Technical Architect

Description:

The GLA’s Digital Experience Unit (DEU) is responsible for the delivery of all internal and external digital products and services at the GLA.

The unit is responsible for the design, delivery and management of dozens of digital, data and technology services that support the delivery of the functions of the Mayor and the Assembly; and, in doing so, directly serve Londoners.

We are responsible for delivering, maintaining and supporting multiple products and tools and work closely with customers across the GLA group to find good solutions the meet business needs.

Grant Services

Grant giving is a core function at the GLA. Many grant programmes are managed via GLA Open Project System (OPS), the GLA’s grant and project management system, used across the GLA group. The Skills Gateway allows users to manage and report on learner information and interfaces with the OPS system. There are also many programmes which run outside of OPS.

We are embarking on an exciting journey of transforming our grant, loans and project management services, looking for innovative ways to better support user requirements. We want to have truly user focused and intuitive solutions that help our colleagues deliver new funding programmes quickly and efficiently, whilst also supporting our grant recipients effectively.

We’re looking to recruit a new Technical Architect within DEU. You will have specific areas of focus, but also work closely across the unit with counterparts as well as others who play integral roles in delivering good services responsibly, efficiently and effectively.

What we want in you

We are seeking an enthusiastic team player to join the DEU to lead in the formation of robust, scalable and resilient solutions to support grant and loan services for the GLA. You will work closely with the wider unit and with multiple 3rd party suppliers to ensure we design and implement solutions that meet business requirements, whilst meeting security requirements and ensure performance is maintained.

You will be a team player working with various teams and ensuring technical challenges and considerations are translated for non-technical stakeholders. You will help build the knowledge and across the teams and work collaboratively with an open approach to innovation and challenges.

Job purpose

Technical Architect – Grant & Loan Services*

Drive the GLA to be an exemplar digital organisation, adopting and maintaining best in class practices for technology, digital and data to support its work and to engage and collaborate with Citizens and Stakeholders.

Lead in-house development teams and third-party suppliers to achieve digital transformation by designing and developing robust, scalable and resilient solutions in Agile environments.

Steer GLA’s infrastructure solutions through all stages of the system development life cycle from bid, concept through architecture, design, build, test and handover to the production. The role will interface with third party suppliers, in-house development and delivery teams.

*This role will primary work on Grant & Loan Services, but also provide cover/support for the wider Digital Experience Unit.

Principal accountabilities

1. Experience of full stack development across multiple technology stacks, including different frameworks (Drupal, Node, etc...), languages (Java, PHP, Python, etc...) and databases.

2. To oversee the use of development tools such as: AWS, Azure, Docker, Kubernetes, Ansible, Puppet, Jenkins, Git, etc.

3. To implement robust security controls and monitoring solutions – across infrastructure and application components - for web services deployed using public cloud platforms.

4. Provide technical leadership to a variety of GLA’s teams and third-party suppliers; ensuring choice of appropriate technology, contributing to technical criteria for product / component selection.

5. Design and build large performant, secure solutions, ensuring they meet defined non-functional requirements for performance, scalability, availability, security and manageability.

6. Validate proposed and existing architecture against requirements and assumptions and ensure that solutions conform to policies and standards, meet user needs and integrate with other parts of the digital infrastructure.

7. Enable the reuse of patterns, tools, and components across the whole GLA’s service landscape.

8. Expertise in utilising the latest Continuous Delivery techniques for releasing operationally ready software to production.

9. Identify, assess and communicate technical risks to the business and operations.

10. Produce or supervise detailed solution and technical documentation and author technical strategies and help teams deliver them.

11. Provide guidance and support throughout the development life cycle to development and delivery teams providing technical documentation from feasibility stage right through to detailed design to match business requirements and ensure technical integrity.

12. Work at all levels including heads of departments and project teams.

13. Provide solution and technical expertise to other teams within the organisation and development partners. Promoting the organization's transformation agenda.

14. Enable a positive technical culture, applying Agile methods to development of open standards based services and completing quality assurance practices.

15. Realise the benefits of a flexible approach to work in undertaking the duties and responsibilities of this job, and participating in multi-disciplinary, cross-department and cross-organisational groups and project teams.

Person specification

Technical requirements/experience/qualifications

1. Experience of influencing senior management and communicating with both technical and non-technical audiences through an ability to break down complex requirements and potential solutions in to everyday language.

2. Experience leading and mentoring in-house and third-party suppliers’ technical teams to deliver scalable and secure user-focused services that deliver measurable transformation.

3. Awareness and understanding of a range of tech stacks and the ability to take a balanced approach to technology selection experience with the aim of scaling online services.

4. Ability to see opportunities for improvement and an interest in forming best practices, standards and policies.

5. Experience of upgrading and migrating from legacy technology, e.g. applying data migration strategies, migrating hosting to cloud service providers, incrementally replacing a legacy system or migration.

6. Strong software development and application architecture experience, with good knowledge of open source technologies, testing, quality assurance practices and at least one programming language.

7. Understanding and experience of Agile environments, continual delivery techniques and devops cultures

8. Responsible for ensuring the drive to the Cloud maintains the GLA’s security context and responsible for ensuring that cloud data storage is consistent with the GLA’s security policies and data guidelines.

9. Certification in designing and implementing digital service architecture within a cloud provider is desirable

Behavioural competencies

STRATEGIC THINKING
…is using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning these into a compelling vision for action.

Level 3 indicators of effective performance
- Translates GLA vision and strategy into practical and tangible plans for own team or delivery partners
- Consistently takes account of the wider implications of team’s actions for the GLA
- Encourages self and others to think about organisation’s long term potential
- Informs strategy development by identifying gaps in current delivery or evidence
- Takes account of a wide range of public and partner needs to inform team’s work

MANAGING AND DEVELOPING PERFORMANCE
… is setting high standards for oneself and others, guiding, motivating and developing them, to achieve high performance and meet the GLA’s objectives and statutory obligations.

Level 3 indicators of effective performance
- Motivates and inspires others to perform to their best, recognising and valuing their work and encouraging them to learn and reflect
- Sets clear direction and expectations and enables others to interpret competing priorities
- Agrees and monitors challenging, achievable performance objectives in line with GLA priorities
- Manages performance issues effectively to avoid adverse impact on team morale and performance
- Promotes a positive team culture that respects diversity and deals with barriers to inclusion

DECISION MAKING
… is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.

Level 3 indicators of effective performance
- Makes sound decisions quickly on behalf of the GLA when a situation requires intervention
- Takes responsibility for team decisions, providing rationale when those decisions are questioned
- Involves senior stakeholders early in decisions that impact them
- Analyses organisational risks associated with decisions, including those with long term impacts, before committing to action
- Encourages others in the team to make decisions in their own area of expertise, take appropriate risks and learn from experience

PLANNING AND ORGANISING
… is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard.

Level 3 indicators of effective performance
- Monitors allocation of resources, anticipating changing requirements that may impact work delivery
- Ensures evaluation processes are in place to measure project benefits
- Gains buy-in and commitment to project delivery from diverse stakeholders
- Implements quality measures to ensure directorate output is of a high standard
- Translates political vision into action plans and deliverables

PROBLEM SOLVING
… is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions

Level 3 indicators of effective performance
- Clarifies ambiguous problems, questioning assumptions to reach a fuller understanding
- Actively challenges the status quo to find new ways of doing things, looking for good practice
- Seeks and incorporates diverse perspectives to help produce workable strategies to address complex issues
- Initiates consultation on opportunities to improve work processes
- Supports the organisation to implement innovative suggestions

RESPONDING TO PRESSURE AND CHANGE
… is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift.

Level 3 indicators of effective performance
- Clarifies direction and adapts to changing priorities and uncertain times
- Minimises the pressure of change for the directorate, lessening the impact for the team
- Uses change as an opportunity to improve ways of working, encouraging others’ buy-in
- Keeps staff motivated and engaged during times of change, promoting the benefits
- Takes ownership for communicating change initiatives clearly, ensuring smooth implementation

COMMUNICATING AND INFLUENCING
… is presenting information and arguments clearly and convincingly so that others see us as credible and articulate, and engage with us.

Level 3 indicators of effective performance
- Encourages and supports teams in engaging in transparent and inclusive communication
- Influences others and gains buy-in using compelling, well thought through arguments
- Negotiates effectively to deliver GLA priorities
- Synthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement
- Advocates positively for the GLA both within and outside the organisation

BUILDING AND MANAGING RELATIONSHIPS
… is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals.

Level 3 indicators of effective performance
- Actively engages partners and encourages others to build relationships that support GLA objectives
- Understands and recognises the contributions that staff at all levels make to delivering priorities
- Proactively manages partner relationships, preventing or resolving any conflict
- Adapts style to work effectively with partners, building consensus, trust and respect
- Delivers objectives by bringing together diverse stakeholders to work effectively in partnership