Senior Security Architect
The Technology and Security Architecture team provides the underpinning technology support for all other digital and technology services that Defra requires and delivers. This covers networking, device management, identity and security.
The team provides consultancy, guidance, design and assurance activities. Individual team members will focus on a number of areas.
The senior technology architect will work across a number of implementation teams, usually within a small number of domains, working with Lead and Principle architects to create and refine roadmaps and blueprints.
The Senior Security Architect will work with large scale, complex projects and programmes to deliver end to end security architecture assurance and implement a secure design based on security requirements, strategic drivers, industry best practices with HMG security guidance.
The role holder has the primary responsibility for ensuring that the proposed solution on the programmes and projects to which they are assigned are fit for purpose, meet business security needs and highlight any areas of security deficiency or strategic conflict. The Senior Security Architect plays an active and often practical part in the realization of the security design to deliver the desired security and business outcomes. The Senior Security Architect is expected to cover the end to end solution i.e. the business, information, application and technology security aspects of the solution with support from specialists in both business, technical and security domains. They will work with colleagues to ensure secure solution designs meet service and operational security needs.
• Design logical and physical security components of solution architectures that will enable the delivery of the required business outcome and service.
• Creation of appropriate formal security architecture products for (amongst other activities) product selection, options and risk impact assessment to validate target solution choices, enable traceability and provide corporate knowledge for ongoing support efforts.
• Coordinate the efforts of specialist security colleagues (for other domain areas environments) to contribute to end to end service designs ensuring quality and coherence throughout the solution layers.
• Work with project managers and service owners to provide whole life costing for the components of the architecture in order to select best value approaches and inform the organization as to the economy of their solutions estate.
• Work with service and security operations colleagues to define and implement secure service needs and ensure that sustainable and manageable secure services are delivered.
• Support technical and architectural security requirements capture, design and assurance activities.
Competency Description Mapped to technical capability
Leading and communicating At all levels, effectiveness in this area is about showing our pride and passion for public service, communicating purpose and direction with clarity, integrity and enthusiasm. It’s about championing difference and external experience, and supporting principles of fairness of opportunity for all. For leaders, it is about being visible, establishing a strong direction and persuasive future vision; managing and engaging with people in a straightforward, truthful and candid way. Bridging the gap between the technical and non-technical
Building capacity for all Effectiveness in this area is having a strong focus on continuous learning for oneself, others and the organisation. For all staff, it’s being open to learning, about keeping one’s own knowledge and skill set current and evolving. For leaders, it’s about investing in the capabilities of our people, to be effective now and in the future as well as giving clear, honest feedback and supporting teams to succeed. It’s also about creating a learning and knowledge culture across the organisation to inform future plans and transformational change. Not applicable
3.2 Desirable competencies
Competency Description Mapped to technical capability
Changing and improving People who are effective in this area take initiative, are innovative and seek out opportunities to create effective change. For all staff, it’s about learning from what has worked as well as what has not, being open to change and improvement, and working in ‘smarter’, more focused ways. For leaders, this is about creating and encouraging a culture of innovation and allowing people to consider and take informed decisions. Doing this well means continuously seeking out ways to improve policy implementation and build a leaner, more flexible and responsive Civil Service. It also means making use of alternative delivery models including digital and shared service approaches wherever possible.
Making effective decisions Effectiveness in this area is about using sound judgment, evidence and knowledge to arrive at accurate, expert and professional decisions and advice. For all staff it’s being careful and thoughtful about the use and protection of government and public information to ensure it is handled securely and with care. For leaders it’s about reaching evidence-based strategies, evaluating options, impacts, risks and solutions and creating a security culture around the handling information. They will aim to maximise return while minimising risk and balancing a range of considerations to provide sustainable outcomes. Making and guiding decisions.
Achieving commercial outcomes, being effective in this area is about maintaining an economic, long-term focus in all activities. For all, it’s about having a commercial, financial and sustainable mindset to ensure all activities and services are delivering added value and working to stimulate economic growth. For leaders, it’s about identifying economic, market and customer issues and using these to promote innovative business models, commercial partnerships and agreements to deliver greatest value; and ensuring tight commercial controls of finances, resources and contracts to meet strategic priorities. Turning business problems into technical design.
Collaborating and partnering People skilled in this area are team players. At all levels, it requires working collaboratively, sharing information appropriately and building supportive, trusting and professional relationships with colleagues and a wide range of people within and outside the Civil Service, whilst having the confidence to challenge assumptions. For senior leaders, it’s about being approachable, delivering business objectives through creating an inclusive environment, welcoming challenge however uncomfortable. Bridging the gap between technical and non-technical.
Managing a quality service Effectiveness in this area is about valuing and modelling professional excellence and expertise to deliver service objectives, taking account of diverse customer needs and requirements. People who are effective plan, organise and manage their time and activities to deliver a high quality, secure, reliable and efficient service, applying programme, project and risk management approaches to support service delivery. For leaders, it is about creating an environment to deliver operational excellence and creating the most appropriate and cost effective delivery models for public services. Governance
Seeing the big picture Seeing the big picture is about having an in-depth understanding and knowledge of how your role fits with and supports organisational objectives and the wider public needs and the national interest. For all staff, it is about focusing your contribution on the activities which will meet Civil Service goals and deliver the greatest value. For leaders, it is about scanning the political context and taking account of wider impacts to develop long term implementation strategies that maximise opportunities to add value to the citizen and support economic, sustainable growth. Understanding the whole context.
Delivering at pace Effectiveness in this area means focusing on delivering timely performance with energy and taking responsibility and accountability for quality outcomes. For all staff, it’s about working to agreed goals and activities and dealing with challenges in a responsive and constructive way. For leaders, it is about building a performance culture where staff are given space, authority and support to deliver outcomes. It’s also about keeping a firm focus on priorities and addressing performance issues resolutely, fairly and promptly. Turning business problems into technical design.
Delivering value for money Delivering value for money involves the efficient, effective and economic use of taxpayers’ money in the delivery of public services. For all staff, it means seeking out and implementing solutions which achieve the best mix of quality and effectiveness for the least outlay. People who do this well base their decisions on evidenced information and follow agreed processes and policies, challenging these appropriately where they appear to prevent good value for money. For leaders, it’s about embedding a culture of value for money within their area/function. They work collaboratively across boundaries to ensure that the Civil Service maximises its strategic outcomes within the resources available. Turning business problems into technical design.
Typically successful candidates will exhibit the following skills, experience and knowledge
• Significant experience of complex IT programme and project architecture, security design and delivery in an applications or solutions architecture capacity or in a development capacity.
• A practical understanding of secure architectural models of application and solution delivery and also of delivery methodologies and ways of working.
SC cleared ideally
CV's by Wednesday 10am please