POSITION: - Ministry of Social Development



Position: Junior Business Analyst / Business Analyst / Senior Business Analyst

Location: National Office, Wellington

Business Unit: IT Applications

Group: Information Technology

Reporting to: Manager Business Analysts

Issue Date: April 2015

Delegated Authority: Nil

Staff Responsibility: Nil

Our Role

The Ministry of Social Development (MSD) is the lead agency for the social sector. We help the Government to set priorities across the sector, co-ordinate the actions of other social sector agencies and track changes in the social wellbeing of New Zealanders.

The Ministry provides policy advice, and delivers social services and assistance to children and young people, working age people, older people, and families, whānau and communities. We work directly with New Zealanders of all ages to improve their social wellbeing.

We serve over a million people, working out of more than 250 centres around the country. It is likely that every New Zealander will come into contact with the Ministry at some point in their life.

Our work, together with our social sector partners, is essential to achieving a sustainable and prosperous future, where all New Zealanders are able to take responsibility for themselves, be successful in their lives and participate in their communities.

Our Purpose

We help New Zealanders to help themselves to be safe, strong and independent.

Ko ta mātou he whakamana tangata kia tū haumaru, kia tū kaha, kia tū motuhake.

Our Principles

MSD people: All own what we all do | Take responsibility for what we do | Understand our role in the big picture, who can help us and who we can help | Navigate through ambiguity and the opportunity it brings to create better ways of doing things | Act with integrity, courage and transparency | Celebrate our achievements and those of our clients

Position Description Approved By:

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|Deputy Chief Executive, Organisational Solutions |

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|Date: ……/……/…… |

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|Group |

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|MSD uses a variety of channels to provide services to the public, including physical sites, contact centres, and limited services |

|using the Internet. It is envisioned that Internet-based services will expand rapidly in the near future. |

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|MSD staff use a large number of IT applications. Many are business critical systems. The following are the most significant: |

|SWIFTT (Social Welfare for Tomorrow, Today) – the benefits processing and payments system. |

|TRACE (Tracking, Recovery and Collection Enforcement) – debt recovery and management |

|SOLO - employment system |

|UCVII (Unified Customer View) – allows frontline staff to see a unified view of SWIFTT and SOLO together |

|SAL (Student Allowances and Loan System) |

|CHRIS and KEA –the HRMIS and FMIS systems respectively |

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|The IT Unit’s contribution is through: |

|Leadership in the development and delivery of business application solutions |

|The provision of robust and reliable systems to support the business and external clients |

|Total focus on serving internal customers |

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|Business Unit |

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|The IT Applications group is responsible for the day to day maintenance and on-going operation of the Ministry’s IT applications. |

|These applications include UCVII (Unified Client View), SWIFTT (benefit payment), SOLO (case management), TRACE (debt management), |

|Student Allowances/Loans, Internet/Intranet systems and a number of other applications used by the business. |

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|The IT Applications group is also responsible for enhancing these applications in response to IT, business or government policy |

|initiatives. |

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|Purpose of the Position |

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|Business Analysts provide quality advice and skills to enable an effective transfer of business requirements into a form where |

|these can be translated into working applications. |

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|Business Analysts will also work with across the IT Group and with vendors to ensure that all activity across the system |

|development life-cycle is co-ordinated and focused on value delivery and post-production support. |

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|Analyst Levels |

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|The table below outlines the expectations of the different levels of analyst: |

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|Junior Level Business Analyst |

|participate in projects |

|focus on one or two applications systems |

|are supported in developing Business Analyst skills |

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|Business Analyst |

|participate in projects and may lead small projects |

|work across a range of applications systems |

|work independently |

|identify implications for applications architecture |

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|Senior Business Analyst |

|lead key projects and streams of work |

|manage relationships with vendors |

|mentor other Business Analysts |

|proactively contribute to applications architecture design |

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Working Relationships

Internal:

• Business Units

• IT Operations

• IT Business Enablement

• IT Customer Services

• ISCU

• IT Testing Services

• HelpLine

External:

• Application Software Vendors

Key Accountabilities:

|Key Result Area |Accountabilities |

|Requirements Management |Collect, document, interpret, analyse and confirm specifications for new, enhanced or changed requirements |

| |from the business |

| |Capture business goals/needs effectively. Clarify and develop objectives and key issues in a structured |

| |manner |

| |Present and reflect coherent arguments and requirements back to the business and confirm further action |

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| |Business Analysts and Senior Business Analysts will also: |

| |Provide soundly based advice to both IT team and business units, from a business and/or technical |

| |perspective |

| |Analyse confirmed requirements |

|Systems Design |Confirm with parties the suitability of proposed solutions including assessment of impact |

| |Prepare and/or QA specifications for/from developers for simple changes |

| |Business Analysts and Senior Business Analysts will also: |

| |Develop appropriate logical solutions |

| |Prepare and/or QA specifications for/from developers for complex changes |

| |Produced logical/conceptual designs from requirements specifications |

| |Maintain up-to-date repositories in case tools (e.g. Designer 2000) |

| |Negotiate acceptance criteria |

|UAT Support |Manage introduction to acceptance through liaison with testing area and developers |

| |Provide test strategies and advice in the preparation of suitable testing scenarios/tests and data |

| |Manage requirements issues arising during testing |

| |Assist in business procedure testing |

| |Provide assistance, QA services etc. for UAT, as required |

|Post-implementation support |Manage Production Issues |

| |Provide 2nd & 3rd level Helpline Support |

| |Provide or QA documentation for user release |

| |Provide advice/support for development of training programs |

| |Provide an effective and efficient service for the screening, prioritisation and resolution of production |

| |defects |

| |Provided assistance in diagnosing application issues |

| |Where issues required further development, manage the issue through to resolution |

| |Business Analysts and Senior Business Analysts will also: |

|Project Work |Set up successful project definition documentation (costing, project plan, timelines, specifications, and |

| |reporting) and see the project through to a successful completion |

| |Effective management which ensures that issues and risks are raised early and project goals are met |

|Work Management |Self-manage own workload to meet agreed deadlines |

| |Provide appropriate feedback to manager |

| |Work in a way that enhances the MSD applications management process for all work undertaken |

| |Manage a variety of tasks concurrently and show flexibility of work patterns in order to meet timeframes and|

| |delivery |

|Relationship Management |Manage expectations of MSD business units |

| |Liaison with external organisations |

| |Contribute positively to the team environment to allow individual and team goals to be met |

| |Facilitate strong communication channels between the team and key IT and business contacts |

|Personal Development |Implement and maintain a personal development program which focuses on maintaining currency and enhancing |

| |skills in the areas of Information Technology and Business Analysis |

| |Be proactive in identifying own training needs |

| |Maintain a reading program that covers recent developments in IT and business analysis techniques |

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|Technical/Professional Knowledge and Experience |

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|Relevant experience of general business practice or specific MSD practices |

|Knowledgeable in the use of UML and specifically in the preparation of use cases |

|Offer an understanding of technology solutions within the business environment in general |

|Demonstrated success in building and maintaining positive working relationships |

|Knowledge of the software development life cycle and best practice processes |

|Experience of current business systems modelling tools |

|Proven capability for critical thinking in the analysis of requirements and development of solutions |

|Ability to multi-task, prioritise and escalate where necessary |

|Working knowledge of a variety of software packages |

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|Other Requirements |

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|Willing to travel to fulfil job requirements |

|Holds current drivers licence and is prepared to drive the Ministry’s vehicles if required |

Job Competencies Key behaviours

|Attention to detail |maintains a project checklist covering the small details that might be overlooked |

|Accomplishing tasks through concern for all areas |checks work for errors or omissions before dispatch |

|involved, no matter how small; showing concern for all |assures that all details of an assigned task are accomplished |

|aspects of the job; accurately checking processes and |keeps track of many small details without forgetting some items |

|tasks; maintaining watchfulness over a period of time. |checks to see that all details in each step of a procedure have been completed |

|Work standards |uses “excellence” as a standard of performance |

|Setting high goals or standards of performance for self,|is responsible for the quality of own work |

|others, and the organisation; being dissatisfied with |sets examples of high quality work for peers |

|average performance; self-imposing standards of |monitors, measures and continually improves own performance |

|excellence rather than having standards imposed by |demonstrates independence, objectivity – puts forward the body of professional standards|

|others. |knowledge, as appropriate |

| |embodies, models and applies the professional standards |

| |seeks professional guidance when there are conflict situations |

|Project planning/management |establishes priorities systematically |

|Establishing a course of action for self or others to |sequences activities and develops schedules |

|accomplish a specific goal; planning appropriate |identifies risks and opportunities and develops contingency strategies |

|allocation of time and resources. |employs a systematic, structured approach to goal accomplishment |

| |organises materials or tools within own work area |

| |identifies resources needed |

| |plans supplies or materials to meet output and work demands |

| |establishes follow-up dates, convenes meetings to review progress |

| |contacts clients to make sure products or services were delivered |

| |reviews with peers or other groups the status of needed products or services |

| |contributes to project planning; takes responsibility for project outputs and |

| |accountabilities; delivers the project results; identifies and balances process and task|

| |considerations |

|Problem identification and resolution |uses appropriate questioning approach, asks appropriate questions |

|Evaluating situations and identifying existing problems |identifies possible cause-effect information |

|or opportunities, or visualising potential problems or |recognises the need to obtain more or better information |

|opportunities. Using the information obtained, |seeks information that identifies underlying problems or opportunities |

|understanding the pros and cons of each alternative and |considers the benefits and risks involved before making decisions |

|choosing the most appropriate alternative. |keeps the appropriate people involved and informed |

| |escalates decisions to higher levels where appropriate, with clear recommendations |

| |anticipates the consequences of decisions |

| |generates alternate solutions to problems or situations |

|Teamwork |participates proactively in the development of team goals and plans |

|Active participation in, and facilitation of, team |works reliably to achieve team goals |

|effectiveness; taking actions that demonstrate |participates in defining individual and shared responsibilities |

|consideration for the feelings and needs of others; |supports team members by encouraging participation and listening to others’ ideas |

|being aware of the effect of one’s behaviours on others.|co-operates with team members to resolve problems and achieve goals |

| |acknowledges others’ skills, experience, knowledge, creativity, and contributions |

| |encourages trust among team members through being open and honest in dealings and |

| |sharing information |

| |addresses conflicts within the group without help from the team leader |

| |asks for input from peers or other team members |

|Communication |communicates ideas in group settings |

|Expressing ideas effectively in written communication, |converts technical information into language understandable to a layperson |

|in individual and group situations (including nonviable |provides examples to clarify ideas |

|communication) adjusting language or terminology to the |uses the information obtained from the other person in subsequent conversations or as an|

|characteristics and needs of the recipient. |input to analysis |

| |asks questions clearly |

| |seeks input from others |

| |gives due consideration to the audience’s (listener’s) need to ask questions and |

| |provides time to process information |

| |maintains clear records |

|Initiative |actively seeks solutions to problems before being asked or directed |

|Asserting one’s influence over events to achieve goals; |tries easier, more effective ways to do the job |

|self-starting rather than accepting passively; taking |generates ideas for projects |

|action to achieve goals beyond what is required; being |collects extra information that might be useful for reports or meetings |

|proactive. |volunteers to help others when appropriate / or when own work load is light |

| |volunteers for appropriate Department projects |

| |takes action that goes beyond solving the immediate problem |

| |takes action in a situation in a manner not specified in any procedural manual |

|Influencing |exhibits flexibility while influencing others to achieve goals and solve problems |

|Using appropriate interpersonal styles and methods to |works with others when seeking solutions to problems |

|guide individuals toward goal achievement; modifying |convinces people to accept ideas or strategies |

|behaviour to accommodate tasks, situations, and |gains agreement from people to improve performance or try new ways to do things |

|individuals involved. |sets a positive example |

| |expands on ideas of others |

| |checks for understanding of action expected with others |

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