Skills and Competency

Framework
Supporting the development and adoption of the Information
Management Framework (IMF) and the National Digital Twin
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Executive Summary
Achieving the National Digital Twin
Achieving the National Digital Twin (NDT) is an ambitious
goal and it will take an incremental, collaborative and
Information Skills and
transformative approach for it to be successful. National
Management Competency
Digital Twin
One of the first steps taken is the development of the Framework Framework
Information Management Framework (IMF). The IMF aims to
drive effective information management across our nation’s
built environment. The paper ‘The Pathway Towards
an Information Management Framework’ sets out the The goal: Enable the secure, resilient and The technical enabler: The handbook and The people enabler: The skills and roles
requirements for the technical core of an IMF that supports reliable integration of twins in different domains, rulebook for developing a language for digital needed to develop and adopt the IMF to support
allowing the sharing of information. twins to communicate with each other in the the ultimate goal of the NDT
secure and resilient exchange, interoperability, integration context of the NDT. (The focus of this document)
and linking of data and models across the built and natural
environments, at a national level.
The publication of the report by the Centre for Digital Built What is the IMF Skills and Competency framework?
Britain (CDBB) as part of the Construction Innovation Hub,
was a critical milestone towards the NDT. The technical Skills and Competency frameworks are often used in people Accompanying this framework is a suite of targeted role-based
core of the IMF is being developed by the National Digital transformation and change programmes to identify relevant training plans, designed to help upskill the workforce in the key
Twin Programme in collaboration with the Construction roles within an industry or organisation, the key skills needed to technical and non-technical skills and competencies needed to
Innovation Hub. perform that role successfully and competencies that can be used design and operate digital twins and adopt the IMF.
to assess application of the skill at different experience levels. Beyond the framework
If the NDT is about enabling the secure, resilient and reliable
integration of twins in different domains to allow sharing At a time when digital disruption is becoming increasingly Since 2015, The House of Lords Digital Skills Committee has
of information, the IMF is both the handbook and rulebook frequent and the scale and pace of technological change is hard advocated for greater digital literacy (see appendix) in the UK
for achieving this. At its heart, the IMF is about promoting to keep up with, it is important that the skills and roles of the and has set it as one of its objectives for a Government Digital
consistency, commonality and moving the industry industry are able to adjust and adapt in parallel. This not only Agenda. This advocacy is echoed by many built environment
forwards with shared purpose. applies to changes in technology that are occurring right now, institutions such as the Construction Industry Training Board
but the changes we are likely to see in the future. (CITB, 2018) (Unlocking Construction’s Digital Future, 2018).
The Skills and Competency framework presented in this paper, As a key enabler to progressing with our National Digital Twin
“Data can only be truly transformative if we can collect is the people enabler needed to develop and adopt the IMF - a and becoming a world leader in this field, we need a major
it effectively and, crucially, agree on how we share core step in achieving the National Digital Twin. It aims to identify concerted effort as a country to establish basic digital literacy
and use that data to create the best outcomes for the skills and competencies needed across a range of relevant in our population. This will help us collect and manage higher
roles, helping the industry assess and resolve any gaps in skills,
everyone. In other words, we all need to be talking the quality data and information, benefit from new technologies
while setting out a learning pathway for people involved in and tools and make better, more informed decisions on how we
same language.” developing and implementing the IMF and digital twins. interact with the world around us.
Sir John Armitt Without this understanding, there is a risk organisations may While national action is needed to promote digital literacy as
Chair, National Infrastructure Commission deploy staff lacking sufficient skills to develop their digital twins, an enabler to the National Digital Twin and IMF, it is beyond the
which could lead to erosion of confidence, poorly designed twins scope of this framework.
which do not support interoperability and connectivity, or failed
digital twin projects, with direct economic consequences for
organisations.

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Using the Skills & Competency framework Intended audiences

As a guide, we recommend the following steps for using This framework is the starting point of a journey to help the industry acquire the skills it needs to develop and implement the IMF and NDT. It is
this Framework: intended to support a diverse set of stakeholders across the built environment, some of whom are outlined below. Specifically it targets potential
early adopters of the IMF and digital twins, who can help support the NDT.
• Review the framework, paying close attention to the
roles and skills identified.
• Set a clear vision and goals for what you want to The built
achieve with using the framework – is it to support National Built
Asset owners and Government and environment Education
digital twins ambitions, upskill staff in digital skills and Environment
operators policy makers investment institutions
competencies or address organisational capability gaps? Institutions
community
• Collect existing data – drawing on existing
information you already have within your organisation
about roles, skills and competencies.
• Collect new data – using the role profiles and
competency indicators, interview key people to
understand your role and skills gaps. How the framework is organised
• Establish a baseline – by analysing the data you’ve
collected.
• Develop a tailored framework – this is optional
depending on whether you want something tailored to Skills and
your organisation. The Skills Gap Role Profiles Tools
Competencies
• Review and finalise training plans – develop your
own role-based training plans to close any skills gaps
• Implement a capability enhancement programme
– address gaps by rolling out training plans as part of a The findings and discoveries The priority skills and The roles identified during Practical tools the industry
wider capability enhancement programme. from a skills gap analysis related competencies research as a priority in the can use to take action. It
of the built environment needed to develop and development and adoption contains scorecards that
industry. It contextualises adopt the IMF and support of the IMF to support the represent the extended list
why a skills and competency the NDT. It aims to enable NDT. They are split into roles of roles and skills needed to
framework is needed and readers to understand the that are needed at a national develop and support the IMF
acts as an evidence base for different skills, the level of level and roles that are and digital twins. These cards
the skills, competencies and competency a role needs and needed at the organisational are an accessible way for
roles identified. what steps may be required level. organisations to assess and
to help upskill individuals in address their skill gaps.
specific skills.

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Introduction
Challenges we face A brighter future for public good Better outcomes for human flourishing
In our report ‘The approach to delivering a National Digital Given these challenges, The Centre for Digital Built Britain (CDBB) By taking a data-led approach, driving an industry
Twin for the United Kingdom’, we refer to critical asset has made data sharing for the public good a centrepiece of the culture for improvement and learning, and following the
failures as having far-reaching consequences on people National Digital Twin Programme. The National Digital Twin Gemini Principles, we can achieve a National Digital Twin,
and the environment. Specifically we refer to the effects of (NDT) is the idea of having a connected ecosystem of digital unlocking a host of benefits for:
climate change, population surges and the deterioration of twins which share data that benefits industry and wider society Our Nation
legacy assets. through enhanced decision making and whole life optimisation
across the nation’s built environment. You might think of it as Where our infrastructure systems and assets speak to
For example, in a set of floods that struck the north of
the ‘internet for infrastructure’, by which we mean a connected each other allowing us to find new and improved ways to
England in 2015, the Tadcaster bridge in North Yorkshire
network of systems able to speak the same language and share manage them.
was taken out of action when its structure became
unstable. The bridge failure impacted movement, utilities, information consistently and at speed. Our Communities
communications and power services over a huge area, and Focusing on how we manage systems of infrastructure across the Where society is enabled and empowered by world class
fractured a gas main that necessitated the evacuation of built and natural environment, the vision of the NDT Programme infrastructure, understanding what makes communities
hundreds of residents. The information necessary to flag is guided by the Gemini Principles and the protocols by which prosper and how to nurture prosperity in less fortunate
the bridge as flood risks had existed at the time, but it was they can be integrated securely and resiliently to create a data- ones.
held in disparate data sets across different organisations, led approach to decision making. (Bolton et al., 2018)
hindering pre-emptive action. Our Environment

This example speaks to the Institute of Civil Engineers Where we can compare environmental data between cities,
report ‘In plain sight’ that highlights the industry as to gain greater insight into performance against goals and
targets, leaving a lasting legacy for generations to come.
fragmented and informed by specialist’s who inevitably The Gemini Principles
may not see the integrated picture and interpret assets Our Economy
differently, thereby creating inconsistencies in data and
Where asset management and maintenance is predictive
what it means for an asset and the associated risks (ICE,
Public good
Value creation Insight instead of reactive, helping us reduce risks, become more
2018). Purpose: Must enable value Must provide deter-
Must have clear
Must be used to de-
creation and minable insight into efficient and generate ever greater value out of our assets.
liver genuine public
purpose performance the built
good in perpetuity
improvement environment

Quality
Security
Trust: Must enable
Openess Must be built on
Must be Must be as open data of an
security and be
trustworthy as possible appropriate
secure itself
What is a digital twin? quality

“An effective Digital Built Britain must not be

A digital twin combines data describing the solely focused on the technical and physical
physical in a digital format. Within the built Curation Evolution aspects, but it will also need to carefully
Federation
environment, a digital twin is a realistic digital Function: Must have Must be able to
Must function
Must be based on a
clear ownership, adapt as consider the societal impacts.”
representation of physical assets, processes effectively
standard connected
governance and technology and
environment
and systems. regulation society evolve
Pathway to an Information Management Framework

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

The Skills Gap

Business Skills
When recommending priority skills and competencies to develop and adopt the IMF
Transformational Leadership 33% 17% 33% 17% and NDT it is important to consider the context in terms of where gaps in roles and
skills currently exist within the industry. To do so we held a series of interviews with
Business Analysis 33% 17% 17% 17% 17% representatives of built environment organisations of different sizes, training bodies and
local councils. The aim was to discover the level of current competency in relation to skills
Collaboration 17% 17% 50% 17% and roles needed to adopt the IMF.

Commercial Mindset 33% 33% 33%

Key feedback from interviewees
Adaptability 17% 17% 17% 50%
Business Skills
Communication 17% 33% 33% 17% Transformational leadership is critical for the success of the IMF and National Digital Twin.
Leaders do not need to have a depth of technical literacy but do need to recognise the
0% 20% 40% 60% 80% 100% opportunity and benefits that data and data sharing provides. This is a skill area where
there appears to be a significant skills gap at both organisational and national levels.
Nationally, this is around the ability to articulate the benefits of the NDT in terms that
Looking to make a significant improvement Well established but looking for further development
organisations can understand and engage with, and appropriately incentivise organisations
Looking to make some improvement Well established
to adopt the IMF. At the organisation level, senior leaders such as CEOs and CIOs who play
Developing a critical role in cultural transformation, are starting to understand the value of data but
struggle to quantify the benefits and develop a clear narrative to drive better practices
Technical Skills across their organisation.
Collaborative data sharing within organisations is in some cases limited by protectionism,
Experience and Application 33% 17% 50% and a lack of awareness that pre-existing data already generated could have a further use
elsewhere and therefore be repurposed. Common barriers to inter-organisational sharing
Analytics and Intelligence 17% 33% 17% 33% were cited as competition, intellectual property and data security concerns.
The communication challenge is creating a common language and translating digital
Data Fundamentals 50% 17% 33% concepts into words and stories that everyone can understand. The barriers to digital
literacy can be high if experts and practitioners use jargon terms and technical concepts
Lifecycle Assurance &
Quality Management
50% 17% 17% 17% without trying to take others on the journey by starting with basics and putting it in terms
and context they can relate to.
Data Modelling 33% 17% 17% 17% 17%
Organisations reported a lack of adaptability and willingness to change, and quiet
resistance anchored to old mindsets. Some organisations have made significant progress,
Security and Ethics 67% 17% 17% but this is not consistent across the board, and in some cases has been forced upon
organisations rather than something that was designed, planned and cultivated.
0% 20% 40% 60% 80% 100%
Understanding the commercial value of data and the importance of quality data to making
Looking to make a significant improvement Well established but looking for further development
informed commercial decisions was not consistent.
Looking to make some improvement Well established
Developing

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

There appears to be a skills gap in the ability to develop robust business cases using User Experience and Application is a critical skillset in need of significant development
accurate and up to date evidence, with some organisations tending to rely on intuition over to promote better adoption of technology by focusing on intuitive and accessible design
insight. Some examples were found of an effective commercial mindset helping to shift the that meets user needs. Few people are ‘trained’ in this skill and tend to acquire knowledge
data culture in organisations e.g. use of proof of concepts to show the relationship between by doing, which means practices are not always consistent and do not always account for
data quality and KPIs used to assess the effectiveness of the business. subtle differences in user’s needs.
Business analysis activity tends to be undertaken at a functional rather than enterprise Security and ethics is an area of increasing importance and a priority for all organisations as
wide, and therefore analysis of the data and requirements generated may only cover a small they attempt to move towards common approaches to data sharing and run into barriers in
subset of organisational requirements. Organisations are also finding it difficult to balance terms of protectionism, confidentiality and security.
investments to address short term challenges with longer term investments in capability,
meaning business analysis can be skewed towards a narrow set of priorities which clashes
with the long term focus of the IMF and NDT.
Data
Digital Skills Modelling

Data fundamentals is a priority skill for all individuals in an organisation to develop, but was
seen as developing rather than established. Evidence of these skills existing in pockets was Adaptability Analytics &
given rather than a general level of literacy across the wider population. Intelligence

There is still a lack of ownership outside of specified data roles and specialists for lifecycle Lifecycle Transformational
assurance and quality management. Most organisations struggle to connect the lifecycle of Assurance Leadership
& Quality
data with the lifecycle of a process, often viewing them as mutually exclusive when they are Management
heavily interwoven and dependent on each other for benefits to be realised. Commercial
Mindset Experience &
With data modelling, we found organisations have a tendency to be technology-led rather Application
than data-led. Where architecture has evolved over time, data tends to be held in silos
which restricts ability to model data at an enterprise level. This is further compounded Data Collaboration
when organisations try to share data across organisation boundaries. Fundamentals

There was fairly inconsistent picture emerging with regards to analytics and intelligence. Business
All organisations see the value in this skill area and are focusing on this, but some are Analysis
jumping straight to analytics, visualisation and reporting without taking the time to focus
on data quality, which can lead to lack of trust. As one interview put it they are “making
Communication
progress, but built on shaky data and practices’. Some organisations have started to explore
prescriptive analytics, Machine learning and Artificial intelligence, but these are very much
emerging areas with limited capability currently in place. Security &
Ethics

Business & Digital Skills

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Gap Analysis (Roles) – Evidence from Stakeholder interviews

Benefits Manager Data Consumer Data Steward

Some organisations are still struggling to understand the value of As one interviewee put it, “we have thousands of data consumers Most people interviewed felt this role was not commonplace enough.
the IMF and NDT. The long timescales of the programme also lead across our organisation”, but not everyone identifies with this role According to one interviewee, Data Stewards are needed as well
to it not being prioritised when set against short term challenges. and the responsibilities that come with it. Often data is viewed as as better stewardship of data in general. For some there were no
The Benefits Manager role at a national level would help identify something managed and dealt with by digital or IT teams, but in obvious people performing this as a defined role but many people
use cases, case studies and focus on incentivisation for organisations reality people at all levels and across all parts of an organisation use performing elements of it as part of another role. Linked to this, the
thinking about adopting the IMF. Benefits in this context, are not just data every day to make decisions. Shared accountability needs to be role is often picked up by enthusiasts, who do not always have a clear
in terms of revenue generated, but efficiency, time savings and waste promoted so that people take ownership for assessing the quality of remit and lack top down strategic direction through policies and
reduction. the data they use, and the way in which they manage it. standards, leading to data silos. They are also usually not working with
clear metrics for information and data quality.

Ontologist Data Leader User Researcher

This is seen as critical for collaboration between organisations, and Views on this role vary considerably. Some interviewees felt there This is an emerging role sometimes picked up by change
establishing a common way for structuring and sharing data using were “too many data leaders”, while others believe it is the biggest managers but requiring a slightly different skillset with a clearer
consistent terms with consistent meaning. It is not necessarily needed gap. In some organisations there is good bottom up leadership being link to technology. This was seen to be a critical, yet often under
at an organisation level, as it can be incorporated into other data and shown among data and digital enthusiasts which isn’t reflected at a appreciated role, in ensuring the adoption of new technologies and
architecture roles. The need for a series of people who understand senior level. For other organisations, there may be no leadership or ways of working. Pockets of user research appear to exist in most
taxonomies and ontologies is recognised as critical for the NDT. If so many people trying to impart their views around data that there is organisations spoken to, however some felt it was viewed as a nice
this role is not in place at a national level, there is a risk organisations unclear messaging and no consistent direction. The key thing for Data to have rather than a necessity. Others felt their own user researchers
and sectors will develop digital twins that are not interoperable and Leaders to recognise is it’s about culture change more than any one had a had a habit of asking the wrong questions – what users want
cannot be connected. practice, and clear alignment is needed between the business, IT and instead of what they need.
digital.

Data Regulator Data Producer Data Governance Specialist

To support the National Digital Twin and safeguard data for the public As with data consumer, interviewees felt every person in the Often mistaken for being a legal or audit function, primarily focused
good, a role is needed to maintain the integrity and quality of data organisation could be described as a Data Producer. What is lacking on data privacy regulation. Organisations did not always equate data
being fed into the twin, and the integrity with which the NDT is used. and where the gap is, is the recognition that this is a role they are governance with the creation of policies and standards to govern
The regulator also needs to be an active driver of data ethics, setting fulfilling and the responsibilities that come with it. This includes its collection, management, use and sharing. Few organisations had
out the regulatory framework to maintain security, reduce the risk of making sure data collected is of the right type and quality, and is someone fulfilling this role. Where data governance specialist are in
illicit or immoral practices, maintain confidentiality and data privacy, consistent with organisation standards and policies. Above all, it is place, they do not always interact effectively with data custodians,
to ensure transparency and trust. important for Data Producers to be aware of the flow of data (the responsible for the transportation and storage of data. This was a
data lifecycle) – why am I collecting this data? Where does it go? message repeated by most interviewees.
Who will use it? How will it be used? What is the benefit? Why does
quality matter?

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Skills and Competencies

Business and Digital Skills How we measure Priority skills needed to develop and adopt the IMF
This section of the framework is split into sets of skill levels to support the NTD
business and digital skills. These are the priority
skills needed to develop and adopt the IMF and Four levels of competency are used in Adaptability Analytics & Intelligence
support the NDT – both skillsets are equally this framework: Awareness, Working, • Continuous improvement • Analytics tools and techniques
important. Practitioner and Expert. These are
• Embracing innovation • Data requirements
Business skills cover the soft or non-technical skills. the UK Government standard for
They include how you interact with colleagues, identifying and categorising the level • Personal resilience • Statistical analysis
how you solve problems and manage your work. of digital skills a person has. • Scenario planning • Visualisation and sense-making
Digital skills cover hard or technical skills. They Competency indicators Business Analysis Data Fundamentals
relate to the training or experience you have. Awareness • Analysing information to make decisions • Data collection and management
To understand the level of skill a person has, You know about the skill and have an • Calculating risk/reward ratio • Data literacy
competencies are measured using a set of appreciation of how it is applied in a • Process and workflow mapping • Generating value from data
competency indicators, which are descriptions of practical situation. • Requirements definition • Making decisions with data
the skill in practice.
Working Collaboration Data Modelling
Whilst business and digital skills are represented
You can apply your knowledge and • Building trusting relationships • Ontology
separately, every role needs the right mix of both
to be successful. experience of the skill, including tools • Developing shared goals • Taxonomy and semantics
and techniques. You can adopt those • Sharing and resharing the right data • Reference data
most appropriate for the situation.
• Working with others • Systems architecture and integration
Practitioner
Commercial Mindset Experience & Application
You know how to share your • Developing strategy and plans • User interface design and accessibility
knowledge and experience of this
skill with others, including tools and • Identifying use cases • User requirements and experience
techniques. You can define those • Taking an enterprise view • User research methods and techniques
most appropriate for the situation. • Writing business cases • User testing
Expert Communication Lifecycle Assurance & Quality Management
You have both knowledge and • Active listening • Data validation
experience in the application of this • Influencing • Information requirements and governance
skill. You are a recognised specialist • Story telling • Quality analysis and improvement
and adviser in this skill including
generation of new practices, methods • Translating technical into everyday language • Process modelling
and tools. You can lead or guide Transformational Leadership Security & Ethics
others in following best-practice. • Championing the value of a quality data • Business Continuity
Business Digital culture • Cyber Security
• Creating a vision and sense of purpose • Data Privacy
• Developing and empowering others • Legal
• Driving ownership and accountability
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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills
Summary Definitions
These are the priority business skills needed to Tranformational Leadership
develop and adopt the IMF and support the NDT. Appreciates and champions the value of data and digital
They are characterised and specifically defined assets and their importance to fulfil real world purpose ADAPTABILITY Continuous Embracing
improvement innovation
in relation to that purpose. They have been and the vision of the NDT. Driving cultural change by
developed through stakeholder engagement with empowering self and others to change their mindset
subject matter experts and assessment of the and approach. Personal Scenario
current and future industry skills gaps. Active
Influencing COMMUNICAITON resilience planning
Communication listening
Each skill combines a series of complimentary
competencies that are explained in more detail Listens effectively to others to understand data
through their indicators on the following pages of management challenges and data requirements, and Translating
jargon into Championing
TRANSFORMATIONAL Creating a
this framework. articulates clearly and compellingly the case for better Story telling
everyday LEADERSHIP
the value of
a quality data
vision and sense
language
information management and better quality data in culture
of purpose

order to secure organisational commitment.

Developing
Collaboration Developing
COMMERCIAL and
Driving
ownership and
Identifying MINDSET empowering
strategy and accountability
Builds trusting relationships to maximise the value plans
use cases others

of data and what is shared (data and accompanying

models and standards), recognising the broader impact Taking an Writing
of interoperability of data assets. enterprise business
Building
trusting
Developing
view cases COLLABORATION shared goals
relationships
Adaptability
Adopts a learning mindset to continually innovate and
Sharing and
develop agile skills, demonstrates resilience in the face Analysing Calculating resharing the
Working with
others
risk/reward BUSINESS ANALYSIS
of setbacks and resistance to change. information to
make decisions ratio
right data

Commercial Mindset
Demonstrates an understanding of commercial decision Process and
workflow
Requirements
points and key performance indicators, being able mapping
definition

to build a business case for where data management

and sharing could drive better commercial outcomes
including financial and societal gains.
Business Analysis
Monitors, analyses, evaluates and interprets data Business Skills
to create useful information to solve problems;
understanding and managing the risk/reward ratio and
operating within an ethical code of conduct.

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Business Skills
Definition and competency indicators

Transformational Awareness Working

Leadership
• Demonstrates awareness of the need for quality data and how • Translates the national/organisational vision for their team,
the process lifecycle impacts this. Is able to relate this to the gaining buy-in.
Definition
broader organisational strategy and vision for digital twins and • Facilitates understanding and holds their team to account on
Appreciates and champions the value of data and the NDT. the guidelines and protocols that govern the treatment of data.
digital assets and their importance to fulfil real
• Understands and holds themselves accountable to the guidelines • Works with other team members to help them understand
world purpose and the vision of the NDT. Driving
and protocols that govern the treatment of data. strengths and development areas related to digital evolution
cultural change by empowering self and others to
change their mindset and approach. • Shows insight into own personal strengths and development and change.
areas related to digital evolution and change. • Coaches, mentors and develops the skills related to digital
• Proactively develops own skills related to digital transformation. transformation in the team.

Practitioner Expert

• Translates the national/organisational vision across the business/ • Creates a vision grounded in real world purpose at national/
national institution, gaining buy-in. organisational level with clear goals which support everyone to
“We have now reached a tipping • Empowers others to hold their teams to account on the understand and achieve the wider strategy of a digital twin and
point where digital assets secure guidelines and protocols that govern the treatment of data. NDT.
equal investment to physical assets • Identifies strengths and skill gaps within the organisation/national • Champions the guidelines and protocols that govern the
treatment of data and empowers everyone to take responsibility
and leaders need to recognise and institution related to digital evolution and change.
for these.
communicate this.” • Facilitates the development of identified skill gaps e.g. through
sourcing appropriate scalable programmes or resources. • Analyses current and future trends to proactively identify future
talent needs for the business/national institution and puts in
Feedback from gap analysis
place plans to build capabilities required.

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Business Skills
Definition and competency indicators

Communication Awareness Working

Definition • Shows awareness of own personal bias around data sharing. • Listens to understand the specific data challenges within their
Listens effectively to others to understand data team.
• Shows awareness of the benefits of better-quality data
management challenges and data requirements, management. • Shares best practice with other business units and across
and articulates clearly and compellingly the case industry.
for better information management and better • Describes current data management limitations to manager.
• Communicates a compelling story to their team as to the need
quality data in order to secure organisational • Communicates strengths and limitations of technology across
for better quality data management.
commitment. working groups.
• Articulates key data management challenges to department
head/function.

Practitioner Expert

• Listens and shows understanding of specific data challenges • Listens deeply to understand specific business and technical
within their department or function. challenges within and across organisations.
“We have woken up to the importance
• Communicates courageously upwards the limitations of current • Influences key stakeholders at c-suite and national level to the
of data. People are highlighting data management and shares best practice. benefits of better quality data management.
challenges. However, most of what • Opens a dialogue with others in the business to understand what • Translates the technical concepts of the IMF into practical,
we do is still based on poor quality information they need to do their jobs. accessible language with minimal use of technical jargon.
data. We don’t know the half of the • Articulates the strategy using a compelling story to influence • Tells a powerful story of the “Why” for digital transformation
challenges that really exist.” others to the needs of their department or function. with passion and authenticity, using a variety of styles to
maximise impact on the audience.
Feedback from gap analysis

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Business Skills
Definition and competency indicators

Collaboration Awareness Working

Definition • Invests time to understand the day-to-day work of others and • Invests time to understand the needs and objectives of other
Builds trusting relationships to maximise the value how it fits to the overarching vision and purpose. teams in the organisation.
of data and what is shared (data and accompanying • Collaborates with others outside of immediate team and at • Collaborates across teams, sharing data in order to enhance
models and standards), recognising the broader different levels in the organisation. team decision making and project implementation.
impact of interoperability of data assets.
• Records data in a way that can be shared more widely, having the • Shares and cascades relevant data and information across
needs of others in mind. departments.
• Builds trusting relationships with others in the team. • Builds trusting relationships across other teams.

Practitioner Expert

• Invests time to understand cross functional objectives and KPIs • Invests time to understand objectives of external stakeholders
and how they interrelate. and identifies common needs and challenges.
Barriers to collaboration include
• Collaborates cross functionally with the big picture in mind to • Collaborates across borders and with other organisations/
protectionism and a lack of awareness enhance strategic decision making and project implementation. national institutions, sharing data to derive greater value and
of who and how to collaborate. • Encourages and facilitates the sharing of data cross functionally make strategic decisions, having the national interest in mind.
to optimise decision making. • Role models a culture of openness and sharing within the
Feedback from gap analysis
• Builds trusting relationships across the entire organisation. organisation.
• Builds trusting relationships both organisationally and nationally.

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Business Skills
Definition and competency indicators

Adaptability Awareness Working

Definition • Reflects on own experiences and draws out lessons learned. • Drives continuous improvement across their team processes,
Adopts a learning mindset to continually innovate facilitating knowledge sharing.
• Anticipates personal challenges and plans ahead to navigate
and develop agile skills, demonstrates resilience in them. • Anticipates team challenges and plans ahead to navigate them.
the face of setbacks and resistance to change
• Shows persistence and bounces back quickly from setbacks. • Understands own motivations and drivers and also those of
others in the team.
• Thinks outside the box in order to access more innovative ideas.
• Encourages and cultivates innovative ideas within the team.

Practitioner Expert

• Creates opportunities and forums for people to share knowledge • Drives a continuous learning culture within the organisation or
and ideas across the organisation. national institution.
Research showed a consistent lack
• Anticipates organisational challenges and plans ahead to • Creates resilient strategies and operations.
of willingness to change and adapt navigate them. • Creates a safe environment where others can talk openly about
with quiet resistance anchored to old • Builds motivation for improvement across the organisation. personal strengths and development needs in order to improve.
mindsets.
• Facilitates and promotes innovative ideas across the organisation. • Champions innovation across the organisation and/or nationally.
Feedback from gap analysis

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills
Definition and competency indicators

Commercial Mindset Awareness Working

Definition • Understands commercial KPIs for own role and team. • Understands commercial KPIs for different teams across the
Demonstrates an understanding of commercial business.
• Identifies opportunities and sources the right quality data to drive
decision points and key performance indicators, commercial decisions in own role. • Identifies user opportunities and sources the right quality data
being able to build a business case for where to drive effective decisions across teams.
data management and sharing could drive better • Shows ability to create a simple business case for where better-
quality data is needed in own role. • Shows ability to create a business case for where better-quality
commercial outcomes including financial and
data is needed.
societal gains.
• Demonstrates a strong understanding of commercial strategy
and how it informs digital twins and the NDT.

Practitioner Expert

• Contributes to setting commercial KPIs for the entire business. • Fully understands the organisation or industry’s operating
• Identifies user opportunities and sources the right quality data to environment and shapes commercial KPIs organisationally or
Commercial decisions are driven by nationally.
drive effective decisions across the organisation.
the need for cost reduction and greater • Identifies user opportunities and sources the right quality data
• Shows ability to create a complex business case for where better
efficiency but there is inconsistent quality data is needed. to drive commercial decisions for the national interest.
realisation of how fit-for-purpose data • Champions the business case for better quality data
• Demonstrates and clearly articulates a strong understanding of
can directly impact waste reduction commercial strategy and how it contributes to the NDT. management within and outside the organisation or institution.
and create efficiencies. • Develops commercial strategy that supports the NDT (on both
an organisational and national level) with clarity and conviction.
Feedback from Gap Analysis

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills
Definition and competency indicators

Business Analysis Awareness Working

Definition • Breaks information into component parts, patterns and • Demonstrates competence in the use of analytical tools and
relationships. technology to analyse data.
Monitors, analyses, evaluates and interprets data
to create useful information to solve problems; • Probes for further information or greater understanding of a • Demonstrates an understanding of how one issue may be part
understanding and managing the risk/reward ratio problem. of a much larger system.
and operating within an ethical code of conduct. • Produces workable solutions to more complex team problems.
• Produces workable solutions to a range of basic problems.
• Represents data in a truthful way, without misleading others. • Helps to educate others on the importance of data ethics.

Practitioner Expert

• Applies specialist and detailed technical expertise to analyse • Analyses a broad range of organisational and industry data
organisational data. using advanced technological tools.
“We helped to shift the data culture
• Shows ability to identify common themes and core issues across • Identifies common themes and underlying core issues at
by developing a number of Proof the organisation. industry/societal level.
of Concepts and streamlining • Produces workable solutions to complex organisational problems. • Produces workable solutions to complex societal problems.
enterprise KPIs.”
• Calculates and advises on risk/reward ratio of investment in data • Makes strategic decisions based on the risk/reward ratio of data
analysis and sharing. analysis and sharing to gain win/win outcomes.
Feedback from Gap Analysis

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Digital Skills
Summary Definitions
These are the priority digital skills needed Data Fundamentals
to develop and adopt the Information Demonstrates the ability to create, use and communicate data in
Management Framework and support context, and articulates an understanding of data definitions and DATA MODELLING Ontology
Taxonomy
and semantics
the National Digital Twin. They have been methods (data literacy). Knows what good quality data looks like and
developed through stakeholder engagement can articulate the purpose and value of using it, whilst recognising
with subject mater experts and assessment of how to generate value and make decisions with it. Systems
Reference architecture
the current and future industry skills gap. Analytics
tools and
Data
ANALYTICS &
INTELLIGENCE data and
Lifecycle Assurance & Quality Management techniques
requirements integration
Each skill combines a series of complimentary
competencies that are explained in more detail Understands how the relationship between lifecycle management,
through their indicators on pages 16 to 21. process modelling and data quality informs information requirements Visualisation LIFECYCLE ASSURANCE & Information
Statistical
QUALITY MANAGEMENT
and data quality improvements. Embodies a quality improvement analysis
and sense-
making
Data requirements
and
validation
culture with targets to build trust and transparency of the processes governance
and outcomes associated with data including its value and purposeful
fit. User EXPERIENCE & Quality
Process
User interface APPLICATION analysis and
requirements modelling
Data Modelling design and
and
improvement
accessibility
experience
Takes a systems-thinking and logical approach to plan, design, manage
and optimise the flow of data, demonstrating clear understanding of User research
engineering semantics such as ontologies, associated taxonomies and methods and User testing DATA Data
collection and Data literacy
techniques FUNDAMENTALS
reference data. Recognises these concepts in relation to their broader management

impact on data sharing and interoperability.

Analytics and Intelligence Generating Making
value from decisions with
Business Cyber SECURITY & ETHICS
data
Is able to specify quality requirements needed of data being produced Continuity Security data

and analysed. Can structure and analyse data using statistical analysis
and other data science methods to inform data comprehension.
Uses visualisation and sense-making techniques to improve data Data Privacy Legal
interpretation and aid decision-making.
Experience and Application
Crafts intuitive and engaging user experiences through user research
and testing. Demonstrates an understanding of user interface design,
facilitation and people to bridge the gap between data, technology
and users - making technology more applicable and accessible. Digital Skills
Security and Ethics
Acts as a governing and compliance authority to inform how data is
used. Embodies a secure by design approach to cyber security and
business continuity. Considers data decisions in context of business
integrity and ethics whilst ensuring data privacy and legal obligations
are adhered to.
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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Digital Skills
Definition and competency indicators

Data Fundamentals Awareness Working

Definition • Shows an understanding of different data terms, types and • Demonstrates the ability to manage different types of data
Demonstrates the ability to create, use and sources. according to its qualities.
communicate data in context, and articulates an • Uses established methods to collect, store and share data e.g. • Uses knowledge of data to help others in the team to collect and
understanding of data definitions and methods having a single source of truth for a digital file. store it efficiently.
(data literacy). Knows what good quality data
• Shows awareness of what good quality data looks like and how it • Able to generate good quality data to support their decision
looks like and can articulate the purpose and value
informs decision-making. making.
of using it, whilst recognising how to generate
value and make decisions with it. • Demonstrates a strong understanding of the value of data. • Able to articulate the value of data to others in a way that is easy
to comprehend e.g. not using technical jargon.

Practitioner Expert

• Guides others in understanding of data terms, types and sources. • Able to challenge existing definitions of data terms, types and
• Able to recognise the benefits of data to inform how to collect sources and write new definitions where applicable.
Some organisations are and manage it using both established and novel methods. • Demonstrates knowledge of methods and tools with the ability
developing organisation-wide to present new data collection and storage methods coherently.
• Oversees the use of good quality data to support their own and
data literacy programmes but in other’s decisions, including the types and quality of data needed • Makes critical decisions by understanding and synthesising high
most organisations leadership and questions being addressed. volume, high velocity or complex heterogenous data and is able
commitment is a key blocker for • Encourages others to see the value in data by promoting data to spot quality issues and recommend improvements. Enables
and coaches others to make data-driven decisions.
enabling this to happen. sharing and an open data culture.
• Consistently defines new uses and value from data and is able
Feedback from Gap Analysis to articulate the steps others need to take to generate increased
value from data.

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Digital Skills
Definition and competency indicators

Awareness Working

Lifecycle Assurance & • Can define the purpose of lifecycle management and explain • Uses knowledge of lifecycle management to view processes in
a holistic way, seeing the correlation between data inputs and
Quality Management how it may positively impact the quality of data.
• Can define the principles of process modelling including the ‘as-
outputs that occur as a result.
is’ and ‘to-be’ states and how this is presented using workflow • Applies the principles of process modelling and workflow design
Definition design. to create business process artefacts that show events, action and
connection points of a process.
Understands how the relationship between • Knows what good data looks like from understanding data
lifecycle management, process modelling and quality dimensions (completeness, uniqueness, consistency, • Uses knowledge of the data quality dimensions in their everyday
data quality informs information requirements accuracy, timely, validity). practice to validate data.
and data quality improvements. Embodies a • Can define what questions need to be asked to understand • Researches what information is needed to enable certain
quality improvement culture with targets to information requirements. decisions to be made and can map these requirements to
build trust and transparency of the processes and processes.
outcomes associated with data including its value
and purposeful fit.

Practitioner Expert

• Demonstrates the ability to analyse the detail of lifecycle inputs • Able to advise on best practices for lifecycle management to
and outputs and can pinpoint process and data quality issues that improve process and the quality of data outputs. Can predict
affect outputs and suggest improvements. potential data quality risks and issues with lifecycles and suggest
mitigation.
• Demonstrates the ability to model descriptive and perspective
cross-functional processes, emphasising quality control for data • Models lifecycle processes that consider internal and external
Significant improvements are needed inputs and outputs and the rationale for process design. events, actions and connection points. Makes critical decisions
in this area. Shifting mindsets and • Evaluates the quality of data in relation to fit for purpose
on process improvements to reduce waste and improve data
quality and integration.
behaviours is the key to solving this (business need). Suggests improvements to governance and
so individuals understand the holistic process to improve quality. • Able to demonstrate the impact fit for purpose data has on
decision making and value. Works with others to set standards,
value of lifecycle management and the • Demonstrates the ability to influence process modelling based governance and targets for data quality in relation to the
associated responsibilities across this. on information requirements, governance and compliance purpose it serves.
procedures that must be in place.
• Inspires teams to develop process and information requirements
Feedback from gap analysis with the end in mind, focusing on what decisions need
answering and working backwards to map data flows.

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Digital Skills
Definition and competency indicators

Data Modelling Awareness Working

Definition • Can define the purpose of ontologies at a high level in relation to • Uses knowledge of standard ontologies in relation to their
Takes a systems-thinking and logical approach their organisation and industry. organisation and industry to influence how they distinguish data
to plan, design, manage and optimise the flow concepts and their relationships.
• Recognises the semantics and related taxonomies of the industry
of data, demonstrating clear understanding and can classify data. • Uses knowledge of taxonomies to create data models that
of engineering semantics such as ontologies, classify and organise data into hierarchal meaning.
associated taxonomies and reference data. • Shows awareness of different reference data models that
exist within the organisation and how they relate to business • Uses knowledge of reference data models to make organisable
Recognises these concepts in relation to
processes. data models relevant to real world application.
their broader impact on data sharing and
interoperability. • Shows insight into the flow of data, including how data travels • Able to build data products that can be exposed and integrated
between systems and how systems are able to share data with with other external systems, such as through Application
one another. Programmable Interfaces (APIs).

Practitioner Expert

• Demonstrates the ability to write and maintain ontologies using • Able to advise on industry wide ontological development using
logic and can represent how data concepts relate to each other. logic, philosophy, collaboration and industry knowledge.
Organisations have a tendency to be • Able to advise on the principles of logic and philosophy that
technology-led rather than data-led. • Demonstrates the ability to relate ontologies to complex
taxonomies in order to classify and organise vast amounts of apply to taxonomies and uses automation to classify and
Where architecture has evolved over data. organise data at scale.
time, data tends to be held in silos • Demonstrates the ability to relate external reference data • Able to advise on industry wide reference data models based on
which restricts ability to model data at models to internal data models so that data can be categorised industry knowledge of semantics to make data interoperability
automated and coherent.
an enterprise level. and shared across an organisation and externally with a shared
understanding. • Challenges behaviours that go against data sharing and
Feedback from Gap Analysis • Advises on design and data modelling to facilitate better data interoperability and advocates for an open data approach
sharing and interoperability between systems. through architecture model design.

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Digital Skills
Definition and competency indicators

Analytics & Intelligence Awareness Working

• Awareness of what good quality data looks like in relation to its • Demonstrates the ability to define requirements of good quality
Definition data to support their analysis.
ability to be analysed and inform decision-making.
Is able to specify quality requirements needed of • Experience using statistical, practical and ethical methods to
data being produced and analysed. Can structure • Knowledge of mathematical and statistical techniques for
analysing data. analyse data across different data sets.
and analyse data using statistical analysis and
other data science methods to inform data • Awareness of how to use scientific methods to manipulate data • Demonstrates the ability to follow data modelling principles
comprehension. Uses visualisation and sense- when running analyses, including extrapolation and regression. when transforming and analysing data and can do so with
making techniques to improve data interpretation different data sets.
• Has knowledge of different mediums used to convey information
and aid decision-making. • Demonstrates the ability to draw insight from data in the form
(e.g. reports, visualisations, dashboards).
of visual communication that users are receptive to.

Practitioner Expert

• Actively engages others to build an understanding on the quality • Champions the impact good quality data has on analytics
requirements of data being produced and analysed and how this and intelligence and helps process owners and modellers
can enable better decision-making. understand the standards for data within their part of the
organisation.
These skills tend to be specific to a very • Uses statistical, practical and ethical methods to design and
• Oversees the design of algorithms, evaluating and championing
specialist group of people. This makes it enhance algorithms and has knowledge of how algorithms can
ethics and advising on how they can be resiliently scaled across
challenging for leadership to recognise be made scalable across various data sets.
large data sets.
their value and insight into the lifecycle • Is able to recognise the types of data needed to generate insights
• Uses domain knowledge and industry experience to inform and
and support decision-making, and decides on the best principles
process to aid better decision-making to design/follow when transforming and analysing large and influence the types of data and analysis methods that should be
with data. varied data sets. used to address business and industry needs.

• Actively uses a range of different visualisation and sense-making • Is able to advise on best practice visualisation methods to
Feedback from gap analysis
techniques to present trends and inform decision making. present new evidence as well as being able to evaluate the
quality and value of that evidence.

39
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Digital Skills
Definition and competency indicators

Experience & Application Awareness Working

Definition • Understands the basic principles of user research and experience • Able to use different user research techniques to elicit needs and
in relation to the psychological interaction between humans and build requirements
Crafts intuitive and engaging user experiences
through user research and testing. Demonstrates information and technology. • Undertakes testing and acquires user feedback to report on
an understanding of user interface design, • Shows an awareness of how testing and reporting on user current experiences with design, technology and information
facilitation and people to bridge the gap between experience can add value. • Able to create functional design and structure elements to make
data, technology and users - making technology interfaces intuitive and engaging.
more applicable and accessible. • Understands the importance of user-led design to support
technology adoption.

Practitioner Expert

• Able to use different user research techniques to elicit needs and • A leading authority on user research and design thinking with
build requirements through user flows and wireframes. the ability to deep dive into user challenges and constraints
“User experience is vital to the when adopting technology.
democratisation of digital twins and • Performs Alpha/Beta testing and analyses user testing results.
• Able to perform user testing and analysis at scale and can
is an important skill for the successful • Reports on user experience in relation to technology adoption articulate recommendations to improve and support technology
and is able to see trends and pinpoint why some choices are development and adoption across different organisations.
development and adoption of the NDT.” better/worse than others.
• Fully understands the benefits of good user interface design
Feedback from gap analysis • Takes a leading role as a designer, overseeing the usability and and develops new and innovative techniques to improve the
functionality of technology interfaces, focusing on structure, functionality and increase intuitive and engaging interaction
contrast and accessibility. with users.

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Digital Skills
Definition and competency indicators
Awareness Working

• Adheres to ethical and legal standards and protocols when using • Understands the reasoning behind different ethical and legal
data. standards and protocols that surround data, including its quality
Security & Ethics • Demonstrates an awareness of security, systems and legacy
and use (including sharing).
management when performing activities that involve data and • Practices secure methods when collecting and analysing data
technology. whilst showing working knowledge of the different security and
Definition legacy requirements of different systems.
Acts as a governing and compliance authority to • Understands the purpose of business impact analysis, crisis
management, continuity and recovery plans in relation to IT • Performs business impact analysis and technology risk
inform how data is used. Embodies a secure by assessments in relation to IT policy and regulatory requirements.
design approach to cyber security and business policy and regulatory requirements.
continuity. Considers data decisions in context of • Understands the regulatory and ethical importance of data • Practices good understanding of data privacy by gaining
business integrity and ethics whilst ensuring data privacy. consent to use personal data and/or anonymising data when
privacy and legal obligations are adhered to. individuals could be identified.

Practitioner Expert

• Able to author internal organisational ethical and governance • Defines best practice for standards and protocols and sets
standards and protocols. Acts as the first point of escalation for tasks and targets in relation to legal compliance, governance
non-compliance. procedures and business integrity. Acts as the final point of
escalation for non-compliance.
• Able to articulate security and ethical design requirements and
recommend measures to ensure systems stay secure. • Actively drives a secure by design approach to choosing, using
and designing technology. Raises awareness for cyber security
“We need more than the data teams, we • Able to analyse risk and perform steps to manage crisis issues and risks and the role and methods systems can play to prevent
need specialist security type roles. It is develop and implement continuity and recovery plans. them being realised.
important we share models, policies • Can justify the use of personal or sensitive data when challenges • Promotes continuous assessment of cyber security risk and
on business, ethical and legal grounds. resilience by ensuring penetration testing is performed to
and standards as well as data for
ensure business continuity and legal obligations are met. Stays
realisation of the National Digital Twin.” up to date with hacking methods to recommend technology
and processes to prevent attacks.
Feedback from gap analysis
• Advocates for individual awareness of data privacy measures
and promotes ethical considerations that puts control back in
the hand of the individual for the public good.

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Understanding role profiles

Summary Definitions List of roles
Role Profiles are a valuable tool for identifying National Role IMF and NDT early adoption priority roles Additional roles needed
roles across an organisation or industry that The specific name given to a grouping of tasks and Organisational • Business Analyst
may need to change or be introduced to enable responsibilities performed by an individual at the • Cyber Security Specialist • Benefits Manager (org)
technology advancement. national level. They are typically responsible for
• Data Architect • Change Manager
They can be used to build skill and competency influencing and advising the industry.
requirements into job descriptions to support • Data Consumer • Data Governance Specialist
Example: Individuals that sit within these bodies: CDBB,
recruitment and training activities. • Data Custodian • Data Quality Analyst
BEIS (Department for Business, Energy and Industrial
In this framework, the role profiles outlined are Strategy and ODI (Open Data Institute) etc. • Data Producer • Enterprise Architect
of relevance to the successful development Organisational Role • Data Steward • Product Manager
and adoption of the IMF to support the • Process Owner
The specific name given to a grouping of tasks and • Data Leader
National Digital Twin. The roles shown have
responsibilities performed by an individual at the • Process Modeller • User Researcher
been prioritised in relation to their criticality
in the adoption of the programmes at both an organisational level. They are typically responsible for National
organisational and national level. influencing and advising their own organisation and
adopting national guidelines. • Benefits Manager
This is not to say that other roles are not needed.
Example: Individuals that sit within these type of • Cyber Security Specialist
Improving the digital literacy of everyone who
works in the built environment is a key enabler of organisations: asset owners and operators such as • Data Regulator
the National Digital Twin and should be pursued water and energy companies and transport operators. • Industry Leader
in parallel to upskilling the high priority roles set New Role • NDT Architect
out in this framework.
The specific name given to a new grouping of tasks and • Ontologist
responsibilities performed by an individual at either the • Policy Maker
national or organisational level. They represent where

! Please note: Roles do not always map one-to-one with

an individual. Individuals performing a role may take
on other roles within their organisation, or parts of the
there is currently a gap in the industry that needs to be
filled.
• Sector Regulator

role may be performed by multiple people. Example: National Ontologist

Priority Role Methodology
The specific name given to a critical grouping of To understand the roles needed to develop easy to understand for a wide variety of
tasks and responsibilities performed by an individual and adopt the IMF and support the NDT audiences and relatable to the skills and
at either the national or organisational level. They we conducted a series of workshops with competencies identified.
represent the key roles that are fundamental to the stakeholders across industry, government
adoption of the IMF and NDT. Whilst not every organisation will have
and academia. these as named roles, through developing
Example: Data Custodian From these focus groups, we performed a Role Profiles we have sought to unpack the
Need More thematic analysis on the qualitative data tasks and responsibilities of the role so that
received and divided these into the most someone reviewing the framework can
An identifier to represent where the industry needs to
prevalent national and organisational recognise an individual may be performing
make this role more commonplace and raise quality
roles. We have tried to ensure these are the role even if their job title is different.
standards.

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 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

Cyber Security COMMUNICATION DATA FUNDAMENTALS

Specialist • Listens and shows understanding of specific data challenges within

their department or function.
• Guides others in understanding of data terms, types and sources.
• Able to recognise the benefits of data to inform how to collect and
• Communicates courageously upwards the limitations of current data manage it using both established and novel methods.
Organisational management and shares best practice. • Oversees the use of good quality data to support their own and
• Opens a dialogue with others in the business to understand what other’s decisions, including the types and quality of data needed and
information they need to do their jobs. questions being addressed.
• Articulates the strategy using a compelling story to influence others to • Encourages others to see the value in data by promoting data sharing
the needs of their department or function. and an open data culture.

Overview
Cyber Security Specialists use technologies, processes and controls to protect ADAPTABILITY DATA MODELLING
internet-connected systems such as hardware, software and data from cyber
attacks. They also protect against the unauthorised exploitation of systems, • Creates opportunities and forums for people to share knowledge and • Uses knowledge of standard ontologies in relation to their
networks and technologies. They are able to promote business continuity ideas across the organisation. organisation and industry to influence how they distinguish data
and trust in an organisations ability to prevent themselves from cyber attacks • Anticipates organisational challenges and plans ahead to navigate
concepts and their relationships.
and malicious intervention that could harm other organisations, individuals them. • Uses knowledge of taxonomies to create data models that classify and
or the country. • Builds motivation for improvement across the organisation.
organise data into hierarchal meaning.
• Uses knowledge of reference data models to make organisable data
• Facilitates and promotes innovative ideas across the organisation.
models relevant to real world application.
Responsibilities
• Able to build data products that can be exposed and integrated with
• Performs regular audits to ensure security practices are compliant. other external systems, such as through Application Programmable
BUSINESS ANALYSIS Interfaces (APIs).
• Constantly monitors for attacks and intrusions whilst looking for
vulnerabilities and risks in hardware and software, closing off security
• Demonstrates competence in the use of analytical tools and
vulnerabilities when there is a potential threat or attempted breach.
technology to analyse data.
• Implements comprehensive vulnerability management systems across all SECURITY & ETHICS
• Demonstrates an understanding of how one issue may be part of a
assets on-premises and in the cloud. much larger system.
• Defines best practice for standards and protocols and sets tasks
• Collaborates with IT operations to set up a shared disaster recovery/ • Produces workable solutions to more complex team problems. and targets in relation to legal compliance, governance procedures
business continuity plans. • Helps to educate others on the importance of data ethics. and business integrity. Acts as the final point of escalation for non-
compliance.
• Works with internal communications and line management to educate
employees on how to identify suspicious activity. • Actively drives a secure by design approach to choosing, using and
designing technology. Raises awareness for cyber security risks
and the role and methods systems can play to prevent them being
realised.
Collaborates with
• Promotes continuous assessment of cyber security risk and resilience
• Data Custodian by ensuring penetration testing is performed to ensure business
• Data Architect continuity and legal obligations are met. Stays up to date with hacking
methods to recommend technology and processes to prevent attacks.
• Data Governance Specialists • Advocates for individual awareness of data privacy measures and
promotes ethical considerations that puts control back in the hand of
the individual for the public good.

!
Please note this is not an exhaustive list of skills and
responsibilities relating to this role – it highlights what
is most important in relation to the IMF and NDT.

47
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

COLLABORATION DATA FUNDAMENTALS

Data Architect • Invests time to understand cross functional objectives and KPIs and • Guides others in understanding of data terms, types and sources.
how they interrelate.
• Able to recognise the benefits of data to inform how to collect and
Organisational • Collaborates cross functionally with the big picture in mind to enhance manage it using both established and novel methods.
strategic decision making and project implementation.
• Oversees the use of good quality data to support their own and
• Encourages and facilitates the sharing of data cross functionally to other’s decisions, including the types and quality of data needed and
optimise decision making. questions being addressed.
• Builds trusting relationships across the entire organisation. • Encourages others to see the value in data by promoting data sharing
and an open data culture.

Overview
ADAPTABILITY LIFECYCLE ASSURANCE &
Data Architects are directed by the business to set the vison for the QUALITY MANAGEMENT
organisations use of data. They plan and design how data in systems relate • Creates opportunities and forums for people to share knowledge and
to each other in a way that aims to integrate, centralise, protect and maintain ideas across the organisation. • Uses knowledge of lifecycle management to view processes in a
the data that resides in systems. They collaborate with process modellers holistic way, seeing the correlation between data inputs and outputs
• Anticipates organisational challenges and plans ahead to navigate that occur as a result.
and owners to ensure individuals have the right access to information, in the them.
right place, at the right time. • Applies the principles of process modelling and workflow design
• Builds motivation for improvement across the organisation. to create business process artefacts that show events, action and
• Facilitates and promotes innovative ideas across the organisation. connection points of a process.
Responsibilities • Uses knowledge of the data quality dimensions in their everyday
practice to validate data.
• Acts as the main point of contact for designing how an organisation
uses data and the information flows and systems needed to deliver the BUSINESS ANALYSIS
• Researches what information is needed to enable certain decisions to
business strategy. be made and can map these requirements to processes.

• Promotes data sharing and value through the development of system • Applies specialist and detailed technical expertise to analyse
interoperability. organisational data.
• Shows ability to identify common themes and core issues across the DATA MODELLING
• Promotes a data sharing culture that is secure by design and compliant
organisation.
with data governance rules and regulations. • Demonstrates the ability to write and maintain ontologies using logic
• Produces workable solutions to complex organisational problems.
• Defines the process needed to move towards cloud based systems and and can represent how data concepts relate to each other.
architecture, transforming on-premises systems onto more accessible • Calculates and advises on risk/reward ratio of investment in data
• Demonstrates the ability to relate ontologies to complex taxonomies
analysis and sharing.
online platforms. in order to classify and organise vast amounts of data.
• Demonstrates the ability to relate external reference data models
to internal data models so that data can be categorised and shared
Collaborates with across an organisation and externally with a shared understanding.
• Data Leader • Advises on design and data modelling to facilitate better data sharing
and interoperability between systems.
• Data Steward
• Data Custodian
• Data Producers
• Data Consumer

!
Please note this is not an exhaustive list of skills and
responsibilities relating to this role – it highlights what
is most important in relation to the IMF and NDT.

49
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

COMMUNICATION DATA FUNDAMENTALS

Data Consumer • Listens to understand the specific data challenges within their team. • Demonstrates the ability to manage different types of data according
to its qualities.
• Shares best practice with other business units and across industry.
Organisational • Uses knowledge of data to help others in the team to collect and store
• Communicates a compelling story to their team as to the need for
it efficiently.
better quality data management.
• Able to generate good quality data to support their decision making.
• Articulates key data management challenges to department head/
function. • Able to articulate the value of data to others in a way that is easy to
comprehend e.g. not using technical jargon.

Overview COLLABORATION
EXPERIENCE & APPLICATION
Everyone in an organisation can be considered a Data Consumer because • Invests time to understand the needs and objectives of other teams in
they use data in their work to get their job done. For example information the organisation. • Understands the basic principles of user research and experience
that is read over email and presented in reports and systems. in relation to the psychological interaction between humans and
• Collaborates across teams, sharing data in order to enhance team information and technology.
All data consumers should be able to know what good quality data looks decision making and project implementation.
• Shows an awareness of how testing and reporting on user experience
like, so that they can define requirements and assess that they can trust the • Shares and cascades relevant data and information across can add value.
data they are working with to inform the decisions they make with it. departments.
• Understands the importance of user-led design to support technology
• Builds trusting relationships across other teams. adoption.
Responsibilities
• Receives data to perform queries, analysis, and reporting for decision
making. BUSINESS ANALYSIS SECURITY & ETHICS

• As the end user of the data, needs to participate in defining business • Adheres to ethical and legal standards and protocols when using data.
• Applies specialist and detailed technical expertise to analyse
terms and processes to get the right data that is fit for purpose (a key part organisational data.
of data quality standards). • Demonstrates an awareness of security, systems and legacy
• Shows ability to identify common themes and core issues across the management when performing activities that involve data and
• Ensures that their consumption and usage of data complies with data organisation. technology.
governance and ethics policies as well as data sharing agreements. • Produces workable solutions to complex organisational problems. • Understands the purpose of business impact analysis, crisis
• As a consumer, they also have stewardship responsibilities for identifying management, continuity and recovery plans in relation to IT policy
• Calculates and advises on risk/reward ratio of investment in data
and regulatory requirements.
errors and issues in data and working with appropriate teams to rectify analysis and sharing.
any quality issues. • Understands the regulatory and ethical importance of data privacy.

Collaborates with
• Everyone

!
Please note this is not an exhaustive list of skills and
responsibilities relating to this role – it highlights what
is most important in relation to the IMF and NDT.

51
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

LIFECYCLE ASSURANCE &
COMMUNICATION
QUALITY MANAGEMENT
Data Custodian • Listens to understand the specific data challenges within their team. • Demonstrates the ability to analyse the detail of lifecycle inputs and
outputs and can pinpoint process and data quality issues that affect
• Shares best practice with other business units and across industry.
Organisational outputs and suggest improvements.
• Communicates a compelling story to their team as to the need for
• Demonstrates the ability to model descriptive and perspective cross-
better quality data management.
functional processes, emphasising quality control for data inputs and
• Articulates key data management challenges to department head/ outputs and the rationale for process design.
function.
• Evaluates the quality of data in relation to fit for purpose (business
need). Suggests improvements to governance and process to improve
quality.

Overview COMMERCIAL MINDSET • Demonstrates the ability to influence process modelling based on
information requirements, governance and compliance procedures
Data Custodians are responsible for the aggregation, storage and use of data • Understands commercial KPIs for own role and team.
that must be in place.
sets. They often sit within the IT function and deal with the actual nuts and
• Identifies opportunities and sources the right quality data to drive
bolts of transporting and storing data, rather than issues around what data is.
commercial decisions in own role.
Examples of this role include data engineers and database administrators. DATA MODELLING
• Shows ability to create a simple business case for where better-quality
data is needed in own role.
• Demonstrates the ability to write and maintain ontologies using logic
Responsibilities and can represent how data concepts relate to each other.
• Acts as the main point of contact for aggregating, storing and enabling • Demonstrates the ability to relate ontologies to complex taxonomies
the use of data (including data sharing) for the semantic web using BUSINESS ANALYSIS in order to classify and organise vast amounts of data.
programming languages. • Demonstrates the ability to relate external reference data models
• Breaks information into component parts, patterns and relationships. to internal data models so that data can be categorised and shared
• Collaborates with enterprise and system architects and cyber security
• Probes for further information or greater understanding of a problem. across an organisation and externally with a shared understanding.
specialists to develop the right safeguards and security measures to
protect confidentiality, integrity and availability of data • Produces workable solutions to a range of basic problems. • Advises on design and data modelling to facilitate better data sharing
and interoperability between systems.
• Promotes integration by aggregating data and making sharing data • Represents data in a truthful way, without misleading others.
possible by moving towards automation to creates efficiencies.
ANALYTICS & INTELLIGENCE

Collaborates with • Actively engages others to build an understanding on the quality

• Data Consumer requirements of data being produced and analysed and how this can
enable better decision-making.
• Data Steward
• Uses statistical, practical and ethical methods to design and enhance
• Data Owner algorithms and has knowledge of how algorithms can be made
scalable across various data sets.
• Data Lead
• Able to recognise the types of data needed to generate insights
• Cyber Security Specialist and support decision-making, and decides on the best principles to
design/follow when transforming and analysing large and varied data
• ArchitectS
sets.
• Process Owner • Actively uses a range of different visualisation and sense-making
techniques to present trends and inform decision making.

!
Please remember this is not an exhaustive list of skills
and responsibilities relating to this role – it highlights
what is most important in relation to the IMF and NDT.

53
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

COMMUNICATION DATA FUNDAMENTALS

Data Producer • Listens and shows understanding of specific data challenges within • Demonstrates the ability to manage different types of data according
their department or function. to its qualities.
Organisational • Communicates courageously upwards the limitations of current data • Uses knowledge of data to help others in the team to collect and store
management and shares best practice. it efficiently.
• Opens a dialogue with others in the business to understand what • Able to generate good quality data to support their decision making.
information they need to do their jobs. • Able to articulate the value of data to others in a way that is easy to
• Articulates the strategy using a compelling story to influence others to comprehend e.g. not using technical jargon.
the needs of their department or function.

Overview LIFECYCLE ASSURANCE &

QUALITY MANAGEMENT
Everyone in an organisation can be considered a Data Producer because ADAPTABILITY
they represent anyone who can create, update and delete data. For example • Can define the purpose of lifecycle management and explain how it
those who enter data into a system or application, or write a report. They • Creates opportunities and forums for people to share knowledge and may positively impact the quality of data.
are aware of the quality requirements for data they create and are usually ideas across the organisation.
• Can define the principles of process modelling including the ‘as-is’ and
accountable for the accuracy of the data they produce. • Anticipates organisational challenges and plans ahead to navigate ‘to-be’ states and how this is presented using workflow design.
them.
• Knows what good data looks like from understanding data quality
• Builds motivation for improvement across the organisation. dimensions (completeness, uniqueness, consistency, accuracy, timely,
Responsibilities validity).
• Facilitates and promotes innovative ideas across the organisation.
• Understands how the data they produce will be used and play a critical • Can define what questions need to be asked to understand
role in maintaining and improving the quality of an organisation’s data.  information requirements.

• Accountable for the quality of data they produce and following BUSINESS ANALYSIS
compliance procedures such as data privacy regulations.
• Demonstrates competence in the use of analytical tools and SECURITY & ETHICS
technology to analyse data.
• Demonstrates an understanding of how one issue may be part of a • Adheres to ethical and legal standards and protocols when using data.
much larger system. • Demonstrates an awareness of security, systems and legacy
Collaborates with • Produces workable solutions to more complex team problems. management when performing activities that involve data and
technology.
• Everyone • Helps to educate others on the importance of data ethics.
• Understands the purpose of business impact analysis, crisis
management, continuity and recovery plans in relation to IT policy
and regulatory requirements.
• Understands the regulatory and ethical importance of data privacy.

!
Please remember this is not an exhaustive list of skills
and responsibilities relating to this role – it highlights
what is most important in relation to the IMF and NDT.

55
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

NEED TRANSFORMATIONAL LEADERSHIP DATA FUNDAMENTALS

Data Steward MORE

• Translates the national/organisational vision across the business/ • Guides others in understanding of data terms, types and sources.
national institution, gaining buy-in. • Able to recognise the benefits of data to inform how to collect and
Organisational • Empowers others to hold their teams to account on the guidelines and manage it using both established and novel methods.
protocols that govern the treatment of data. • Oversees the use of good quality data to support their own and
• Identifies strengths and skill gaps within the organisation/national other’s decisions, including the types and quality of data needed and
institution related to digital evolution and change. questions being addressed.
• Facilitates the development of identified skill gaps e.g. through • Encourages others to see the value in data by promoting data sharing
sourcing appropriate scalable programmes or resources. and an open data culture.

Overview
COMMUNICATION LIFECYCLE ASSURANCE &
Data Stewards are primary advocates for data quality and usually operate QUALITY MANAGEMENT
within the data/information management and governance disciplines. They
are sometimes called Data Owners and help to define data procedures, • Listens and shows understanding of specific data challenges within • Demonstrates the ability to analyse the detail of lifecycle inputs and
their department or function. outputs and can pinpoint process and data quality issues that affect
standards and guidelines and engage others in the quality management
• Communicates courageously upwards the limitations of current data outputs and suggest improvements.
process.
management and shares best practice. • Demonstrates the ability to model descriptive and perspective cross-
This role can exist at the discipline, function, business process, system functional processes, emphasising quality control for data inputs and
• Opens a dialogue with others in the business to understand what
or project level and can work successfully if empowered to work across information they need to do their jobs. outputs and the rationale for process design.
departments and domains to promote good quality data leading to better • Evaluates the quality of data in relation to fit for purpose (business
integration and value. • Articulates the strategy using a compelling story to influence others to
the needs of their department or function. need). Suggests improvements to governance and process to improve
quality.
• Demonstrates the ability to influence process modelling based on
Responsibilities information requirements, governance and compliance procedures
COLLABORATION
• Maintains and oversees the quality of data by sharing knowledge and that must be in place.
guiding others on best practice to promote a transformation and data • Invests time to understand objectives of external stakeholders and
quality driven culture. identifies common needs and challenges.
SECURITY & ETHICS
• Expert in understanding what ‘good quality’ means for data and • Collaborates across borders and with other organisations/national
information and will monitor and advise on the topic using reports and institutions, sharing data to derive greater value and make strategic
dashboards. decisions, having the national interest in mind. • Understands the reasoning behind different ethical and legal
standards and protocols that surround data, including its quality and
• Role models a culture of openness and sharing within the
• Understands how good quality data impacts value and shares this use (including sharing).
organisation.
knowledge with others to encourage best practice. • Practices secure methods when collecting and analysing data whilst
• Builds trusting relationships both organisationally and nationally. showing working knowledge of the different security and legacy
• Acts as a point of contact for data quality related issues, often mediating
requirements of different systems.
conversations between business and IT.
• Performs business impact analysis and technology risk assessments in
relation to IT policy and regulatory requirements.
Collaborates with • Practices good understanding of data privacy by gaining consent to
use personal data and/or anonymising data when individuals could be
• Everyone identified.

!
Please remember this is not an exhaustive list of skills
and responsibilities relating to this role – it highlights
what is most important in relation to the IMF and NDT.

57
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

TRANSFORMATIONAL LEADERSHIP DATA FUNDAMENTALS
NEED
Data Leader MORE
• Creates a vision grounded in real world purpose at national/ • Able to challenge existing definitions of data terms, types and sources
organisational level with clear goals which support everyone to and write new definitions where applicable.
Organisational understand and achieve the wider strategy of a digital twin and NDT. • Demonstrates knowledge of methods and tools with the ability to
• Champions the guidelines and protocols that govern the treatment of present new data collection and storage methods coherently.
data and empowers everyone to take responsibility for these. • Makes critical decisions by understanding and synthesising high
• Analyses current and future trends to proactively identify future talent volume, high velocity or complex heterogenous data and is able
needs for the business/national institution and puts in place plans to to spot quality issues and recommend improvements. Enables and
build capabilities required. coaches others to make data-driven decisions.
• Consistently defines new uses and value from data and is able to
articulate the steps others need to take to generate increased value
Overview
COMMUNICATION from data.
Data Leaders inspire a shared vision on the benefits of data, seeing it as a
defining asset and key business responsibility needed to meet strategic
objectives and promote social outcomes. They believe better data is critical • Listens deeply to understand specific business and technical LIFECYCLE ASSURANCE &
challenges within and across organisations. QUALITY MANAGEMENT
to improving the quality of decision making and hence improving business
performance. • Influences key stakeholders at c-suite and national level to the benefits
of better quality data management. • Uses knowledge of lifecycle management to view processes in a
They understand that data needs to be made available to those who need it holistic way, seeing the correlation between data inputs and outputs
to support their processes, while protecting it from illicit or immoral use. • Translates the technical concepts of the IMF into practical, accessible that occur as a result.
language with minimal use of technical jargon.
They motivate groups of people and are forward thinking in their approach. • Applies the principles of process modelling and workflow design
• Tells a powerful story of the “Why” for digital transformation with to create business process artefacts that show events, action and
They champion the value of digital assets and data quality in a collaborative
passion and authenticity, using a variety of styles to maximise impact connection points of a process.
way and are usually someone in a position of authority. on the audience.
• Uses knowledge of the data quality dimensions in their everyday
practice to validate data.
Responsibilities • Researches what information is needed to enable certain decisions to
COLLABORATION
• Sets the vision on how the organisation can get value out of data. be made and can map these requirements to processes.
• Develops Policy, Strategy and Plans to improve maturity in how data/ • Invests time to understand objectives of external stakeholders and
information is managed. identifies common needs and challenges.
SECURITY & ETHICS
• Builds relationships and information exchanges with external • Collaborates across borders and with other organisations/national
stakeholders such as customers, contributors and industry bodies institutions, sharing data to derive greater value and make strategic
• Able to author internal organisational ethical and governance
decisions, having the national interest in mind.
• Moves the organisation away from a data protective culture towards standards and protocols. Acts as the first point of escalation for non-
sharing data to drive organisation benefits and public good. • Role models a culture of openness and sharing within the compliance.
organisation.
• Builds and empowers a culture that sees data as an asset and makes • Able to articulate security and ethical design requirements and
everyone see they have a role in data quality across the quality • Builds trusting relationships both organisationally and nationally. recommend measures to ensure systems stay secure.
improvement lifecycle. • Able to analyse risk and perform steps to manage crisis issues and
develop and implement continuity and recovery plans.
• Can justify the use of personal or sensitive data when challenges on
Collaborates with business, ethical and legal grounds.
• Industry bodies and policy makers
• Shareholders
• Customers
• Employees

!
Please remember this is not an exhaustive list of skills
• Funding Bodies and responsibilities relating to this role – it highlights
what is most important in relation to the IMF and NDT.

59
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

TRANSFORMATIONAL LEADERSHIP DATA FUNDAMENTALS

Process Modeller • Translates the national/organisational vision for their team, gaining • Guides others in understanding of data terms, types and sources.
buy-in. • Able to recognise the benefits of data to inform how to collect and
Organisational • Facilitates understanding and holds their team to account on the manage it using both established and novel methods.
guidelines and protocols that govern the treatment of data. • Oversees the use of good quality data to support their own and
• Works with other team members to help them understand strengths other’s decisions, including the types and quality of data needed and
and development areas related to digital evolution and change. questions being addressed.
• Coaches, mentors and develops the skills related to digital • Encourages others to see the value in data by promoting data sharing
transformation in the team. and an open data culture.

Overview
LIFECYCLE ASSURANCE &
Process Modellers are responsible for creating, sustaining and improving COMMUNICATION QUALITY MANAGEMENT
processes within an organisation.
• Listens and shows understanding of specific data challenges within • Uses knowledge of lifecycle management to view processes in a
They aim to create efficiencies, drive process quality enhancements, improve their department or function. holistic way, seeing the correlation between data inputs and outputs
communication and promote correct adherence to the process. that occur as a result.
• Communicates courageously upwards the limitations of current data
They are a subject matter expert on the process and understand the management and shares best practice. • Applies the principles of process modelling and workflow design
stakeholders and tools involved to make the process successful. to create business process artefacts that show events, action and
• Opens a dialogue with others in the business to understand what
connection points of a process.
information they need to do their jobs.
• Uses knowledge of the data quality dimensions in their everyday
• Articulates the strategy using a compelling story to influence others to
Responsibilities practice to validate data.
the needs of their department or function.
• Develops processes by collaborating with stakeholders involved • Researches what information is needed to enable certain decisions to
be made and can map these requirements to processes.
including the process owner.
COLLABORATION
• Clearly communicates process change to all who are affected, including
dependencies and downstream effects. SECURITY & ETHICS
• Invests time to understand cross functional objectives and KPIs and
• Ensures all process information (including information on recent changes) how they interrelate.
are accessible and available to all when needed. • Collaborates cross functionally with the big picture in mind to enhance
• Understands the reasoning behind different ethical and legal
standards and protocols that surround data, including its quality and
• Reviews current process in line with strategic goals, aiming to use strategic decision making and project implementation.
use (including sharing).
technology to deliver efficiencies. • Encourages and facilitates the sharing of data cross functionally to
• Practices secure methods when collecting and analysing data whilst
optimise decision making.
• Works with data stewards and data leaders to understand where process showing working knowledge of the different security and legacy
improvements may increase the quality and use of data and transform • Builds trusting relationships across the entire organisation. requirements of different systems.
processes accordingly. • Performs business impact analysis and technology risk assessments in
relation to IT policy and regulatory requirements.
• Practices good understanding of data privacy by gaining consent to
Collaborates with use personal data and/or anonymising data when individuals could be
identified.
• Data Leader
• Data Steward
• Data Custodians
• Data Producer

!
• Data Consumer Please remember this is not an exhaustive list of skills
• Systems Architect and responsibilities relating to this role – it highlights
what is most important in relation to the IMF and NDT.

61
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

Benefits NEW
ROLE
COMMUNICATION DATA FUNDAMENTALS

Manager • Listens and shows understanding of specific data challenges within

their department or function.
• Demonstrates the ability to manage different types of data according
to its qualities.
• Communicates courageously upwards the limitations of current data • Uses knowledge of data to help others in the team to collect and store
National it efficiently.
management and shares best practice.
• Opens a dialogue with others in the business to understand what • Able to generate good quality data to support their decision making.
information they need to do their jobs. • Able to articulate the value of data to others in a way that is easy to
• Articulates the strategy using a compelling story to influence others to comprehend e.g. not using technical jargon.
the needs of their department or function.

Overview
ANALYTICS & INTELLIGENCE
Benefits Managers seek to quantify, track and manage benefits and COMMERCIAL MINDSET
outcomes aligned to specific activities and outputs. Benefits could be • Awareness of what good quality data looks like in relation to its ability
anything from revenue generation, efficiency and the elimination of waste to • Contributes to setting commercial KPIs for the entire business. to be analysed and inform decision-making.
the benefits of avoiding mistakes and reducing risks. • Knowledge of mathematical and statistical techniques for analysing
• Identifies user opportunities and sources the right quality data to drive
They promote and adopt an early benefits realisation culture and present effective decisions across the organisation. data.
tangible and quantitative benefits of sharing data for a number of different • Shows ability to create a complex business case for where better • Awareness of how to use scientific methods to manipulate data when
stakeholders. quality data is needed. running analyses, including extrapolation and regression.
• Demonstrates and clearly articulates a strong understanding of • Has knowledge of different mediums used to convey information (e.g.
commercial strategy and how it contributes to the NDT. reports, visualisations, dashboards).
Responsibilities
• Tracks and communicates the benefits and outcomes of different
activities and outputs in relation to the IMF and NDT. SECURITY & ETHICS
BUSINESS ANALYSIS
• Aligns to an iterative delivery model to promote early benefits realisation
and ensures that outcomes are for the public good. • Applies specialist and detailed technical expertise to analyse • Adheres to ethical and legal standards and protocols when using data.
organisational data. • Demonstrates an awareness of security, systems and legacy
• Typically builds use cases around the value of activities in relation to their
short-term, medium-term and long-term gains to help secure funding • Shows ability to identify common themes and core issues across the management when performing activities that involve data and
organisation. technology.
and encourage more organisations to adopt the IMF and support the
NDT. • Produces workable solutions to complex organisational problems. • Understands the purpose of business impact analysis, crisis
management, continuity and recovery plans in relation to IT policy
• Identifies waste as the cost of mistakes and disasters as a primary source • Calculates and advises on risk/reward ratio of investment in data and regulatory requirements.
analysis and sharing.
of benefits that can be gained by decisions being informed by fit-for- • Understands the regulatory and ethical importance of data privacy.
purpose data.

Collaborates with
• Industry Leaders
• Business Analysts
• Programme Office
• Data Custodians

!
Please remember this is not an exhaustive list of skills
and responsibilities relating to this role – it highlights
what is most important in relation to the IMF and NDT.

63
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

Cyber Security COMMUNICATION DATA FUNDAMENTALS

Specialist • Listens deeply to understand specific business and technical

challenges within and across organisations.
• Able to challenge existing definitions of data terms, types and sources
and write new definitions where applicable.
• Influences key stakeholders at c-suite and national level to the benefits • Demonstrates knowledge of methods and tools with the ability to
National of better quality data management. present new data collection and storage methods coherently.
• Translates the technical concepts of the IMF into practical, accessible • Makes critical decisions by understanding and synthesising high
language with minimal use of technical jargon. volume, high velocity or complex heterogenous data and is able
to spot quality issues and recommend improvements. Enables and
• Tells a powerful story of the “Why” for digital transformation with
coaches others to make data-driven decisions.
passion and authenticity, using a variety of styles to maximise impact
on the audience. • Consistently defines new uses and value from data and is able to
Overview articulate the steps others need to take to generate increased value
from data.
Cyber Security Specialists use technologies, processes and controls to protect
internet-connected systems such as hardware, software and data from cyber ADAPTABILITY
attacks. They also protect against the unauthorised exploitation of systems,
networks and technologies. They are able to promote business continuity • Drives a continuous learning culture within the organisation or DATA MODELLING
and trust in an organisations ability to prevent themselves from cyber attacks national institution.
and malicious intervention that could harm other organisations, individuals • Demonstrates the ability to write and maintain ontologies using logic
• Creates resilient strategies and operations.
and can represent how data concepts relate to each other.
or the country. • Creates a safe environment where others can talk openly about
• Demonstrates the ability to relate ontologies to complex taxonomies
personal strengths and development needs in order to improve.
in order to classify and organise vast amounts of data.
Responsibilities • Champions innovation across the organisation and/or nationally.
• Demonstrates the ability to relate external reference data models
to internal data models so that data can be categorised and shared
• Works with data regulators to develop best practice advice to support
across an organisation and externally with a shared understanding.
organisations in performing regular audits for compliant purposes.
BUSINESS ANALYSIS • Advises on design and data modelling to facilitate better data sharing
• Monitors for attacks and intrusions on the NDT whilst looking for and interoperability between systems.
vulnerabilities and risks in hardware and software. Reports on these
• Applies specialist and detailed technical expertise to analyse
to the effected organisations so that they act to close off security organisational data.
vulnerabilities.
• Shows ability to identify common themes and core issues across the SECURITY & ETHICS
• Advises organisations involved in the NDT to implement comprehensive organisation.
vulnerability management systems across all assets on-premises and in • Produces workable solutions to complex organisational problems. • Defines best practice for standards and protocols and sets tasks
the cloud. and targets in relation to legal compliance, governance procedures
• Calculates and advises on risk/reward ratio of investment in data
• Sets best practice guidance for organisations to ensure that a shared analysis and sharing. and business integrity. Acts as the final point of escalation for non-
compliance.
disaster recovery/business continuity plans are put in place.
• Actively drives a secure by design approach to choosing, using and
designing technology. Raises awareness for cyber security risks
Collaborates with and the role and methods systems can play to prevent them being
realised.
• Data Custodian • Promotes continuous assessment of cyber security risk and resilience
• Data Architect by ensuring penetration testing is performed to ensure business
continuity and legal obligations are met. Stays up to date with hacking
• Data Governance Specialists methods to recommend technology and processes to prevent attacks.
• Data Regulators • Advocates for individual awareness of data privacy measures and
promotes ethical considerations that puts control back in the hand of
• Sector Regulators

!
Please note this is not an exhaustive list of skills and the individual for the public good.
responsibilities relating to this role – it highlights what
is most important in relation to the IMF and NDT.

65
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

Data NEW
ROLE
COMMUNICATION DATA FUNDAMENTALS

Regulator • Listens deeply to understand specific business and technical

challenges within and across organisations.
• Able to challenge existing definitions of data terms, types and sources
and write new definitions where applicable.
• Influences key stakeholders at c-suite and national level to the benefits • Demonstrates knowledge of methods and tools with the ability to
National of better quality data management. present new data collection and storage methods coherently.
• Translates the technical concepts of the IMF into practical, accessible • Makes critical decisions by understanding and synthesising high
language with minimal use of technical jargon. volume, high velocity or complex heterogenous data and is able
to spot quality issues and recommend improvements. Enables and
• Tells a powerful story of the “Why” for digital transformation with coaches others to make data-driven decisions.
passion and authenticity, using a variety of styles to maximise impact
on the audience. • Consistently defines new uses and value from data and is able to
Overview articulate the steps others need to take to generate increased value
from data.
The Data Regulator is an independent authority set up to uphold information
COLLABORATION
rights for the public good.
LIFECYCLE ASSURANCE &
They collaborate with regulated sectors, government bodies and other • Invests time to understand objectives of external stakeholders and QUALITY MANAGEMENT
regulators to develop regulation that promotes openness, secure sharing identifies common needs and challenges.
• Able to advise on best practices for lifecycle management to improve
and data privacy for individuals and organisations – setting the framework • Collaborates across borders and with other organisations/national process and the quality of data outputs. Can predict potential data
for consistency. institutions, sharing data to derive greater value and make strategic quality risks and issues with lifecycles and suggest mitigation.
decisions, having the national interest in mind.
They are focused on the legal, cyber security and ethical use of data to • Models lifecycle processes that consider internal and external events,
drive national trust and transparency and ensure the nation benefits from • Role models a culture of openness and sharing within the actions and connection points. Makes critical decisions on process
availability and sharing of good quality data. organisation. improvements to reduce waste and improve data quality and
• Builds trusting relationships both organisationally and nationally. integration.
• Able to demonstrate the impact fit for purpose data has on decision
Responsibilities making and value. Works with others to set standards, governance
ADAPTABILITY and targets for data quality in relation to the purpose it serves.
• Investigates existing data processes, procedures and regulation within
regulated industries and government bodies and collaborates with sector • Inspires teams to develop process and information requirements with
• Creates opportunities and forums for people to share knowledge and the end in mind, focusing on what decisions need answering and
regulatros to inform better practices that align to changes in technology,
ideas across the organisation. working backwards to map data flows.
data and UK strategic aims such as the National Digital Twin.
• Anticipates organisational challenges and plans ahead to navigate
• Informs sector regulators to specify data requirements and outlines them.
challenges that the data regulator can support. SECURITY & ETHICS
• Builds motivation for improvement across the organisation.
• Assesses quality, ethical and secure use of data of regulated industries
• Facilitates and promotes innovative ideas across the organisation. • Defines best practice for standards and protocols and sets tasks
and government departments to build an understanding of maturity and targets in relation to legal compliance, governance procedures
levels, risk and inform best practice and regulation. and business integrity. Acts as the final point of escalation for non-
compliance.
• Actively drives a secure by design approach to choosing, using and
Collaborates with designing technology. Raises awareness for cyber security risks
• Policy Makers and the role and methods systems can play to prevent them being
realised.
• Industry Leaders
• Promotes continuous assessment of cyber security risk and resilience
• Sector Regulators by ensuring penetration testing is performed to ensure business
continuity and legal obligations are met. Stays up to date with hacking
• Cyber Regulators methods to recommend technology and processes to prevent attacks.

!
• Legal Regulators Please remember this is not an exhaustive list of skills • Advocates for individual awareness of data privacy measures and
and responsibilities relating to this role – it highlights promotes ethical considerations that puts control back in the hand of
what is most important in relation to the IMF and NDT. the individual for the public good.

67
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

Industry NEED
MORE
TRANSFORMATIONAL LEADERSHIP DATA FUNDAMENTALS

Leader • Creates a vision grounded in real world purpose at national/

organisational level with clear goals which support everyone to
• Able to challenge existing definitions of data terms, types and sources
and write new definitions where applicable.
understand and achieve the wider strategy of a digital twin and NDT.
• Demonstrates knowledge of methods and tools with the ability to
National • Champions the guidelines and protocols that govern the treatment of present new data collection and storage methods coherently.
data and empowers everyone to take responsibility for these.
• Makes critical decisions by understanding and synthesising high
• Analyses current and future trends to proactively identify future talent volume, high velocity or complex heterogenous data and is able
needs for the business/national institution and puts in place plans to to spot quality issues and recommend improvements. Enables and
build capabilities required. coaches others to make data-driven decisions.
• Consistently defines new uses and value from data and is able to
Overview articulate the steps others need to take to generate increased value
COMMUNICATION from data.
A strategic leader who thinks long term on both an organisational and
national level. This individual helps to create and effectively communicate
• Listens deeply to understand specific business and technical
the strategic vision of the IMF and NDT in a way that feel applicable to the LIFECYCLE ASSURANCE &
challenges within and across organisations.
majority and is easy to understand and cascade to others. This role takes the QUALITY MANAGEMENT
necessary opportunities for positive long-term change based on strategic • Influences key stakeholders at c-suite and national level to the benefits
of better quality data management. • Demonstrates the ability to analyse the detail of lifecycle inputs and
priorities within the industry. outputs and can pinpoint process and data quality issues that affect
• Translates the technical concepts of the IMF into practical, accessible
They motivate groups of people to achieve common industry wide goals and outputs and suggest improvements.
language with minimal use of technical jargon.
are forward thinking in their approach. They champion the value of digital • Demonstrates the ability to model descriptive and perspective cross-
• Tells a powerful story of the “Why” for digital transformation with
assets and data quality in a collaborative way. passion and authenticity, using a variety of styles to maximise impact
functional processes, emphasising quality control for data inputs and
outputs and the rationale for process design.
on the audience.
• Evaluates the quality of data in relation to fit for purpose (business
Responsibilities need). Suggests improvements to governance and process to improve
quality.
• Understands industry wide trends and needs through liaison across COLLABORATION
organisations within the industry • Demonstrates the ability to influence process modelling based on
information requirements, governance and compliance procedures
• Provides thought leadership on future initiatives to develop the industry • Invests time to understand objectives of external stakeholders and that must be in place.
such as showing how data enables better decisions, empowering a identifies common needs and challenges.
culture that views data as an asset and makes everyone see they have a • Collaborates across borders and with other organisations/national
role to play in data quality. institutions, sharing data to derive greater value and make strategic
SECURITY & ETHICS
decisions, having the national interest in mind.
• Develops and communicating strategy at the national level
• Role models a culture of openness and sharing within the • Understands the reasoning behind different ethical and legal
• Plans and organises activities to help meet the goals of the industry organisation. standards and protocols that surround data, including its quality and
• Moves the industry away from a data protective culture and encourages • Builds trusting relationships both organisationally and nationally. use (including sharing).
organisations to adopt an open-shared data culture by presenting • Practices secure methods when collecting and analysing data whilst
benefits and use cases. showing working knowledge of the different security and legacy
requirements of different systems.
• Performs business impact analysis and technology risk assessments in
Collaborates with relation to IT policy and regulatory requirements.
• Organisational Leaders • Practices good understanding of data privacy by gaining consent to
use personal data and/or anonymising data when individuals could be
• Government Bodies identified.
• Industry Bodies

!
Please remember this is not an exhaustive list of skills
• Benefits Manager and responsibilities relating to this role – it highlights
what is most important in relation to the IMF and NDT.

69
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

LIFECYCLE ASSURANCE &
NEW COMMUNICATION
QUALITY MANAGEMENT
NDT Architect ROLE
• Listens and shows understanding of specific data challenges within • Able to challenge existing definitions of data terms, types and sources
their department or function. and write new definitions where applicable.
National • Communicates courageously upwards the limitations of current data • Demonstrates knowledge of methods and tools with the ability to
management and shares best practice. present new data collection and storage methods coherently.
• Opens a dialogue with others in the business to understand what • Makes critical decisions by understanding and synthesising high
information they need to do their jobs. volume, high velocity or complex heterogenous data and is able
to spot quality issues and recommend improvements. Enables and
• Articulates the strategy using a compelling story to influence others to
coaches others to make data-driven decisions.
the needs of their department or function.
• Consistently defines new uses and value from data and is able to
Overview articulate the steps others need to take to generate increased value
from data.
Plans and designing how data across organisations, relate to each other in a COLLABORATION
way promotes interoperability and facilitates a systems-of systems approach.
They collaborate with organisations and data governance specialists to • Invests time to understand the needs and objectives of other teams in DATA MODELLING
ensure individuals, government and organisations have the right access to the organisation.
information, in the right place, at the right time. • Collaborates across teams, sharing data in order to enhance team • Able to advise on industry wide ontological development using logic,
decision making and project implementation. philosophy, collaboration and industry knowledge.
Responsibilities • Shares and cascades relevant data and information across • Able to advise on the principles of logic and philosophy that apply to
departments. taxonomies and uses automation to classify and organise data at scale.
• Main point of contact for national interoperability and sharing. • Builds trusting relationships across other teams. • Able to advise on industry wide reference data models based on
• Responsible for understanding and working with data architects and industry knowledge of semantics to make data interoperability
cyber security specialists to develop the right safeguards, governance automated and coherent.
and security measures to protect confidentiality, integrity and availability • Challenges behaviours that go against data sharing and
BUSINESS ANALYSIS
of data. interoperability and advocates for an open data approach through
architecture model design.
• Creates alignment between different organisations and listen to • Applies specialist and detailed technical expertise to analyse
government data owners and business users to understand their data organisational data.
sharing data needs. • Shows ability to identify common themes and core issues across the
organisation. ANALYTICS & INTELLIGENCE
• Promotes integration by aggregating data and making sharing data
possible. • Produces workable solutions to complex organisational problems.
• Champions the impact good quality data has on analytics and
• Calculates and advises on risk/reward ratio of investment in data intelligence and helps process owners and modellers understand the
analysis and sharing. standards for data within their part of the organisation.
Collaborates with
• Oversees the design of algorithms, evaluating and championing ethics
• Data Stewards and advising on how they can be resiliently scaled across large data
sets.
• Data Owners
• Uses domain knowledge and industry experience to inform and
• Cyber Security Specialists Architects influence the types of data and analysis methods that should be used
to address business and industry needs.
• Is able to advise on best practice visualisation methods to present new
evidence as well as being able to evaluate the quality and value of that
evidence.

!
Please remember this is not an exhaustive list of skills
and responsibilities relating to this role – it highlights
what is most important in relation to the IMF and NDT.

71
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

COMMUNICATION DATA FUNDAMENTALS
NEW
Ontologist ROLE
• Listens deeply to understand specific business and technical • Able to challenge existing definitions of data terms, types and sources
challenges within and across organisations. and write new definitions where applicable.
National • Influences key stakeholders at c-suite and national level to the benefits • Demonstrates knowledge of methods and tools with the ability to
of better quality data management. present new data collection and storage methods coherently.
• Translates the technical concepts of the IMF into practical, accessible • Makes critical decisions by understanding and synthesising high
language with minimal use of technical jargon. volume, high velocity or complex heterogenous data and is able
to spot quality issues and recommend improvements. Enables and
• Tells a powerful story of the “Why” for digital transformation with
coaches others to make data-driven decisions.
passion and authenticity, using a variety of styles to maximise impact
on the audience. • Consistently defines new uses and value from data and is able to
Overview articulate the steps others need to take to generate increased value
Ontologists work to determine deeper logical structures and arrangements from data.
of information. To meet the needs of the IMF, they need to have a strong COLLABORATION
understanding of philosophical ontology (what is data about) and the real-
LIFECYCLE ASSURANCE &
world relationship it has. In other words, they need to be able to extract
• Invests time to understand objectives of external stakeholders and QUALITY MANAGEMENT
natural language and formalise it beyond logic in a way that is still sufficiently identifies common needs and challenges.
clear and rich. • Demonstrates the ability to analyse the detail of lifecycle inputs and
• Collaborates across borders and with other organisations/national
outputs and can pinpoint process and data quality issues that affect
They collaborate to define, develop and align national ontologies and data institutions, sharing data to derive greater value and make strategic
outputs and suggest improvements.
models for the built environment that facilitate integration/alignment with decisions, having the national interest in mind.
different ontologies. • Demonstrates the ability to model descriptive and perspective cross-
• Role models a culture of openness and sharing within the
functional processes, emphasising quality control for data inputs and
organisation.
outputs and the rationale for process design.
• Builds trusting relationships both organisationally and nationally.
Responsibilities • Evaluates the quality of data in relation to fit for purpose (business
need). Suggests improvements to governance and process to improve
• Identifies the types of objects that properties are associated with and quality.
identify distinctions between entities and categories - between things BUSINESS ANALYSIS • Demonstrates the ability to influence process modelling based on
and characteristics of things. information requirements, governance and compliance procedures
• Develops schemas and determine conventions with regard to how data is • Applies specialist and detailed technical expertise to analyse that must be in place.
structured overall for both storing information and sharing information. organisational data.

• Develops standards that specify standard conceptual vocabularies in • Shows ability to identify common themes and core issues across the
organisation. DATA MODELLING
which to exchange data among systems, provide services for answering
queries, publish reusable knowledge bases, and offer services to facilitate • Produces workable solutions to complex organisational problems.
interoperability across multiple, heterogeneous systems and databases. • Able to advise on industry wide ontological development using logic,
• Calculates and advises on risk/reward ratio of investment in data
philosophy, collaboration and industry knowledge.
analysis and sharing.
• Able to advise on the principles of logic and philosophy that apply to
Collaborates with taxonomies and uses automation to classify and organise data at scale.

• Policy Makers • Able to advise on industry wide reference data models based on
industry knowledge of semantics to make data interoperability
• Data Stewards automated and coherent.
• Data Curators • Challenges behaviours that go against data sharing and
interoperability and advocates for an open data approach through
• Asset Managers architecture model design.
• Data Quality Experts
• Programmers
• Analysts
73
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

COMMUNICATION DATA FUNDAMENTALS

Policy Maker • Listens deeply to understand specific business and technical • Able to challenge existing definitions of data terms, types and sources
challenges within and across organisations. and write new definitions where applicable.
National • Influences key stakeholders at c-suite and national level to the benefits • Demonstrates knowledge of methods and tools with the ability to
of better quality data management. present new data collection and storage methods coherently.
• Translates the technical concepts of the IMF into practical, accessible • Makes critical decisions by understanding and synthesising high
language with minimal use of technical jargon. volume, high velocity or complex heterogenous data and is able
to spot quality issues and recommend improvements. Enables and
• Tells a powerful story of the “Why” for digital transformation with
coaches others to make data-driven decisions.
. passion and authenticity, using a variety of styles to maximise impact
on the audience. • Consistently defines new uses and value from data and is able to
Overview articulate the steps others need to take to generate increased value
Policy Makers formulate and amend policy around data, spanning areas from data.
like privacy, sharing, ethics and security. They adapt and respond to
COLLABORATION
industry needs as well as the public good. A Policy maker is responsible for LIFECYCLE ASSURANCE &
formulating or amending policy. At a national level in the UK this includes QUALITY MANAGEMENT
• Invests time to understand cross functional objectives and KPIs and
Ministers, their advisers, civil servants, officially appointed Chief Scientific
how they interrelate. • Able to advise on best practices for lifecycle management to improve
Advisers, Parliamentary Committee members, MPs, Lords, and all of their process and the quality of data outputs. Can predict potential data
advisory staff. In certain policy areas it also includes the staff of government • Collaborates cross functionally with the big picture in mind to enhance
strategic decision making and project implementation. quality risks and issues with lifecycles and suggest mitigation.
agencies  who have expert knowledge in a particular area and tend to play a
• Models lifecycle processes that consider internal and external events,
role in informing the policy making process.  • Encourages and facilitates the sharing of data cross functionally to
actions and connection points. Makes critical decisions on process
optimise decision making.
improvements to reduce waste and improve data quality and
• Builds trusting relationships across the entire organisation. integration.
Responsibilities
• Able to demonstrate the impact fit for purpose data has on decision
• Aims to be supportive and quick at adapting policy to support regulators, making and value. Works with others to set standards, governance
innovation and development rather than hindering it. and targets for data quality in relation to the purpose it serves.
ADAPTABILITY
• Sees data as an asset and influence organisations to adopt the same • Inspires teams to develop process and information requirements with
the end in mind, focusing on what decisions need answering and
mentality. • Drives a continuous learning culture within the organisation or working backwards to map data flows.
• Undertakes or commissions research. national institution.
• Creates resilient strategies and operations.
• Keeps up to date with social, political and economic developments and SECURITY & ETHICS
briefing others on these. • Creates a safe environment where others can talk openly about
personal strengths and development needs in order to improve.
• Carries out consultations with internal and external stakeholders. • Defines best practice for standards and protocols and sets tasks
• Champions innovation across the organisation and/or nationally. and targets in relation to legal compliance, governance procedures
• Manages and tracks the delivery of political or organisational priorities. and business integrity. Acts as the final point of escalation for non-
compliance.

Collaborates with • Actively drives a secure by design approach to choosing, using and
designing technology. Raises awareness for cyber security risks
• Shareholders and the role and methods systems can play to prevent them being
realised.
• Management
• Promotes continuous assessment of cyber security risk and resilience
• Trade Unions by ensuring penetration testing is performed to ensure business
continuity and legal obligations are met. Stays up to date with hacking
• Customers
methods to recommend technology and processes to prevent attacks.

!
• Suppliers Please remember this is not an exhaustive list of skills • Advocates for individual awareness of data privacy measures and
• Communities and responsibilities relating to this role – it highlights promotes ethical considerations that puts control back in the hand of
what is most important in relation to the IMF and NDT. the individual for the public good.

75
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

Business Skills Digital Skills

TRANSFORMATIONAL LEADERSHIP DATA FUNDAMENTALS
Sector Regulator • Creates a vision grounded in real world purpose at national/ • Able to challenge existing definitions of data terms, types and sources
organisational level with clear goals which support everyone to and write new definitions where applicable.
National understand and achieve the wider strategy of a digital twin and NDT.
• Demonstrates knowledge of methods and tools with the ability to
• Champions the guidelines and protocols that govern the treatment of present new data collection and storage methods coherently.
data and empowers everyone to take responsibility for these.
• Makes critical decisions by understanding and synthesising high
• Analyses current and future trends to proactively identify future talent volume, high velocity or complex heterogenous data and is able
needs for the business/national institution and puts in place plans to to spot quality issues and recommend improvements. Enables and
build capabilities required. coaches others to make data-driven decisions.
• Consistently defines new uses and value from data and is able to
Overview articulate the steps others need to take to generate increased value
from data.
In relation to the IMF and NDT, sector regulators take on an information COMMUNICATION
planning role to identify information requirements for effective oversight of
LIFECYCLE ASSURANCE &
the sector. • Listens deeply to understand specific business and technical
QUALITY MANAGEMENT
challenges within and across organisations.
They work with other national regulators, specifically data, legal and cyber
• Influences key stakeholders at c-suite and national level to the benefits • Able to advise on best practices for lifecycle management to improve
security regulators to inform what the industry needs to do to be nationally
of better quality data management. process and the quality of data outputs. Can predict potential data
complaint and deliver industry or sector-wide benefits. quality risks and issues with lifecycles and suggest mitigation.
• Translates the technical concepts of the IMF into practical, accessible
language with minimal use of technical jargon. • Models lifecycle processes that consider internal and external events,
actions and connection points. Makes critical decisions on process
Responsibilities • Tells a powerful story of the “Why” for digital transformation with
improvements to reduce waste and improve data quality and
passion and authenticity, using a variety of styles to maximise impact
• Investigates existing processes within the sector in terms of data on the audience.
integration.
governance and collaboration to inform better practices. • Able to demonstrate the impact fit for purpose data has on decision
making and value. Works with others to set standards, governance
• Works with process owners to understand the information needed at a
and targets for data quality in relation to the purpose it serves.
sector level to support decision making and collaborates with a variety
COLLABORATION • Inspires teams to develop process and information requirements with
of sector roles to define quality requirements and associated standards.
the end in mind, focusing on what decisions need answering and
The aim of this is to facilitate sharing where appropriate to meet
• Invests time to understand objectives of external stakeholders and working backwards to map data flows.
identified (and justified) requirements.
identifies common needs and challenges.
• Assesses the sector’s quality, ethical and safe use of data to build an • Collaborates across borders and with other organisations/national
understanding of maturity levels, risk and inform best practice. SECURITY & ETHICS
institutions, sharing data to derive greater value and make strategic
decisions, having the national interest in mind.
• Able to author internal organisational ethical and governance
• Role models a culture of openness and sharing within the
Collaborates with organisation.
standards and protocols. Acts as the first point of escalation for non-
compliance.
• Policy Makers • Builds trusting relationships both organisationally and nationally.
• Able to articulate security and ethical design requirements and
• Industry Leaders recommend measures to ensure systems stay secure.
• Data Regulators • Able to analyse risk and perform steps to manage crisis issues and
develop and implement continuity and recovery plans.
• Cyber Regulators
• Can justify the use of personal or sensitive data when challenges on
• Legal Regulators business, ethical and legal grounds.

!
Please remember this is not an exhaustive list of skills
and responsibilities relating to this role – it highlights
what is most important in relation to the IMF and NDT.

77
 Executive Summary Introduction The Skills Gap Skills & Competencies Role profiles Tools Appendix
Organisational | National

CYBER SECURITY DATA ARCHITECT DATA CONSUMER DATA CUSTODIAN

Tools
SPECIALIST
Organisational Organisational Organisational
Organisational

Use technologies, processes and controls to protect Plans and designs how systems relate to each other in a way Receives data to perform queries, analysis, and reporting for Responsible for the aggregation, storage and use of data sets.
internet-connected systems such as hardware, software and that aims to integrate, centralise, protect and maintain the decision making. They must ensure that their consumption and Deals with the actual nuts and bolts of transporting and storing
data from cyber attacks. They also protect against the systems and the data that resides in them. Ensures people usage of data complies with data governance and ethics data, rather than issues around what data is going into the
unauthorised exploitation of systems, networks and have the right access to information in the right place, at the policies as well as data sharing agreements. They also have system and why.
technologies. right time. Promotes data sharing and value through stewardship responsibilities for identifying errors and issues in
interoperability. data and working with appropriate teams to rectify any quality
issues.

BUSINESS DIGITAL BUSINESS DIGITAL BUSINESS DIGITAL BUSINESS DIGITAL

Transformational Lifecycle Assurance & Transformational Lifecycle Assurance & Transformational Lifecycle Assurance & Transformational Lifecycle Assurance &

Take action, get talking

Leadership 10 Quality Management 14 Leadership 10 Quality Management 18 Leadership 8 Quality Management 18 Leadership 4 Quality Management 15

Communication 14 Data Fundamentals 10 Communication 11 Data Fundamentals 14 Communication 8 Data Fundamentals 6 Communication 14 Data Fundamentals 16

Collaboration 4 Data Modelling 9 Collaboration 12 Data Engineering 15 Collaboration 13 Data Modelling 0 Collaboration 4 Data Modelling 18

Adaptability 8 Analytics & Intelligence 3 Adaptability 18 Analytics & Intelligence 11 Adaptability 16 Analytics & Intelligence 11 Adaptability 6 Analytics & Intelligence 16

Get people in your organisation talking about the skills and roles needed to develop digital twins and Commercial Mindset 8 Experience & Application 3 Commercial Mindset 14 Experience & Application 14 Commercial Mindset 10 Experience & Application 2 Commercial Mindset 5 Experience & Application 10

adopt the IMF, to help deliver the National Digital Twin.

Business Analysis 13 Security & Ethics 15 Business Analysis 15 Assurance & Ethics 6 Business Analysis 6 Security & Ethics 5 Business Analysis 5 Security & Ethics 10

You can download and print these competency scorecards plus all the additional roles mentioned on
“List of roles” on page 45 to: NEED
MORE
NEED
MORE
NEED
MORE

• Identify skill and competency gaps more efficiently in a collaborative activity. DATA PRODUCER DATA STEWARD DATA LEADER PROCESS
MODELLER

• Build cross functional teams and understand strengths and weaknesses to ensure you get the right
Organisational Organisational Organisational
Organisational

mix of roles and skills to support your needs. Creates, updates or deletes data in a system. Must understand
how the data is defined, so that definitional guidelines and
As a primary advocate for data quality, helps to define data
procedures, standards and guidelines and engage others in the
Data Leaders inspire a shared vision on the benefits of data,
seeing it as a defining asset in an organisation needed to meet
Process modelers are responsible for creating, sustaining and
improving a particular process within an organisation. They aim
standards set by the organisation are followed. Usually quality management process. They understand how good strategic objectives. Promotes data as a valuable asset and to create efficiencies, drive process quality enhancements,
responsible and accountable for the quality and accuracy of quality data impacts value and shares this knowledge with highlights the role everyone plays in improving data quality. improve communication and promote correct adherence to the

• Develop a resource plan and pipeline of skills needed over a specific time frame to drive data they produce, whilst also adhering to legal compliance
such as data privacy guidelines.
others to encourage best practice. Builds relationships and information exchange with external
stakeholders to improve collaboration and knowledge sharing.
process.

intervention. BUSINESS DIGITAL BUSINESS DIGITAL BUSINESS DIGITAL BUSINESS DIGITAL

Transformational Lifecycle Assurance & Transformational Lifecycle Assurance & Transformational Lifecycle Assurance & Transformational Lifecycle Assurance &
Leadership 1 Quality Management 9 Leadership 12 Quality Management 16 Leadership 18 Quality Management 18 Leadership 15 Quality Management 13

Communication 12 Data Fundamentals 5 Communication 14 Data Fundamentals 18 Communication 17 Data Fundamentals 10 Communication 16 Data Fundamentals 16

Collaboration 3 Data Modelling 5 Collaboration 6 Data Modelling 10 Collaboration 14 Data Modelling 5 Collaboration 9 Data Modelling 9

Adaptability 9 Analytics & Intelligence 2 Adaptability 9 Analytics & Intelligence 10 Adaptability 15 Analytics & Intelligence 9 Adaptability 11 Analytics & Intelligence 7

Commercial Mindset 8 Experience & Application 2 Commercial Mindset 16 Experience & Application 1 Commercial Mindset 17 Experience & Application 9 Commercial Mindset 18 Experience & Application 8
NEED Business Analysis 13 Security & Ethics 7 Business Analysis 10 Security & Ethics 14 Business Analysis 12 Security & Ethics 5 Business Analysis 14 Security & Ethics 7
MORE
Represents if this is a new role or if we need more

DATA STEWARD NEW

ROLE
NEW
ROLE
NEED
MORE

Organisational Represents if this is an organisational or BENEFITS

MANAGER
CYBER SECURITY DATA INDUSTRY
SPECIALIST REGULATOR LEADER
national role National National National National

Promotes and adopt an early benefits realisation culture and Use technologies, processes and controls to protect inter- An independent authority set up to uphold information rights This individual helps to create and effectively communicate the
present tangible and quantitative benefits of sharing data for a for the public good. They collaborate with regulated sectors, strategic vision of the IMF and NDT in a way that is applicable to
As a primary advocate for data quality, helps to define data number of different stakeholders and outcomes for the public
net-connected systems such as hardware, software and data
from cyber attacks. They also protect against the unauthorised government bodies and other regulators to develop regulation the majority and easy to understand and cascade to others. This
role takes the necessary opportunities for positive long-term
good. They see benefits as new revenue generation , efficiency that promotes openness, secure sharing and data privacy for
procedures, standards and guidelines and engage others in the creation, the elimination of waste and the benefits of avoiding
exploitation of systems, networks and technologies.
individuals – setting the framework for consistency. They are
focused on the legal, cyber security and ethical use of data to
change based on strategic priorities within the industry such as
showing how data enables better decisions, empowering a
mistakes and disasters.
quality management process. They understand how good drive national trust and transparency and ensure the nation culture that views data as an asset and makes everyone see they

quality data impacts value and shares this knowledge with Role overview and high level responsibilities benefits from availability and sharing of good quality data. have a role to play in data quality.

BUSINESS
others to encourage best practice. DIGITAL BUSINESS DIGITAL BUSINESS DIGITAL BUSINESS DIGITAL
Transformational Lifecycle Assurance & Transformational Lifecycle Assurance & Transformational Lifecycle Assurance & Transformational Lifecycle Assurance &
Leadership 10 Quality Management 11 Leadership 10 Quality Management 20 Leadership 16 Quality Management 16 Leadership 20 Quality Management 16

Communication 20 Data Fundamentals 7 Communication 16 Data Fundamentals 16 Communication 16 Data Fundamentals 17 Communication 18 Data Fundamentals 16

Collaboration 16 Data Modelling 4 Collaboration 4 Data Modelling 9 Collaboration 12 Data Modelling 1 Collaboration 16 Data Modelling 6

BUSINESS DIGITAL
Skill type (business or digital) Adaptability

Commercial Mindset
17

16
Analytics & Intelligence

Experience & Application

4

8
Adaptability 8 Analytics & Intelligence 3 Adaptability

Commercial Mindset
10

20
Analytics & Intelligence

Experience & Application

5

11
Adaptability

Commercial Mindset
18

20
Analytics & Intelligence

Experience & Application

4

4
Commercial Mindset 14 Experience & Application 3

Business Analysis 3 Security & Ethics 15 Business Analysis 13 Security & Ethics 20 Business Analysis 13 Security & Ethics 14 Business Analysis 12 Security & Ethics 15
Transformational Lifecycle Assurance &
Leadership 12 Quality Management 16

Communication 14 Data Fundamentals 18 Represents a skill family

NEW NEW
Collaboration 6 Data Modelling 10 ROLE ROLE

Adaptability 9 Analytics & Intelligence 10 NDT ARCHITECT ONTOLOGIST POLICY MAKER SECTOR REGULATOR

Commercial Mindset 16 Experience & Application 1 Score relating to competency level: Awareness, National National National National

Business Analysis 10 Security & Ethics 14 Working, Practitioner and Expert A technical role needed specifically to build the information
architecture of the IMF. They are responsible for the
Works to determine deeper logical structures and
arrangements of information and understand philosophical
Formulates and amends policy around data, spanning areas
like privacy, sharing, ethics and security. They adapt and
Takes on an information planning role to identify information
requirements for effective oversight of the sector. Works with
aggregation and use of data sets specifically in relation to data ontology to meet the needs of the IMF. Collaborates to define respond to industry needs as well as the public good. They aim process owners to understand the information needed at a
interoperability and sharing at a national level between and develop national computational ontologies and data to be supportive and quick at adapting policy to support sector level to support decision making. Collaborates with a
different types of organisations. models for the built environment that facilitate integration / innovation and development rather than hindering it. They see variety of sector roles to define quality requirements and
alignment with different ontologies. data as an asset and influence organisations to adopt the same associated standard to facilitate sharing where necessary
mentality. appropriate to meet those identified (and justified) requirements.

BUSINESS DIGITAL BUSINESS DIGITAL BUSINESS DIGITAL BUSINESS DIGITAL

Transformational Lifecycle Assurance & Transformational Lifecycle Assurance & Transformational Lifecycle Assurance & Transformational Lifecycle Assurance &
Leadership 4 Quality Management 15 Leadership 3 Quality Management 20 Leadership 10 Quality Management 16 Leadership 12 Quality Management 16

Communication 14 Data Fundamentals 16 Communication 13 Data Fundamentals 16 Communication 15 Data Fundamentals 16 Communication 16 Data Fundamentals 17

Collaboration 4 Data Modelling 18 Collaboration 6 Data Modelling 20 Collaboration 10 Data Modelling 7 Collaboration 12 Data Engineering 1

KEY: Competency indicators Adaptability 6 Analytics & Intelligence 16 Adaptability

Commercial Mindset
5

15
Analytics & Intelligence

Experience & Application

15

7
Adaptability 16 Analytics & Intelligence 5 Adaptability 10 Analytics & Intelligence 5

Commercial Mindset 5 Experience & Application 10 Commercial Mindset 18 Experience & Application 5 Commercial Mindset 20 Experience & Application 11

Awareness: 0-5 Working: 6-11 Practitioner: 12-15 Expert: 16-20 Business Analysis 5 Security & Ethics 10 Business Analysis 10 Security & Ethics 14 Business Analysis 17 Security & Ethics 19 Business Analysis 13 Assurance & Ethics 20

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Appendix
Definitions Methodology
Competency - A skill applied in a particular context through behaviours Process design - The process began by developing a shared understanding between key
expressed in a measurable way. stakeholders of the purpose of the inquiry, key terms of reference, and required outputs. The
objective was to create a framework outlining targeted role-based skills and competencies
Competency indicators - Each competency level is measured using a set of
needed to design and operate the National Digital Twin.
indicators, which are descriptions of the skill in practice.
Research on existing frameworks - A meta analysis of existing skills and competency
Data quality - Data that is fit for the purposes and context in which it will be
frameworks was conducted which enabled the extrapolation of common themes across a
used.
diverse set of industries. From the research of what exists currently, several options were
Digital - A way of working that captures and uses data, in combination with formulated and proposed in order to test underpinning architecture and design of desired
technologies, devices, systems, processes and/or methods, to generate, final output.
manage and/or share information.
Data collection - Questionnaire - A survey was created to collect data from a wide range
Digital twin - Combines data describing the physical in a digital format. of stakeholders and subject matter experts to gain insight into the extent to which skills
Within the built environment, a digital twin is a realistic digital representation identified in the meta-analysis were required to design and operate a NDT. Priority technical
of assets, processes and systems and non-technical skills were selected based on responses to take forward to focus groups
with stakeholders and SMEs.
Foundational Data Model (FDM) - A consistent, clear ontology for the digital
twin ecosystem: a structure for sharing and validating data. Data collection - Focus groups and interviews - Responses from these focus groups were
thematically analysed and divided into competencies and sub-competencies underpinned by
Integration Architecture (IA) - Design and build of the digital systems that
behavioural indicators. These were outlined at an awareness, working, practitioner and expert
manage the connected digital twins: the glue that links twins together.
level.
Information Management Framework (IMF) - The technical rulebook and
Framework development and testing - Feedback from the focus groups was a used to outline
handbook to develop a Data Commons to connect digital twins nationally by
key roles at both a national and organisational level. From here, competency scorecards were
an FDM (relationship creator, ontology and taxonomy), RDL (definitions) and
designed for each key role including allocating scores out of 20 (0-5 = awareness, 6-10 =
IA (integration).
working, 11-15 = practitioner, 16-20 = expert) for each competency. The developed output was
National Digital Twin (NDT) - An ecosystem of digital twins distributed to a wide group of stakeholders for their feedback.
and the protocols by which they can be integrated securely and resiliently to
Gap Analysis - A number of organisational and national stakeholders were invited to
create a data-led approach to making decisions.
participate in a series of interviews to review and validate the work in progress and comment
National Roles - The specific name given to a grouping of tasks and on the extent to which gaps existed within their own organisations (or across industry in the
responsibilities performed by an individual at the national level. They are case of national stakeholders) in relation to the roles and skills outlined in the framework.
typically responsible for influencing and advising the industry.
Framework finalisation - The framework was then finalised and issued to a wider group of
Organisational Roles - The specific name given to a grouping of tasks and stakeholders including CDBB workstream leads and members of the Digital Twin Hub for their
responsibilities performed by an individual at the organisational level. They comments to help refine the final output.
are typically responsible for influencing and advising their own organisation
and adopting national guidelines.
Reference Data Library (RDL) - Common references or vocabulary that
enable the secure sharing of high-quality data: the common language for
describing digital twins.
Skill - A specific learned ability required to perform a role successfully.
Skill Family - A specified grouping of individual skills

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Appendix
References
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Contributors
Industry Subject Matter Experts:
Al Cook, Ali Nicholl, Andy Boutle, Angela Brown, Anne Kemp, Brendan Kelly,
Damien McCloud, Daniel Braund, David McKeown, Didem Gurdur Broo, Erwin
Frank-Schultz, Graham Bleakley, James Harris, James Hetherington, Jennifer
Schooling, Karen Wood, Kevin Reeves, Mark Enzer, Mark Gaskarth, Mathew
Brett, Matthew West, Miranda Sharp, Neil Thompson, Nicola Pearson, Paul
Campion, Paul Hodgson, Paul May, Paul Reilly, Peter Curtis, Peter El Hajj, Peter
Vale, Sam Chorlton, Sarah Hayes, Simon Evans, Simon Frampton, Tom Oulton,

Gap Analysis Interview Participants:

BT: Gilbert Owusu, Louise Krug
Construction Innovation Training Board (CITB):
Marcus Bennett
Cambridgeshire County Council: Daniel Clarke
Connect Plus Services: Adam Talbot, David Wilson
Greater London Authority: Alan Lewis, Helen Markides, Ananya Jaidev
Anglian Water: Matt Edwards, Peter Fleming, Melissa Tallack, Guy Gregory,
Robert Shaw
Sellafield Ltd: Neil Picthall

Authors:
Mott MacDonald – David Plummer, Sean Kearney, Ashleigh Monagle, Hannah
Collins, Victoria Perry, Andrew Moulds, Marta Mroczka, Jamie Robertson
Lane4 – Tom Smith, Seren Trewavas, Clementine Lewis

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 This research forms part of the Centre for Digital Built Britain’s (CDBB)
work at the University of Cambridge within the Construction Innovation
Hub (the Hub). The Hub is funded by UK Research and Innovation
through the Industrial Strategy Fund.

Plummer D, Kearney S, Monagle A, Collins H, Perry V, et al.. (2021). Skills and Competency Framework - Supporting
the development and adoption of the Information Management Framework (IMF) and the National Digital Twin
doi.org/10.17863/CAM.52659

www.cdbb.cam.ac.uk