plans that incorporate the enterprise s vision and direction, integrate IT initiatives with the needs of business functions, and respond to recognized issues and trends. Examples include: technological, product/service, market, competitive, global, economic, human resources and political issues and trends. I I A E I A A E
IT Leadership Job Description December 1, 2015 Page 13 Proficiency Matrix The following charts illustrate proficiency levels for each competency. Competencies Accountability: Clearly defines mutual expectations of self and others. Takes appropriate actions to ensure obligations are met. Revises standards in response to change. Being Developed (BD): Asks questions and provides feedback in an effort to clarify mutual expectations. Seeks advice on tasks and responsibilities when needed. Basic (B): Checks assumptions about mutual expectations and clarifies standards of performance. Checks the scope of responsibilities of self and others. Monitors day-to-day performance, and takes corrective action when needed to ensure desired performance is achieved. Intermediate (I): Sets objectives that meet organizational needs. Provides recommendations to individuals and teams on ways to improve performance and meet defined objectives. Monitors and provides feedback on individual and team performance against defined standards. Advanced (A): Sets enhanced objectives for self and others. Monitors performance trends and identifies opportunities to improve standards. Provides regular feedback and suggests alternative approaches necessary to ensure that organizational objectives and superior standards are achieved. Delegates responsibility and reallocates resources as needed to ensure that priorities are met. Title Manager Director Senior Director Associate VP Expert (E): Defines strategic areas of responsibility. Plans and decides upon the reassigning and restructuring of significant organizational resources. Influences and sponsors cross-organizational decisions on work prioritization, resource allocation and long-range standards of performance.
IT Leadership Job Description December 1, 2015 Page 14 Change Advocate: Identifies and acts upon opportunities for continuous improvement. Encourages prudent risk-taking, exploration of alternative approaches, and organizational learning. Demonstrates personal commitment to change through actions and words. Mobilizes others to support change through times of stress and uncertainty. Being Developed (BD): Supports change initiatives by following new directions as directed and providing appropriate information. Asks for feedback and ideas on how to do a better job and tries new approaches. Basic (B): Participates in change initiatives by implementing new directions and providing appropriate information and feedback. Offers ideas for improving work and team processes. Experiments with new approaches and improves productivity through trial and error. Intermediate (I): Participates in change programs by planning implementation activities with other change champions. Interprets the meaning of new strategic directions for the work group and sets objectives and standards. Implements monitoring and feedback systems. Evaluates progress and finds ways of making continuous improvements. Solicits and offers ideas for improving primary business processes. Improves effectiveness and efficiency through the involvement of peers and business partners by initiating new approaches. Advanced (A): Leads the planning and implementation of change programs that impact critical functions/processes. Partners with other resource managers/change agents to identify opportunities for significant process enhancements. Recommends changes that impact strategic business direction. Sets expectations for monitoring and feedback systems and reviews performance trends. Evaluates progress and involves peers and team members in analyzing strengths and weaknesses in performance. Improves efficiency by spearheading pilots and planned functional change initiatives. Expert (E): Reviews, sponsors and approves recommendations for enterprise-wide change programs that impact cross functional key processes. Partners with other business leaders to identify opportunities for significant technology/process enhancements. Lobbies for changes that impact strategic business direction. Approves strategic monitoring criteria and reviews high impact enterprise performance trends. Evaluates progress against key performance drivers and assesses organizational opportunities and risks. Solicits the support of business leaders in planning and spearheading enterprise change initiatives. Title Manager Director Senior Director Associate VP
IT Leadership Job Description December 1, 2015 Page 15 Change Management: Plans and organizes change using change management tools, processes and techniques. Integrates human capital management practices into changes in business processes and technologies. Prepares for and empathizes with people's reactions to change. Identifies and plans ways to overcome barriers to successful implementation. Being Developed (BD): Seeks guidance on new practices. Checks for updated instructions. Applies lessons learned from observing others. Tries new ways of carrying out tasks. Proposes ways of improving activities. Speaks supportively of change and takes actions to reinforce new initiatives. Basic (B): Creates routine practices and processes. Updates procedures and aligns them with changes in processes. Asks questions about the change and consequences of change. Engages in trial and error. Encourages others to support change. Proposes initiatives that will facilitate change. Champions the implementation process. Intermediate (I): Identifies needs for changes in practices, processes, structures, systems, techniques and tools. Adapts and creates procedures in alignment with work redesign and new work. Probes, researches, and meets with impacted parties to ensure that changes are planned and meet the needs of all stakeholders. Conducts risk analysis. Reports the consequences and benefits of change. Engages in experimentation and piloting before wider implementation. Proposes ways of improving and integrating multiple processes. Champions and facilitates the human and task aspects of change from transition planning through implementation. Advanced (A): Responds to departmental/cross-departmental opportunities. Makes recommendations for new processes to achieve medium-term objectives. Investigates best practices internally and externally. Plans and creates strategic proposals for change with peers and approval authorities to ensure that each area's needs and perspectives are considered. Aligns recommendations with the organization's strategic plan. Analyzes risks and proposes solutions to balance risks with benefits to the enterprise. Demonstrates how lessons from experience, experimentation and piloting can enable implementation. Leads and reinforces the transition process. Title Manager Director Senior Director Associate VP
IT Leadership Job Description December 1, 2015 Page 16 Expert (E): Spearheads x class standards in responding to opportunities for enterprisewide changes. Reviews recommendations for new processes to achieve long-term enterprise objectives. Networks with Subject Matter Experts and recognized champions internally and externally, and communicates their constructive feedback to internal leadership. Collaboratively sponsors change initiatives with other senior sponsors. Ensures that resource constraints, policy decisions, and architectural implications of change are considered. Facilitates the creation of options that manage risk while aggressively seeking the maximum benefits to the enterprise. Applies organizational lessons learned from centers of excellence, shared experience, experimentation and piloting before full-scale enterprise wide implementation. Communicates the human, political and task aspects of change within a strategic framework. Client Partnership: Assesses and develops strategies for achieving the needs of internal and/or external clients. Seeks information about and identifies opportunities to support and enhance critical client business functions and processes. Takes part in creating client strategies that supports them in achieving their primary objectives. Integrates the technology strategy into clients long-range plans and matches business requirements to new, existing or future products and services. Identifies opportunities that add long-term value. Being Developed (BD): In response to requests for new types of assistance, refers representatives of the client to the appropriate IT contact. Gathers information about clients' business and technology products and services. Solicits client recommendations for improved day-to-day functionality and translates simpler recommendations into technical business requirements. Basic (B): Conducts dialogues about improvements at the project or departmental level. Identifies simple product/service improvement opportunities and creates basic cost/benefit proposals. Provides recommendations to clients regarding enhancements to existing products and services as well as solutions that align with strategic performance drivers. Regularly meets with client representatives to give status reports, and maintain records on client activities. Demonstrates respect for the opinions of others. Title Manager Director Senior Director Associate VP
IT Leadership Job Description December 1, 2015 Page 17 Intermediate (I): Participates in cross-functional activities to achieve organizational objectives. Interacts with clients in order to identify opportunities that meet organizational and technological needs. Identifies the client's operational requirements and relevant technological needs as they relate to its organizational strategy. Mines for operational and functional enhancements to projects and services. Assesses the potential capabilities of available, cost-effective technology. Develops tactical initiatives that proactively address client needs and provides recommendations that align short-term needs with strategic performance drivers. Anticipates unstated ways of better satisfying the client's needs. Develops networks and builds alliances. Advanced (A): Partners with business leaders to identify cross-functional opportunities that integrate organizational and technological strategies, meet externally benchmarked criteria and integrate the client s specific operational requirements as they relate to the organizational strategy. Devises enhancements to plans and advises on emerging opportunities during large-scale implementations. Proactively identifies and creates options to meet the needs of multiple integrated client groups. Identifies potential initiatives through input from staff, vendors and clients. Meets with peers from client groups and proposes technological and deployment solutions and related changes in business processes. Shares and assesses potential solutions with appropriate experts. Recommends technological solutions that fit the clients' needs, capabilities, and culture. Uses appropriate interpersonal skill and communication methods to build constructive relationships with customers, business units, and organizations to meet mutual goals and objectives. Expert (E): Participates in strategic planning sessions with leaders of client organizations as well as advisors to decide upon major capital investment and long-term budgetary expenditures. Gains strategic support. Balances response to ongoing operational needs consistent with strategic mission and vision. Makes strategic recommendations founded upon best practices in recognized leading industries. Initiates and organizes demonstrations which provide subject matter expertise and identify technological strategies that will support the achievement of business goals. Communicates and demonstrates the corporate values in client-related interactions. Allocates administrative, financial and technological resources for clients on major initiatives. Keeps support areas like budget and HR informed of program priorities, needs, and issues, in pursuit of responsive service. Takes shared accountability for achieving the clients' objectives and enterprise goals. Title Manager Director Senior Director Associate VP
IT Leadership Job Description December 1, 2015 Page 18 Communications for Results: Expresses technical and business concepts, ideas, feelings, opinions, and conclusions orally and in writing. Listens attentively and reinforces words through empathetic body language and tone. Title Manager Director Senior Director Associate VP Being Developed (BD): Speaks and writes to peers in ways that support transactional activities. Shares information and asks questions prior to taking action. Basic (B): Converses with and writes to peers in ways that support transactional and administrative activities. Seeks and shares information and opinions. Explains the immediate context of the situation, asks questions with follow-ups, and solicits advice prior to taking action. Intermediate (I): Conducts discussions with and writes memoranda to all levels of colleagues and peer groups in ways that support troubleshooting and problem solving. Seeks and shares relevant information, opinions, and judgments. Handles conflict empathetically. Explains the context of inter-related situations, asks probing questions, and solicits multiple sources of advice prior to taking action. Advanced (A): Converses with, writes reports and creates/delivers presentations to all levels of colleagues and peer groups in ways that support problem solving and planning. Seeks a consensus with business partners. Debates opinions, tests understanding and clarifies judgments. Brings conflict into the open empathetically. Explains the context of multiple inter-related situations, asks searching, probing questions, and solicits expert advice prior to taking action and making recommendations. Expert (E): Converses with, writes strategic documents and creates/delivers presentations to internal business leaders and as well as external groups. Leads discussions with senior leaders and external partners in ways that support strategic planning and decision-making. Seeks a consensus with business leaders. Debates opinions, tests understanding and clarifies judgments. Identifies underlying differences and resolves conflict openly and empathetically. Explains the context of multiple, complex inter-related situations. Asks searching, probing questions, plays devil's advocate, and solicits authoritative perspectives and advice prior to approving plans and recommendations.
IT Leadership Job Description December 1, 2015 Page 19 Decisiveness: Assesses the scope and potential impact of an issue or opportunity. Uses business criteria and values to evaluate alternative courses of action. Makes a timely choice based on the options and information available. Title Manager Director Senior Director Associate VP Being Developed (BD): Applies values, policies and procedures to make timely, routine decisions of limited, clear choice. Seeks instructions or escalates matters that require judgment. Basic (B): Applies values, policies, procedures and precedent to make timely, routine decisions of limited, clear choice. Seeks advice and guidance or escalates matters that require judgment. Intermediate (I): Applies values, business strategy, policies, procedures and precedent to make timely decisions with limited consequences. Gathers data to support recommendations and seeks approval for taking action that will set precedent while minimizing potential risk. Advanced (A): Applies values, business strategy, policies, precedent, and experience to make complex decisions with uncertain consequences. Makes benchmarked, researched recommendations with contingency plans in place for potential adverse consequences. Lobbies business partners and subject matter experts for consensus in taking action that sets direction in at least one critical business function. Promotes a tolerance for risk within boundaries that equate with the benefits. Expert (E): Applies values, business strategy and collective experience to make policy decisions with incomplete, conflicting information and uncertain long-term consequences. Sponsors and approves benchmarked, researched recommendations with contingency plans in place. Participates with senior business leaders and subject matter authorities in defining strategies and courses of action that will impact the enterprise. Makes timely decisions that set enterprise-wide direction. Promotes a tolerance for high long-term risk that equates with significant returns on the investment.
IT Leadership Job Description December 1, 2015 Page 20 Empowering Others: Supports individuals to take appropriate accountability for their work. Provides the information, training and resources necessary to enable individuals to make expedient, practical decisions that impact the performance or success of an event or project. Being Developed (BD): Sets priorities and expectations for short-term activities. Assigns simple tasks and related decision-making authority. Tracks individuals' achievements. Title Manager Director Senior Director Associate VP Basic (B): Delegates simple tasks and the related decisions to others. Guides others in the criteria and choices available when making decisions. Provides context and parameters for individuals to develop objectives and plans for delegated responsibilities. Monitors their progress, and provides feedback and support as necessary. Intermediate (I): Assesses the capabilities of individuals and offers them objectives and decision-making responsibilities that support personal growth. Advises on where and how to procure appropriate information, tools, training, support and resources are available. Advanced (A): Determines the capabilities of a department or function and options for maximizing its resources. Creates an environment that supports ownership and accountability. Procures and shares appropriate information, tools, training, support and resources. Encourages individuals to take initiative, responsibility and make important decisions. Acts as a sounding board. Expert (E): Allocates strategic decision-making authority to others. Keeps informed of issues/results and intervenes by exception. Approves the availability of appropriate information, tools, training, support and resources. Encourages and supports risk taking to create a results-oriented culture. Sponsors and champions the challenges managed by others.
IT Leadership Job Description December 1, 2015 Page 21 Title Manager Director Senior Director Associate VP Initiative: Voluntarily takes the first steps to identify and address existing and potential obstacles, issues, and opportunities. Being Developed (BD): Volunteers to undertake activities within his or her capability. Asks questions and gathers information prior to taking on new tasks. Seeks help where challenged in trying something new. Basic (B): Volunteers to undertake tasks that stretch his or her capability. Identifies who can provide support and procures their input. Identifies problems and acts to prevent and solve them. Intermediate (I): Seeks out new challenges that require risk taking. Determines the resources, team support, and technical needs necessary to enable success and procures them. Keeps responding to the challenge in spite of obstacles and setbacks. Advanced (A): Describes future scenarios and related opportunities. Plans potential responses involving resource holders, peers, processes, and technology. Leads a timely response, seeking internal/external advice and consultation and sustains progress through uncharted territories. Expert (E): Integrates future and conflicting scenarios and opportunities. Directs planning for potentially significant outcomes and contingency plans. Identifies areas of high risk. Procures significant commitment of organizational resources, involving resource owners, organizational leaders, core business processes, and technologies. Leads step-by-step long-term responses, seeking and evaluating input from authoritative sources. Sustains progress in unprecedented strategic directions while maintaining superior ongoing performance.
IT Leadership Job Description December 1, 2015 Page 22 Results Orientation: Sets and accomplishes challenging goals. Defines standards in terms of doing what is appropriate and doing it well. Competes resourcefully and takes calculated risks to achieve results. Being Developed (BD): Responds quickly and effectively to instructions and requests. Seeks guidance on priorities and goals. Applies effort that is commensurate with the outcome. Basic (B): Establishes specific performance standards and measures for own work. Assesses performance against metrics, deadlines and quality. Ensures that personal performance meets the standards and expectations of internal and external customers, as well as the organization. Title Manager Director Intermediate (I): Evaluates the effectiveness of current metrics in pursuit of improved performance indicators. Seeks opportunities and takes actions to enhance personal and functional performance and meet consistently more challenging expectations. Senior Director Associate VP Advanced (A): Sets medium-term goals and objectives that enhance the performance of groups and processes. Sustains operational performance and simultaneously anticipates the needs of the organization, taking preemptive action to avoid potential problems. Expert (E): Continually measures the organization s performance against the best in class in its peer group and sets a vision and plan to exceed these benchmarks. Takes measured risks in investing enterprise resources in significant initiatives that transform organization processes and/or practices to comply with world class standards of practice.
IT Leadership Job Description December 1, 2015 Page 23 Strategic Business Planning: Develops strategic business plans that incorporate the enterprise s vision and direction, integrate IT initiatives with the needs of business functions, and respond to recognized issues and trends. Examples include: technological, product/service, market, competitive, global, economic, human resources and political issues and trends. Being Developed: (BD) Asks questions to solicit information about the department s strategic IT plan, and how it links to the business plan. Suggests improvements or enhancements to the status quo. Develops components for assigned area within a departmental strategic plan. Basic: (B) Makes inquiries about the strategic IT plan and its alignment with the overall business plan. Makes actionable recommendations for continuous improvement. Provides input to strategic plan for areas of responsibility. Title Manager Director Senior Director Associate VP Intermediate: (I) Recommends departmental components of the strategic IT plan, its alignment with specific needs of business partners and assesses its impact on budgets and capital expenditure. Provides detailed analysis and summary of departmental issues for strategic planning. Develops strategies, alternatives and scenarios for reviewing project-specific initiatives. Tracks and reports progress against plan. Advanced: (A) Develops business cases for strategic initiatives. Defines rationale, costbenefits and planning assumptions for proposals. Analyzes operations, staffing requirements, and capital improvements from a multi-year and multi-functional perspective. Develops analytical input for IT strategic plans. Presents recommendations to senior management team. Monitors functional plan. Expert: (E) Reviews, approves and sponsors the cross-functional strategic technology plan. Integrates strategic business cases for composite enterprise and program-specific initiatives. Presents summary of enterprise issues and technology responses for strategic planning purposes. Presents detailed strategic plans and investment requirements to senior leadership and monitors progress against the plans, reallocating resources and changing priorities as needs dictate.
IT Leadership Job Description December 1, 2015 Page 24 Any questions regarding this Report should be addressed to: Diana Hughes Director of HR and Administration Information Systems and Technology Massachusetts Institute of Technology (617) 253-6205 dhughes@mit.edu