Lead solution architect

Band 8c · Solution architect · 655 job evaluation points

UK GDaD PCF level: Lead solution architect

Most often performed at Civil Service grade G7 or G6.

A lead solution architect is responsible for a group of solution architecture projects, or a single more complex area. They may lead teams of more junior solution architects.
At this role level, you will:
build relationships with senior stakeholders across multiple business or technical areas in the organisation
be proactive in identifying opportunities to improve the organisation
support multiple architecture projects or programmes
find and use emerging technologies and approaches
develop best practice for solution architecture

Contains public sector information from the UK Government Digital and Data Profession Capability Framework (https://understand-digital-data-roles-skills.service.gov.uk/), licensed under the Open Government Licence v3.0. © Crown copyright.

Responsibilities

Lead the solution architecture for a programme or a complex area, such as an electronic patient record replacement.
Make sure solutions across the programme are consistent, interoperable, and aligned with the target architecture.
Advise programme boards on design risks, dependencies, supplier choices, and costs.
Assure the designs of other solution architects at design authorities.
Lead and develop a team of solution architects.

Skills

Skill	Expected level	What this level means
Architect for the whole contextUK GDaD PCF	Practitioner (3)	You can: work to support wider organisational objectives beyond your immediate goals track emerging internal and external issues over time that could affect the work of teams across the organisation take action to solve or mitigate problems by influencing colleagues across the organisation
Architecture communicationUK GDaD PCF	Expert (4)	You can: communicate with technical and non-technical stakeholders at all levels, and across organisations, using architecture communication techniques mediate between people in difficult architectural discussions gain support from business and technical stakeholders for architectural initiatives with high levels of risk, impact and complexity coach and support others in architecture communication
Commercial perspectiveUK GDaD PCF	Practitioner (3)	You can: identify appropriate contractual frameworks and approaches identify, evaluate and select appropriate suppliers
Community collaborationUK GDaD PCF	Practitioner (3)	You can: work collaboratively in a group, actively networking with others adapt feedback to ensure it’s effective and lasting use your initiative to identify problems or issues in the team dynamic and rectify them identify issues through Agile ‘health checks’ with the team, and help to stimulate the right responses
Making architectural decisionsUK GDaD PCF	Practitioner (3)	You can: make and guide architectural design decisions characterised by medium risk and complexity identify and address architectural risks that affect multiple teams or domains use architectural governance and assurance to make design decisions and manage technical risks at the appropriate level contribute to the development of architectural governance and assurance
Problem definition and shapingUK GDaD PCF	Expert (4)	You can: lead the framing of a problem characterised by high complexity, complication, or risk so that a solution can be created coach others in defining problems and describing appropriate options for solutions help others challenge requirements and assumptions, and identify opportunities when defining problems and solution options
Strategy designUK GDaD PCF	Practitioner (3)	You can: define strategies or visions across teams that align with organisational objectives direct the implementation of a strategy or vision, for example, by creating roadmaps or plans define architectural principles and patterns develop or maintain strategy in response to feedback and findings
Technical design throughout the life cycleUK GDaD PCF	Expert (4)	You can: create technical designs characterised by high risk, impact, and complexity lead and guide others in creating technical designs that achieve organisational objectives use feedback to optimise and refine standards for technical designs throughout the life cycle
Understanding health and care servicesThis reference	Practitioner (3)	You can: analyse how a service fits into care pathways across organisations work with clinicians, care staff, and patients to shape digital services explain the effect of digital decisions on care, safety, and staff workload
Health data interoperabilityThis reference	Expert (4)	You can: set interoperability standards and strategy for the organisation lead national or cross-organisation standards work assure the design of critical integrations across many systems
Information governance and data protectionThis reference	Practitioner (3)	You can: lead data protection impact assessments and information sharing agreements advise teams on lawful basis, consent, confidentiality, and retention investigate incidents and recommend improvements
Clinical risk managementThis reference	Practitioner (3)	You can: lead hazard identification and risk assessment for a product or change write and maintain hazard logs and clinical safety case reports agree risk controls with product teams and check that they work advise teams on applying clinical risk management standards
Medical device software regulationThis reference	Working (2)	You can: follow a software life cycle process that meets medical device standards produce the records that such a process requires
Organisational risk managementThis reference	Practitioner (3)	You can: run the risk process for a directorate or programme assess risks against the risk appetite and escalate them report on risks to committees
People managementThis reference	Practitioner (3)	You can: line manage a team, setting objectives and running appraisals support wellbeing and manage attendance, performance, and conduct plan the team's development and succession

Typical qualifications and experience

Extensive experience of leading solution architecture for complex programmes.

Band 8c outline

Knowledge: Expert knowledge, and wide organisational and sector understanding.
Autonomy: Sets strategy for a function; accountable to a director.
Scope: A function or department.
Leadership: Leads a function through several management layers.
Accountability: A function's performance, workforce, and budget.

Job evaluation (illustrative)

Factor	Level	Level summary	Points
Communication and relationship skills	5	Gives highly complex or contentious information needing developed persuasion and negotiation, presents to large groups, or communicates where there are significant barriers to acceptance.	45
Knowledge, training, and experience	8	Advanced knowledge (doctorate plus further training or equivalent), or specialist knowledge across more than one discipline built over a long period.	240
Analytical and judgemental skills	5	Judgements on highly complex facts or situations needing analysis, interpretation, and comparison of options.	60
Planning and organisational skills	5	Forms long-term strategic plans, with uncertainty and effects across the organisation.	60
Physical skills	2	Skills gained through practice, such as standard keyboard use or driving.	15
Responsibility for patient and client care	1	Helps patients, clients, or relatives during incidental contact.	4
Responsibility for policy and service development	5	Implements and develops a range of policies or services for a directorate.	45
Responsibility for financial and physical resources	3	Authorises payments, buys some assets or supplies, monitors or holds a delegated budget, or maintains assets.	21
Responsibility for people	4	Line manages a function or department, designs training programmes as a main duty, or delivers a full range of HR services.	32
Responsibility for information resources	5	Designs and develops major information systems, or runs information systems for several services as the main duty.	34
Responsibility for research and development	3	Carries out research or development within formal programmes as a main duty.	21
Freedom to act	5	Works within general policies, and in most cases decides how to interpret them.	45
Physical effort	1	Sitting, standing, and walking, with little physical effort.	3
Mental effort	4	Frequent prolonged concentration, or occasional intense concentration.	18
Emotional effort	1	Rare exposure, or occasional indirect exposure, to distressing circumstances.	5
Working conditions	2	Occasional unpleasant conditions, frequent travel or outdoor work, or near-continuous screen use on most days.	7
Total (Band 8c: 630 to 674)			655

Banded above the UK GDaD PCF grade suggestion (Band 8b): health-sector adverts place this role at Band 8c. Planning, policy, and people are scored above the Band 8b profile because the job plans the architecture of a whole programme and leads a team of solution architects.