roles in it industry

8/13/2019 Roles in IT Industry

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A Business Analyst is a business problem solver, capable of analyzing the business to

identify problems and/ or opportunities and to define solution characteristics. A Business

Analyst can be a liaison between the business and technical worlds.They provide theprocess, questions, and techniques to efficiently extract the information needed from the

Business Users for successful application development projects. A Business Analyst can alsobe an integral part of strategic planning, business innovation, or reengineering effort to help

select the right projects and/or facilitate the analysis of what needs to be done to bring thebusiness (or part of it ) to a desired future state.

Why Business Analysis

The increased pressure to innovate, do more with less, and succeed in environments with

short attention spans has organizations scrambling to build business analysis capabilities.

Innovation requires:

Aligning business strategy with enterprise goals.

Breaking down silos to create integrated processes and dataacross organizational and political boundaries.

Architecting processes, systems, and information to worktogether in harmony.

Optimizing technology to create new value and services forboth internal and external customers.

Business analysis is following the exponential growth of project

management as the new prerequisite, not just for project success,

but career success.

Role of BA in company

In other organizations, business analysts have an intimate understanding of thebusiness but a limited knowledge of computer systems and application systemarchitectures.

The business analyst of greatest value to an organization, however, is a generalistwho can function competently in many diverse roles. Such individuals typically have abroad educational background, a diverse skill set and a wide range of work experiencein different jobs and industries. They are able to see the big picture as well as thetechnological and architectural barriers and enablers. Business analysts must becomfortable working with "specialists" in diverse roles and to understand the business

from many diverse perspectives.


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Archietect

Software architectis acomputer programmer who makes high-level design choices and dictates

technical standards, including software coding standards, tools, and platforms.

The role of software architect generally has certain common traits:

Architect makes high-level design choices much more often than low-level choices. In addition,the architect may sometimes dictate technical standards, including coding standards, tools, or

platforms.

Software architects may also be engaged in the design of the architecture of the hardware

environment, or may focus entirely on thedesign methodologyof the code.

Architects can use various software architectural models that specialize in communicatingarchitecture.

Other types of IT-related Architects

Other similar titles in use, but without consensus on their exact meaning, include:

Solutions Architect,which may refer to a person directly involved in advancing aparticular business solution needing interactions between multiple applications. May also

refer to anApplication Architect.

Project

Manager

SystemsAnalyst

Business

Planner

Data

Analyst

Financial

Analyst

Process

Analyst

Application

Architect

Technology

Architect

Application

Designer

Subject Area

Expert

Organization

Analyst

Business Analyst Skills
http://en.wikipedia.org/wiki/Programmerhttp://en.wikipedia.org/wiki/Design_methodologyhttp://en.wikipedia.org/wiki/Design_methodologyhttp://en.wikipedia.org/wiki/Design_methodologyhttp://en.wikipedia.org/wiki/Solutions_Architecthttp://en.wikipedia.org/w/index.php?title=Application_Architect&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Application_Architect&action=edit&redlink=1http://en.wikipedia.org/wiki/Solutions_Architecthttp://en.wikipedia.org/wiki/Design_methodologyhttp://en.wikipedia.org/wiki/Programmer


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System Architect (singular), which is often used as a synonym forApplication Architect.

However, if one subscribes to Systems theory and the idea that an enterprise can be a

system, then System Architect could also mean Enterprise Architect.

Systems Architect (plural), which is often used as a synonym forEnterprise Architect or

Solutions Architect.

Archietect

diagram summarises this.

The first part of the role is about managing the non-functional requirements.

Non-functional requirements need to be specific, measurable, achievable and testable if we are going to

satisfy them, plus we need to make sure that all of the important non-functional requirements are takeninto account. This includes the common runtime characteristics such performance, scalability,

availability and security through to the non-runtime characteristics such as audit, extensibility,

internationalisation and localization

Architecture definition is about introducing structure, guidelines, principles and leadership to the

technical aspects of a software project
http://en.wikipedia.org/wiki/System_architecthttp://en.wikipedia.org/w/index.php?title=Application_Architect&action=edit&redlink=1http://en.wikipedia.org/wiki/Systems_Architecthttp://en.wikipedia.org/wiki/Enterprise_architecthttp://en.wikipedia.org/wiki/Solutions_Architecthttp://en.wikipedia.org/wiki/Solutions_Architecthttp://en.wikipedia.org/wiki/Enterprise_architecthttp://en.wikipedia.org/wiki/Systems_Architecthttp://en.wikipedia.org/w/index.php?title=Application_Architect&action=edit&redlink=1http://en.wikipedia.org/wiki/System_architect


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Technology selection

Technology selection is all about managing risk; reducing risk where there is high complexity or

uncertainty and introducing risk where there are benefits to be had. All technology decisions need to be

made by taking all factors into account, and all technology decisions need to be reviewed and evaluated.

This includes all of the major building blocks for a software project right down to the libraries andframeworks being introduced during the development. Somebody needs to take ownership of the

technology selection process and again it should be the architect. If you're defining an architecture, you

also need to be confident that the technology choices being made are the right ones. The architect

should own the technical risk andthe technology selection.

Architecture evaluation

architecture works if it satisfies the non-functional requirements, provides the necessary foundation for

the rest of the code and works as the platform for solving the underlying business problem. One of the

biggest problems with software is that it's complex and abstract. The result of this is that it's hard to

visualise the runtime characteristics of a piece of software from UML diagrams or even the code itself.

Furthermore, Idon't always trust myself to get it right first time. Throughout the software development

lifecycle we undertake a number of different types of testing in order to give us confidence that the

system we are delivering will work when rolled out

Architecture collaboration

It's unusual for any software architecture to reside in isolation and there are a number of people that

need to understand it. This ranges from the immediate development team who need to understand and

buy in to the architecture, right through to the extended team of those people who will have an interest

in the architecture from a security, database, operations, maintenance or support point of view.Somebody needs to take ownership of collaborating with these stakeholders and sharing the

architectural vision to ensure that the architecture will successfully integrate with its environment.

Again, this falls squarely within the role of the architect. As an architect, you need to make sure that the

architecture you have defined is understood by everybody involved with making it a reality.

Ownership of the bigger picture

somebody needs to own the bigger picture and sell the vision throughoutthe entirety of the software

development lifecycle. More often than not, an architecture is defined and then passed over to a

development team, effectively treating software development as a relay sport. This is counterproductive

because a software architecture needs to be taken care of. Somebody needs to look after it, evolving it

throughout the project if necessary. Somebody needs to take ownership of that bigger picture

throughout the project and they also need to take responsibility for ensuring that it's delivered

successfully. If the architect has defined an architecture, why shouldn't they own that architecture

throughout the rest of the project?


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prevent software architects from engaging in these coding activities because their architects are

"too valuable to undertake that commodity work". Clearly this is the wrong attitude ... why let

your architects put all that effort into defining the architecture if you're not going to let themcontribute to its successful delivery? Of course, there aresituations where it's not practical to get

involved at the code level. For example, a large project generally means a bigger "bigger" picture

to take care of and there may be times when you just don't have the time. But generally speaking,an architect that codes is a more effective and happier architect. You shouldn't necessarily ruleout coding just because "you're an architect".

Tech lead

Technical Leads provide solutions to technical issues, and areresponsible for meeting development schedules and ensuring thedelivered solution meets the technical specifications and designrequirements.

General Responsibility:

Interface between team and management

Write quality code, set an example of quality in front of the team members

Gain the teams respect with the quality of your work and by doing what you are preaching

Define early on what success means for you, the team and the business Set reasonable expectations in front of the team

Should be part of the design team Should have design vision and understanding

Be firm but fair

Admit your mistakes

Build and maintain high team morale

Should not be biased towards any individual professionally but personally you can

Task assignment should be fair

Tasking should be done with the team together Match people and tasks based on their skills and their personal preference Work the estimate with the team

Try to become a role model for the team

Take necessary measures to avoid centralization of knowledge. There should not be anydependency in the project on anybody.


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Mentor people; It is your job to raise the education level of your team

Quality with on time delivery of agreed deliverable

Team can approach lead any time for any functional or technical concern Tech lead requires balancing between technical and leadership talents.

Lead should Motivate/encourage the team members Especially when team is under pressure with the tight deadline

Lead should share the limelight with the team

Dont blame anybody publicly for anything

Work as hard or harder than anyone else in the team

Focus on the technologies associated with the software or application you are building. Learn thosetechnology thoroughly

Flexible enough to work under different work environmentssettings

Fun @ work

At the end, always say WE instead of I

Team lead

In todays ultra-competitive business environment, executives and managers often have varying

degrees of leadership skills and training. While obtaining comprehensiveleadership skills

trainingis the best way to integrate key leadership responsibilities into the workplace,understanding and utilizing the following tips can help you resolve conflicts, improve employee

performance and lead change throughout the organization:

Lead by Example

This is one of the most importantleadership skills. If you demonstrate a strong work ethic, your staff will follow. As an

executive, you have a responsibility manage and guide the staff, to inspire enthusiasm and stimulate their interests. Make

sure you look out for their welfare and they will be appreciative of your efforts by being productive and maintaining high

company standards.

Ensure Long-Term Organizational Success

Focus on the long term. While there are numerous factors that could steer your company off-track the changing economy,

the board of directors or technology in your industryyou need to stay focused on the long-term success of your

organization. Otherwise, there will be no roadmap or plan of attack.

Improve the Organization from Day 1

From the day you start your position, its up to you to ensure that you grow your organization. Work on making your

company more streamlined, fiscally sound and more respected than the day you walked in the door.

Focus on the Big Picture

Because boards prefer to operate at the micro level working on minor details and small projects, youll have to work at

refocusing them on larger strategic issues with abstract or undefined results. This will take effort on your part, but if you dont

push them to do it, nobody will be doing the boards job
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Ask Tough Questions

Part of your role as an executive is to ask the tough questions, even if it risks putting your job in jeopardy. Hard-hitting

questions such as, Is this in the budget? or Is this ethical? can stir up controversy, but its better to ask than hold your

silence and violate the trust to strengthen the company.

Have a Basic Understanding of the Job and Organization

Its simply not possible to know all the ins and outs of every position within t he company. Try to have a basic understanding

of key roles within your organization, and make sure to keep informed of the growth and changes within your industrythrough local executive societies and publications.

Be Committed

Who cares? You do! By demonstrating commitment to your organization, your staff, your profession and your industry,

others will be inspired to stay enthusiastic about their roles and contributions to the company. If you demonstrate any sort of

negativity, others will soon follow.

Maintain Integrity

Much like leading by example, you always want to keep operations above board. Dont conduct any business in secret or

that you wouldnt want the media to cover. Speak up about processes or issues that you know do not follow the companys

ethical standards. While speaking up takes a great deal of courage, keeping silent can destroy your company and your

career

Roles of a Project Team Leader

Leadership. The project leader works with the team and key stakeholders to set the keygoals and major objectives. The PL is expected to maintain focus and provide clear

direction to both team members and with respect to external influencers, to be the

champion for the project, to be clear about the programs priority in the portfolio, todemand scientific excellence from team members and to support team member personal

development. The PL will often be called upon to clarify the roles and responsibilities of

team members both between potentially competing team members and to their bosses. Agood leader actively solicits input from team members and key stake holders. The good

PL also recognizes and acknowledges the contributions of team members.

Decision Making/Judgement. The PL should include the team in formulating decisions

but should accept accountability for the decision. Provide an honest assessment of theproject relative to current and future cost. Proactively acknowledge the time to advance

the project to the next stage (not weve got a couple experiments wed like to finish

first) and when to recommend termination.

Knowledge. Understand the scientific rationale and technical issues associated with the

project target and lead agents (small molecule or biologic), with the clinical and market

drivers, and with the processes and progression criteria associated the stage of Discoveryor Development.

Planning. The PL is responsible for developing a project plan that works to achieve

progression criteria using sound scientific processes in the shortest amount of time with

the least cost. The PL must challenge work that is not directly related to the critical path.The PL negotiates approval of the project plan with management. The PL ensures that the

plan is re-evaluated, adjusted and re-negotiated at regular intervals, or when internal data

or external information suggests that the timeline may slip or certain objectives may not

be met.

Influencing. Making sure all team members and their line managers and key stakeholders

support the project. The term herding cats is appropriate.


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* The Project M anager collects metri cs data(such as baseline, actual values for costs, schedule, work in progress, and work completed) & reports on

project progress and other project specif ic i nformation to stakeholders.

* The Project Manager i s responsible for identif ying, monitor ing, and responding to risk.

* The Project Manager i s responsibl e to theproject stakeholdersfor delivering a projects objectives within scope, schedule, cost, and quality.

* The reporting structur e of a Project Manager changes depends on organizational structur e. He may reports to a Functi onal M anager or to a

Program M anager.

In a bit exaggerating terms, Project Manager is the God of his project and he is the one who decides the success of the project.

Product manager

A product manager is sometimes called the CEO of a product,

Define product strategy and roadmaps

A product manager is responsible for defining the long term strategy of the product and express the

details in a product roadmap. This roadmap and vision is what is considered as the plan of record for

the engineering team to implement.

Deliver MRD's and PRD's

MRD's or market requirement documents include the voice of the customer, "markitecture" and is a

component of the business case. The MRD is written by the product manager with assistance from

research, marketing communications, sales, engineering and finance. The PRD or the product

requirements document consists of the prioritized features of the product.

Voice of the customer

The product manager is responsible for tracking user feedback, customer satisfaction, dashboards

and metrics to measure success and engagement of new and existing functionalities. Anybody in the

product management role works with developers, ISV's, and evangelists to get feedback.

Tactical responsibilities

The product manager is responsible to maintain and manage technical partnerships, requirement

analysis, prioritization, evaluation and negotiations of terms with engineering.

External Partnerships

Product Managers are typically required to work with external 3rd parties to assess partnerships and

licensing opportunities.
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Conduct competitive analysis

Every product manager needs to be the guru when it comes to knowledge about competition. Product

managers researches the competition's technology and gathers data around market share, direction

of the industry and threat to the current product and business.

Internal partnerships

Product managers are required to closely work with cross functional teams such as engineering,

sales, business development, evangelists and marketing to define, design and execute plans. A

product manager is also required to make presentation to these teams and train them.

Perform product demos to customers.

The sales team often relies on product managers for good leads. At times its product managers who

go in first to a customer to give a high level technical presentation and make a business case for the

customer.

A product manager is required to wear multiple hats, and to be successful in the product

management role the product manager has to perform roles such as a project manager, visionary

strategist, business owner, program manager, quality assurance, user experience police and

sometimes even sales, business development and marketing.

More on product manager works in slides below


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Program manager

This article considers five major aspects of program management:

Governance: Defining roles and responsibilities, and providing oversight

Management: Planning and administering both projects and the overall program


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Financial management: Implementation of specific fiscal practices and controls

Infrastructure: The program office, technology, and other factors in the work environment supporting theprogram effort

Planning: Activities that take place at multiple levels, with different goals. The program plan is not a traditionalplan

Program governance

Program governance is the aspect of the discipline that creates both the structure and

practices to guide the program and provide senior-level leadership, oversight, and

control. Strategically, it encompasses the relationship between the oversight effort and

the enterprise's overall business direction. It also encompasses all the decision-making

roles and responsibilities involved in executing the program effort. Projectsare typically governed by a simple management structure. The project manager

is responsible for day-to-day direction, a senior IT executive integrates technology with

business interests, and a business sponsor is accountable for ensuring that the

deliverables align with business strategy.

Programsrequire a more complex governing structure because they involve

fundamental business change and expenditures with significant bottom-line impact. In

fact, in some instances their outcomes determine whether the enterprise will survive as a

viable commercial/governmental entity.

Responsibilities of a program manager/director

Accountable to executive sponsors for schedule, budget, and quality of all program elements.

Leads high-level sessions for program plan and schedule development.

Reviews/approves project plans for conformance to program strategy and program plan and schedule.

Acts as the communications conduit to executive sponsors and program steering committee and conductsperiodic briefings/status updates.

Escalates decisions to executive sponsors as necessary

PMO roles

Program office management

Resources coordination

Budget administration and procurement

Risk assessment

Work products tracking and review

Facilities administration

Contracts administration

Technical support liaison


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Training coordination

Methodology and process support

Issues management

Communications management

Status reporting management

http://www.ibm.com/developerworks/rational/library/4751.html

tech writer

Organize material and complete writing assignment according to set standards regarding order, clarity,

conciseness, style, and terminology.

2) Maintain records and files of work and revisions.

3) Edit, standardize, or make changes to material prepared by other writers or establishment personnel.

4) Confer with customer representatives, vendors, plant executives, or publisher to establish technical

specifications and to determine subject material to be developed for publication.

5) Review published materials and recommend revisions or changes in scope, format, content, and

methods of reproduction and binding.

6) Select photographs, drawings, sketches, diagrams, and charts to illustrate material.

7) Study drawings, specifications, mockups, and product samples to integrate and delineate technology,

operating procedure, and production sequence and detail.

8) Interview production and engineering personnel and read journals and other material to become

familiar with product technologies and production methods.

9) Observe production, developmental, and experimental activities to determine operating procedure

and detail.

10) Arrange for typing, duplication, and distribution of material.

11) Assist in laying out material for publication.

12) Analyze developments in specific field to determine need for revisions in previously published

materials and development of new material.

13) Review manufacturer's and trade catalogs, drawings and other data relative to operation,

maintenance, and service of equipment.

14) Draw sketches to illustrate specified materials or assembly sequence.

Software engineer
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Coordinate with the Technical Director on current programming tasks.

-organized, optimized, and documented source code.

d polish feature sets.

QA/QC

ESSENTIAL DUTIES AND RESPONSIBILITIES:

The following duties and responsibilities have been determined to be essential to the successfulperformance of this position.

- Develop and maintain the QA Plan and existing Manual.- Follow up QA Procedures implementation.- Communicate to respective team the QA System and monitor the implementation.- Identify non conformances and take preventive and corrective actions.- Lead non-conformance investigation with the relevant departments.- Promote to the team initiatives related to Quality- Assist in setting yearly Quality Objectives and Key Performance Indicators.- Assists as necessary the Engineering department in the evaluation and correction of specific qualitycontrol problems and issues.

- Performs QA/QC Checks, audits and reviews- Manage the continuous Quality training, assessment and human factors of the staff- Maintain the Quality file system- Performs all other duties, tasks and initiatives contributing to the success of the company

Again

To liaisew ith customersto resolveq ualityr elatedi ssues. To ensure the document and quality system is properly maintaino To train and assessQ A inspectorso n workmanships tandarda s and when requiredo To perform internal audit and quality system audit periodicallyo To conduct supplier plant audit as and when required

o To act as a ManagementR epresentativ(eM R) of the Companyo Ad-hocd utiesa s assignedb y ProductionM anager. To review and update procedures and specifications where applicable for the

effective and efficient running of incoming inspection.


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roles in it industry

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