Career Skills Matrix

Years 0.5 1 1.5 2 2.5 3 4 5.5 7 8.5+ Skill Description How the Skill is measured
L=Learning RA I RA II RA III PDM I PDM II SPDM I SPDM II BARCH I BARCH II GM
E=Executing Humanity CompEng Master PhD
T=Trainer
General Expectations
Knows Company mission L E E E T T T T T T Quiz, either verbally or written - ask to define it
Knows strategic initiatives L E E E T T T T T T Quiz, ask to explain them in own words
Knows Company values L E E E T T T T T T Quiz, either verbally or written - ask to define them
Knows Company vision L E E E T T T T T T Quiz, either verbally or written - ask to define it
Knows Company products L E E E T T T T T T Quiz, either verbally or written - ask to define them
and/or services
Meets commitments L E E E E T T T T T - Commits to complete deliverables or goals in a timely manner, and meets those commitments. Discuss with teammates, mentor, project lead and segment lead. If on a special assignment team, discuss with mentor or team manager. Collect specific examples of meeting
- If a commitment cannot be met, clearly communicates ahead of time and sets a new timeframe or failing to meet commitments.
for the commitment.
Requirements Skills
Updates Burndowns, issues L E E T T T T T T T - Updates the Burndown of a project. Verify that they have contributed to the burndown and status report for a project.
list, and Status Reports - Contributes the high level overview necessary for status reports.
Manages projects using L L L E E T T T T T - Uses Burndowns and Status Reports. Training course post- and follow-up test scores. Has been certified on each training course. Ask for an explanation of key models and how you "get to requirements" per an
time/budget burndown, issues - Uses an issues list. "introduction to requirements" course.
list, and status reports Can demonstrate that they understand business objectives, models, elicitation, requirements, status/burndowns. Discuss with teammates, mentor, project lead and segment
lead. Collect specific examples of following or failing to follow the Company Approach. Review projects' Business Objectives Integration Checklist for status on following the
approach and to determine whether good choices are made about what to do or not do. Can demonstrate that they have use the approach business objectives, models,
elicitation, requirements, status/burndowns.
Performs peer reviews L L E E T T T T Review requirements documents, identifying gaps, conflicts, extra scope and ensuring the Are document peer reviews actively sought? Are requests for peer review completed in a timely manner? Are review comments applicable and useful? Do review comments
document standards are followed. indicate a thorough review and comprehension of the material? Do reviews consider requirements in context, in relation to each other, and in relation to accepted system
scope? Are the reviews more valuable than format and language comments?
Regularly contributes to L E T T T T - Suggests improvements to templates, approach, training, etc. Can demonstrate specific instances where you improved the Company approach by creating patterns, updating templates, update the approach wiki etc Needs to be somewhat
Company approach regular vs. one time just to get a promotion
Software development L E E E E E T T T T - Understands the software development lifecycle, including the role of a product manager Can define standard stages of the SDLC. Can explain the difference b/w waterfall, iterative, and agile methodologies. Can explain the role of an RA/PDM within each phase.
Creates models as directed L E E T T T T T T T - When provided direction, creates a rough draft of a model for internal review. Verify that they have produced models for projects.
- Direction may be provided in the form of notes, strawman, or a rough draft. Affinitizing of notes
done by a senior
Creates models with limited L L E E T T T T T T - Able to create a strawman of most models Verify that they have produced at least one Ecosystem Map and BDD.
direction - Works off of notes that they have taken in addition to notes from others, and puts the information
together in order to create the model.
- Models just need a simple internal review prior to delivery.
Identifies bounding models for L L L E E T T T T T - I dentifies the initial set of models needed for a project - BOM, Process flows, BDD, Org Chart, Verify that they have produced a BOM.
a project etc. Can create solid drafts of each of those models for review by a senior.
Identifies and creates good L L L E E T T T T T - Documents collected requirements. Company or client templates are employed and modified as applicable. Writing is clear, concise and without grammatical or spelling errors. Written work is complete and
requirements - Ensures that requirements reflect functionality of actual software being developed. considers the subject in context of the system under development. Writing assignments are completed on time and to Company quality expectations. The documents
- Aware of how assigned features fit in with the rest of the system. subjectively evoke a feeling of "This looks good and I'm proud to have Company's name on it".
- Demonstrates expertise with requirements. Observe facilitated sessions. Discuss with teammates, mentor, project lead and segment lead. Review created documentation for concise, testable, necessary, unambiguous
Defines Business Objectives L L E T T requirements.
Verify that they have produced a BOM.
Model, KPIMs, and Objective
Chains for a project
Defines requirements L L E T T - Understands how models relate to each other
architecture - Defines the requirements architecture for the project.
- Understands which models are needed for certain deliverables (where models fit into the project
lifescycle).
Define project/scope L L L E E T T - Reviews definition for a project. Compare initial project scope with scope changes to date. Was scope change handled according to plan? Were appropriate parties involved in scope change discussions?
- Evaluates scope of the project to make sure appropriately defined. What tools are in use for tracking planned and executed work? Explain specific examples of having to control scope.
Review project scoping documentation/artifacts. Evaluate against historical Company work for accuracy in scope analysis. Evaluate analysis to determine if the right questions
were asked in order to scope the project, based on what was known about needs at the time.
Can explain the importance of a thorough and accurate SOW review. Reviews performed identify ambiguity and missing information, and they provide suggestions for
correcting the issues. Uses the checklist to complete SOW reviews.
Manage project/scope L E T T T - If details are not in the project definition, establishes expectations with stakeholders and team in
order to fully define project scope.
- Controls scope of a project according to the contents of the project definition.
One on one facilitation L E E E T T T T Work with one client to collect specific requirements around assigned feature sets. Facilitate and Is able to cite the benefits and weaknesses of this elicitation method. Appropriate methods for capturing information are used. Agendas are prepared and distributed ahead of
drive the gathering of requirements rather than simply documenting from dictation. In order to be time. Follow-up is timely. Observe a session and look for good listening skills, good note taking, and asking good questions.
considered for promotion to PDM 1, we should be comfortable with them handling 1v1 elicitation.
Medium group facilitation L E E E T T T Work with a group of up to 10 people to collect specific requirements around assigned feature sets. Is able to cite the benefits and weaknesses of this elicitation method. Appropriate methods for capturing information are used. Agendas are prepared and distributed ahead of
Facilitate and drive the gathering of requirements rather than simply documenting from dictation. time. Follow-up is timely. Observe a session and look for management of the room, use of walls, asking questions, and digging deeper for underlying requirements.
Large group facilitation L E E T T T - Can work with a group of more than 20 people to collect specific requirements around assigned Is able to cite the benefits and weaknesses of this elicitation method. Appropriate methods for capturing information are used. Agendas are prepared and distributed ahead of
feature sets. time. Follow-up is timely. Observe a session and look for management of the room, use of walls, asking questions, and digging deeper for underlying requirements.
- Facilitates and drives the gathering of requirements rather than simply documenting from
Writing L E E E E E T T T T dictation.
- Demonstrates strong writing skills. Find examples of documentation the individual has contributed to, and assess the quality of their writing skills.
- Coherently expresses thoughts in documentation, especially customer facing deliverables.
- Contributes to deliverables that are customer facing.
Creates polished L L E E T T T T T T Not only can write well, but understands how to add "polish" to a document in order to make it Verify that they have produced deliverables that are polished and ready for client consumption.
documentation customer facing.
Manages requirements in a L L L L E E T T T T Ensure that change control of requirements documentation is managed. Use a tool (other than Benefits and weaknesses of using an RM tool can be explained. An RM tool is used to document and trace requirements. Change control is employed within the applicable tool.
tool Word or Excel) for requirements management.
Professional BA Skills
Demonstrates professionalism L E E T T T T T T T - Understands the importance and expectations outlined in employee handbook. Dress code is met at all times. Does not need to be reminded about appropriate dress. Discuss with teammates, mentor, project lead and segment lead. Deals with conflict
- Dresses appropriately for the office. directly. Is trusted by co-workers and clients.
- Demonstrates professional behavior in the office.
Task/time management L E E T T T T T T T - Tracks personal tasks. Uses an effective task-management process or system. Is able to determine priorities and executes against them appropriately. Delivers work on time. Raises issues to
- Accurately provides time estimates for tasks. appropriate team members.
- Selects top priority task to work on at any given time.
Timesheet/reporting L E E T T T T T T T - Understands the importance and expectations around filling out timesheets accurately. Submits timesheets per Company policy.
- Completes timesheets on a timely basis.
Shows strong presentation L L E E E T T T T T Demonstrate solid presentation skills to groups of people. Observe presentations, looking for the ability to engage the audience. Materials are prepared in advance and delivered effectively. Questions, discussions and parking lot
skills issues are handled appropriately.
Shows strong communication L L L E E E T T T T - Ensures requirements are understood by the technical team. Communication style is appropriate for and tailored to the audience. Communication is direct and concise. Discuss effectiveness of communication with teammates, SMEs,
skills - Performs as the expert on the requirements documentation. and developers. Communication is proactive rather than reactive.
- Proactively ensures that it is understood by all necessary teams.
Deal with large teams L L E E T T T T Understand issues involved in dealing with large and extended teams, including strategies for Observe or discuss with teammates, mentor, project/segment leads. Tailors discussion, including terms and language used, to the geographic, language and time distribution
communication, validating status etc. of the team. Uses appropriate meeting and communication tools to facilitate distributed group work. Effectively manages or tracks work tasks.
Negotiation L L L E E T T T Basic negotiation skills. Differentiate between interests and positions. Understand basic negotiating Can explain the difference between interests and positions. Effectively performs basic negotiation with clients and within project teams.
tactics. Complete "Getting to Yes" materials.
Persuade others to adopt BA L E T T T Rather than do requirements the way others outside the BA team may ask, persuade them to adopt Can demonstrate specific cases where others were persuaded to adopt the BA team approach.
team approach to some aspect of the BA team approach.
requirements
Ensures that project L L E E E T T - Peer reviews deliverables associated with the project Observe or discuss with teammates, mentor, project/segment leads. Tailors discussion, including terms and language used, to the geographic, language and time distribution
deliverables match Company - Ensures that all deliverables meet Company's expectations. of the team. Uses appropriate meeting and communication tools to facilitate distributed group work. Effectively manages or tracks work tasks.
standards/approach - Ensures that burndowns, status reports, and issues lists are up to date and sent out Observe or discuss with teammates, mentor, project/segment leads. Tailors discussion, including terms and language used, to the audience.
appropriately.

Manages the project and L L E E E T T - Serves as the main contact point for a project's stakeholders. Understands and communicates effectively to this role's issues, concerns and priorities. Requests assistance from appropriate Company personnel as needed.
people associated with the - Updates stakeholders with project status and understands their expectations.
project - Understands issues involved in dealing with large and extended teams. Can explain the difference between interests and positions. Effectively performs basic negotiation with clients and within project teams.
- Establishes strategies for communication, validating status etc.
- Deals with Senior Managers and understands their roles and motivations.
- Differentiates between interests and positions.
- Understand basic negotiating tactics (Complete "Getting to Yes" materials).
Able to manage a project L E E T T T - Discusses team management approach and fit with teammates.
team with a Requirement - Handles team conflict directly and effectively.
Architect's help while working - Makes sure issues and risks are addressed effectively.
on it - Escalates issues to appropriate Company contacts in a timely manner.
- Makes decisions for the team.
- Asks for Requirement Architect for help at the appropriate times.
- Identifies tasks for a project that can be delegated to less experienced Seileel resources.
- Enables Leveraged Deployment model on the project.
- Responsible for Project Referenceability.

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Able to manage a project
team without help
Capable of changing the
direction of a project
Can kick-off a project
Manage multiple projects
Can completely own a task E E
Can completely own a
feature/area
Can completely own a project
Can completely own a
Dealing with developers, L L
Project Managers, and
Analysts
Dealing with Senior Managers
as a peer
Dealing with Directors as a
peer
Dealing with VPs as a peer
Dealing with CIO as a peer
Finance Skills
Basic accounting
CBA/ROI Calculations
Creating a budget
Managing a P&L
Managing to margins
Leadership/Management
Skills
Principles of leadership
Leadership styles
Communications styles
Stress/learning models
Motivation models
Influence
Mentoring and training
Setting goals
Tracking goals
Managing personality types
Team building
Vision
Succession planning
Mentor RA's
Mentor PDM's
Mentor SPDM's
Mentor Business Architects
Career Skills Matrix
L L E T T - Understands what it takes to build a team. Discuss team management approach and fit with teammates. Handles team conflict directly and effectively. Makes sure issues and risks are addressed effectively. Escalates
- Understands the stages of team formation and how to apply those concepts to the team. issues to appropriate Company contacts in a timely manner.
- Understands how to create a vision for the project, and why that is important. Can define succession planning and explain its importance to projects. Plans for and executes project role succession. Review project disengaging checklists and activities to
- Understands how to prepare someone for the job of replacing you. evaluate how well success is executed.
- Can understand the leveraged deployment model and fully impliments it on the project. Can explain the importance of a vision to a team. Can draft a useful and effective vision for a specific team's situation. Discuss team vision creation, explanation and support
- Mentors and trains others on the project. with team members.
- Deals with Directors on the project and understands roles and motivations. Can explain the difference between a team and a group simply working together. Can explain the stages of team formation. Can explain team roles. Effectively staffs teams
and manages team dynamics. Discuss team leadership with team members.
L E T T - When a project is moving in the wrong direction, can change the execution and environment
surrounding a project in order to make it a success.
L L E T T - Can kick off a project for a new group. Completes the BO Integration Checklist on time and manages it throughout. Defines success metrics and referenceability contacts w/in first 2 weeks, and sets dates for
measurement. Identifies project roles/responsibilities and ensures all are filled/met. Manages the first 2 weeks of the project, including working on the right things and
L L E T T - Can manage multiple projects running simultaneously without any projects failing. Manages tasks and time effectively for multiple projects. Prioritizes work effectively across projects. Meets all commitments well and asks for help when it is needed.
- Manages tasks and time effectively for multiple projects.
- Prioritizes work effectively across projects.
- Meets all commitments well and asks for help when needed.
T T T T T T T T - Understands the complete content and context of a task.
L E E T T T T T - Understands the complete content and context of a feature.
L E E T T T - Understands the complete content and context of a project.
L E T T - Understands the complete content and context of all of the projects that make up a program.
L E E T T T T T - Understands their role and motivations. Observe or discuss with teammates, mentor, project/segment leads. Tailors discussion, including terms and language used, to the audience. Understands and communicates
- Differentiates, understands and relates to their positions and interests in order to create strong effectively to this role's issues, concerns and priorities. Requests assistance from appropriate Company personnel as needed.
relationships.
L L E E E T T Understands their role and motivations. Observe or discuss with teammates, mentor, project/segment leads. Tailors discussion, including terms and language used, to the audience. Understands and communicates
effectively to this role's issues, concerns and priorities. Requests assistance from appropriate Company personnel as needed.
L E E T T Understands their role and motivations. Observe or discuss with teammates, mentor, project/segment leads. Tailors discussion, including terms and language used, to the audience. Understands and communicates
effectively to this role's issues, concerns and priorities. Requests assistance from appropriate Company personnel as needed.
L E T T Understands their role and motivations. Observe or discuss with teammates, mentor, project/segment leads. Tailors discussion, including terms and language used, to the audience. Understands and communicates
effectively to this role's issues, concerns and priorities. Requests assistance from appropriate Company personnel as needed.
L E T Understands their role and motivations. Observe or discuss with teammates, mentor, project/segment leads. Tailors discussion, including terms and language used, to the audience. Understands and communicates
effectively to this role's issues, concerns and priorities. Requests assistance from appropriate Company personnel as needed.
L L E T T Understands and can apply basic accounting principles to project under management. Can provide financial reporting to both Company and client requests. Understands the
concept and calculation of utilization and realization. Understands the monthly financial slides presented at company meetings.
L L E T T Able to gather data, perform calculations and provide written reports of CBA/ROI analysis. Understands and can create a basic CBA/ROI calculation. Can communicate CBA/ROI data to management. Calculates CBA/ROI for the project.
L E E E Can create a project budget based on documented scope. Manages to budgeted amounts.
L E E E Understands how to interpret P&L data.
L E E E Projects under management meet the specified margins.
L L L E E T T Participate in the fundamentals of leadership training, understand the distinction between leaders Can accurately differentiate between leadership and management. Can explain when each is appropriate for use with projects and project teams.
and managers and able to define what leadership is.
L L L E E T T Understand concepts and application of various leadership styles. Can accurately explain different leadership styles. Can explain when each is appropriate for use with projects and project teams.
L L L E E T T Understand concepts behind how people communicate with each other. Be able to adapt Discuss communication ability with teammates, mentor and project/segment leads. Uses appropriate communication styles for the audience and context.
communication styles as appropriate.
L L L E E T T Understand how people learn under varying amounts of stress, specifically how productivity is Can explain different learning styles. Can explain the effect of stress on learning. Works to reduce stress in team learning situations.
enhanced or suffers under different conditions.
L L L E E T T Understand what motivates people and how to reward your team. Can identify motivation factors for members of the team. Discuss effectiveness of motivation tactics with team members.
L L L E E T T Understand basic tactics of influence. Can explain the purposes and mechanisms for exerting influence.
L L L E E T T Understand responsibilities for mentoring, strategies for mentoring and how to train. Can explain the role of a mentor at Company. If the individual is a mentor, meets mentoring commitments. Discuss mentor's performance with mentees.
L L L E E T T Setting appropriate goals for a team or individuals. Sets personal and team goals as applicable. Can explain the difference between project-based goals and career development goals. Can explain the difference between
standard and stretch goals.
L L L E E T T Understand and apply strategies for tracking team or individual goals. Understand how to hold Manages and tracks to individual and team goals. Holds individuals and teams accountable for their goals. Provides feedback and information needed to support goal
team members accountable. achievement.
L L L E E T T Fundamentals of the Myers Briggs or other personality models and understanding what it means to Can explain different personality types and identify them on teams. Can explain how to work effectively with different types. Is familiar with Myers Briggs designations and the
manage differnet types of people. Includes First Break All the Rules philosophy. concepts in Frist Break All the Rules/Now Discover Your Strengths.
L L L E E T T Understand what it takes to build a team. Understand the stages of team formation and how to Can explain the difference between a team and a group simply working together. Can explain the stages of team formation. Can explain team roles. Effectively staffs teams
apply those concepts to the team. and manages team dynamics. Discuss team leadership with team members.
L L L E E T T How to create a vision for your team or project, why is it important. Can explain the importance of a vision to a team. Can draft a useful and effective vision for a specific team's situation. Discuss team vision creation, explanation and support
with team members.
L L L E E T T Understand how to get yourself replaced, prepare someone else to do the job. Can define succession planning and explain its importance to projects. Plans for and executes project role succession. Review project disengaging checklists and activities to
evaluate how well success is executed.
L E E T T T T T Discuss mentoring activities and approach with mentees. Activities and approach are useful and effective for each mentee. Mentoring activities are planned and executed to
L E E T T T Discuss mentoring activities and approach with mentees. Activities and approach are useful and effective for each mentee. Mentoring activities are planned and executed to
L E T T Discuss mentoring activities and approach with mentees. Activities and approach are useful and effective for each mentee. Mentoring activities are planned and executed to
E E Discuss mentoring activities and approach with mentees. Activities and approach are useful and effective for each mentee. Mentoring activities are planned and executed to
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