At the top of the resume, she gives a brief but precise job goal in her Job Objective statement. Paula adds strength to her recent short-term jobs by grouping them together under the title of Contractual Secretarial Positions. Grouping the recent jobs together also allows her to list the things she did at any or all of those jobs so that they don’t need to be said over and over again. Although her title at Baskin-Robbins was Secretary, Paula lists the projects she managed, and shows her skill in “wearing two hats” at the same job. Resumes are typically short one (sometimes two) page summaries of a job seekers experiences, skills and qualifications. This page can help you in your efforts by cutting to the chase and giving you FREE access to many professionally written, incredibly designed and industry targeted resumes.
To stand out and be successful a resume must make an immediate good impression with the employer, and link your competencies with the employers needs. If you really want your dream job then you must do everything within your power to get it.
Your resume is a vital part of your job-search toolbox, it has two aims, firstly to capture the reader’s attention and secondly to reflect everything positive about you.
Give examples of how you benefited previous employers (companies want to employ someone who can aid and advance their organisation). Do not use very small type, a person having to read dozens of resumes in a afternoon is very likely to give up on one that is in very fine print or is crammed and crowded. Also bear in mind that if you do get to the interview stage your interviewer may speak the language you claim to know. However your hobbies are usually of no interest to most employers and subsequently it is a section of your resume that will not always be read.
Volunteer work can imply initiative, strong social involvement, and significant social experience. When applying to a leadership or management position you might want to note your involvement in competitive team sports. For an engineering or mechanical position, you might omit your interest in sports and instead mention that you enjoy working on your dirt bike or restoring old cars. Your love of skydiving could make you seem like too much of a risk taker for some companies.
If you are applying for a desk or office job then you might not seem compatible if all of your hobbies are outdoor, physical activities. Reading and writing is typically done in isolation and perceived as not very compatible with teamwork or customer service positions.
Unless you are applying for a job as a comedian do not attempt to be funny or include any jokes, it can make you seem unprofessional and immature.
If you have worked for a prestigious company or someone who is well known in your industry, then be sure to mention this. With the exception of governmental positions, which may require this information, your nationality should be omitted. Any information you give should not reveal the actual names of your current or previous employers’ clients. Do not use coloured paper, as it can overshadow the content of your resume, instead always use clean white paper with a minimum density and weight of 90gsm.
There are some employers out there who will check this to see whether you have written the resume yourself.
Keep it fresh and current by updating it with the latest training programs and other academic qualifications that you have gained.
Do not jam your resume with text, use white space between the words, lines and paragraphs to improve the legibility of your resume. Nothing is more convincing and appealing to a prospective employer than a clear, specific and concise explanation of how you contributed to a previous employers’ success. In this section recruiters will basically be looking for clues about the type of worker you are. If you have worked for a prestigious company or market leader in your industry (if you have then certainly mention this).
Old methods of increasing employee engagement are giving way to some new ways to look at what keeps workers motivated. Technical knowledge and ability are important but companies are also seeking employees who have soft skills. Enhancing soft skills such as teamwork, communication and problem solving can set IT managers apart from others who lack people skills. Supervisors undermining your work or setting impossible expectations are some signs of workplace bullying. Developing a brand strategy guides a company through nurturing, protecting and growing one of its most valuable assets.
FedEx has maintained a commitment to providing its employees with the support and resources they need to advance their careers. Ongoing professional development for their employees is one of the many reasons Sprint has continued to be successful. Johnson & Johnson is highly committed to supporting professional development for its employees. Technology has changed the face of marketing to such an extent that the job descriptions, expectations and responsibilities of today’s marketing managers differ greatly from those of just a decade ago. Today’s marketers need to stay on top of trends and technology; they need to know how social media, search, video, conversions and analytics work in the marketing mix. Future marketing managers should think in terms of the following broad-based skills that can be applied to different scenarios, in different industries, and for companies large and small. In a 2010 survey by the American Management Association (AMA), a majority of executives responded that they need employees with solid critical thinking skills, but the current pool of workers has not sufficiently developed them. Future managers will approach marketing by thinking in terms of integrated, interconnected systems, and how they affect each other. Because technology will continue to advance and closely influence how marketing is accomplished, it will always be important for marketing managers to be tech savvy.
The table below looks at the statistics for Project Management skills in IT jobs advertised across the UK. The following table is for comparison with the above and provides statistics for the entire Processes & Methodologies category in permanent jobs advertised across the UK. The demand trend of job ads citing Project Management as a proportion of all IT jobs with a match in the Processes & Methodologies category. This chart provides the 3-month moving average for salaries quoted in permanent IT jobs citing Project Management within the UK. This chart provides a salary histogram for IT jobs citing Project Management over the 3 months to 30 May 2016 within the UK.
The table below looks at the demand and provides a guide to the median salaries quoted in IT jobs citing Project Management within the UK over the 3 months to 30 May 2016.
The 'Rank Change' column provides an indication of the change in demand within each location based on the same 3 month period last year. For the 6 months to 30 May 2016, IT jobs citing Project Management also mentioned the following skills in order of popularity.
The figures indicate the number co-occurrences and its proportion to all job ads with a requirement for Project Management.
This chapter provides a set of role, skill, and experience norms for staff undertaking enterprise architecture work. Their value derives from their ability to provide a means of rapidly identifying skill matches and gaps.
Their value in the context of enterprise architecture arises from the immaturity of the enterprise architecture discipline, and the problems that arise from this. Despite the lack of uniform terminology, architecture skills are in increasing demand, as the discipline of architecture gains increasing attention within industry. Many enterprises have set up, or are considering setting up, an enterprise architecture practice, as a means of fostering development of the necessary skills and experience among in-house staff to undertake the various architecting tasks required by the enterprise. An enterprise architecture practice is a formal program of development and certification, by which an enterprise formally recognizes the skills of its practicing architects, as demonstrated by their work.
The role and skill definitions on which such a program needs to be based are also required, by both recruiting and supplying organizations, in cases where external personnel are to be engaged to perform architecture work (for example, as part of a consultancy engagement). The TOGAF Architecture Skills Framework attempts to address this need by providing definitions of the architecting skills and proficiency levels required of personnel, internal or external, who are to perform the various architecting roles defined within the TOGAF Framework. Because of the complexity, time, and cost involved, many enterprises do not have an internal enterprise architect certification program, preferring instead to simply interview and recruit architecture staff on an ad hoc basis. Communication between recruiting organizations, consultancies, and employment agencies is very difficult. Staff that are capable of filling architecture roles may be overlooked, or may not identify themselves with advertised positions and hence not even apply.
There is increased risk of unsuitable personnel being employed or engaged, through no-one's fault, and despite everyone involved acting in good faith.
Many enterprises do not have an internal architecture practice due to the complexity involved in setting one up, preferring instead to simply interview and recruit architecture staff on an ad hoc basis. Enterprises that already have an internal architecture practice are able to set enterprise-wide norms, but still experience difficulties as outlined above in recruiting staff, or engaging consultants, from external sources, due to the lack of uniformity between different enterprises. Enterprises that do not have an internal architecture practice run the risk of unsuitable personnel being employed or engaged, through no-one's fault, and despite everyone involved acting in good faith. Even more important is the adverse impact on the time, cost, and quality of operational IT systems, and the projects to deliver them, resulting from poor staff assignments.
This section describes the role of an enterprise architect, the fundamental skills required, and some possible disciplines in which an enterprise architect might specialize. TOGAF delivers an enterprise architecture, and therefore requires both business and IT-trained professionals to develop the enterprise architecture.


The TOGAF Architecture Skills Framework provides a view of the competency levels for specific roles within the enterprise architecture team.
The tables that follow show, for each of these roles, the skills required and the desirable level of proficiency in each skill. Of all the roles listed above, the one that needs particularly detailed analysis and definition is of course the central role of enterprise architect. The final subsection below therefore explores in some detail the generic characteristics of the role of enterprise architect, and the key skill requirements, whatever the particular architecture domain (Enterprise Architecture, Business Architecture, Data Architecture, Application Architecture, Technology Architecture, etc.). Generic Skills: - typically comprising leadership, teamworking, inter-personal skills, etc. Enterprise Architecture Skills: - typically comprising modeling, building block design, applications and role design, systems integration, etc. Program or Project Management Skills: - typically comprising managing business change, project management methods and tools, etc. IT General Knowledge Skills: - typically comprising brokering applications, asset management, migration planning, SLAs, etc.
Technical IT Skills: - typically comprising software engineering, security, data interchange, data management, etc.
Legal Environment: - typically comprising data protection laws, contract law, procurement law, fraud, etc. The tables that follow show, for each of these skills, the roles to which they are relevant and the desirable level of proficiency in each skill. Of all the roles listed above, the one that needs particularly detailed analysis and definition is, of course, the central role of enterprise architect. This section therefore explores in some detail the generic characteristics of the role of enterprise architect, and some key skill requirements, whatever the particular architecture domain (Enterprise Architecture, Business Architecture, Data Architecture, Application Architecture, Technology Architecture, etc.).
Enterprise architects are visionaries, coaches, team leaders, business-to-technical liaisons, computer scientists, and industry experts. The choice of which particular architecture views to develop is one of the key decisions that the enterprise architect has to make.
The role of the enterprise architect is more like that of a city planner than that of a building architect, and the product of the enterprise architect is more aptly characterized as a planned community (as opposed to an unconstrained urban sprawl), rather than as a well-designed building or set of buildings.
An enterprise architect does not create the technical vision of the enterprise, but has professional relationships with executives of the enterprise to gather and articulate the technical vision, and to produce the strategic plan for realizing it.
The strategic plan of the enterprise architect is tied to the architecture governance process (see 50.
The enterprise architect produces documentation of design decisions for application development teams or product implementation teams to execute. An architect is involved in the entire process; beginning with working with the customer to understand real needs, as opposed to wants, and then throughout the process to translate those needs into capabilities verified to meet the needs.
However, the architect is not the builder, and must remain at a level of abstraction necessary to ensure that they do not get in the way of practical implementation. The architect's focus is on understanding what it takes to satisfy the client, where qualitative worth is used more than quantitative measures.
Understand and interpret requirements: probe for information, listen to information, influence people, facilitate consensus building, synthesize and translate ideas into actionable requirements, articulate those ideas to others. Create a useful model: take the requirements and develop well-formulated models of the components of the solution, augmenting the models as necessary to fit all of the circumstances.
Validate, refine, and expand the model: verify assumptions, bring in subject matter experts, etc.
Manage the architecture: continuously monitor the models and update them as necessary to show changes, additions, and alterations.
Under certain circumstances, the complexity of a solution may require additional architects to support the architecture effort. The Enterprise Architect has the responsibility for architectural design and documentation at a landscape and technical reference model level. The Segment Architect has the responsibility for architectural design and documentation of specific business problems or organizations. The Solution Architect has the responsibility for architectural design and documentation at a system or subsystem level, such as management or security. An enterprise architect must be proficient in the techniques that go into producing designs of complex systems, including requirements discovery and analysis, formulation of solution context, identification of solution alternatives and their assessment, technology selection, and design configuration. An enterprise architect should possess an extensive technical breadth through experience in the IT industry. Enterprise architects approach their job through the consistent use of recognized design methods such as the TOGAF Architecture Development Method (ADM).
While enterprise architects are responsible for design and hand-off of the project to implementors, it is vital that they have experience with all aspects of a project from design through development, testing, implementation, and production.
Communication and team building are key to the successful role of the enterprise architect. Industry skill and experience will make the task of gathering requirements and deciding priorities easier and more effective for the enterprise architect.
The TOGAF Architecture Skills Framework provides an assessment of the skills required to deliver a successful enterprise architecture.
It is hoped that the provision of this Architecture Skills Framework will help reduce the time, cost, and risk involved in training, recruiting, and managing IT architecture professionals, and at the same time enable and encourage more organizations to institute an internal IT architecture practice, hopefully based on (or at least leveraging) the role and skill definitions provided. In the main Contents frame in the left margin of the page, click the relevant hyperlink to load the Contents List for that Part of the TOGAF document or go direct to a chapter within the document. Within a chapter you can select Previous and Next at the top and bottom of the page to move to the previous or next chapter, or select Home to return to the welcome page. Downloads of TOGAF®, an Open Group Standard, are available under license from the TOGAF information web site.
TOGAF is a registered trademark of The Open Group in the United States and other countries. To win a job interview, she needs to address both of these skills (administrative and project management) in her resume.
This helps the employer know what Paula is qualified for and helps her to be considered for the types of jobs she wants. By stating this, she tells the reader that she likes to learn new skills and keep up with tools and trends in her field. They are often the first contact an employer has with a prospective employee, and are used to screen job applicants and learn more about them. Job seekers usually end up creating many drafts before they feel comfortable with the end result. This is a resource page aimed at helping you to write a resume that will give a well-organized and concise presentation of the most relevant information about you. This is because they need resumes to find suitable candidates to fill their vacancy’s, however they very often have to read through piles of poorly written resumes to find the right one. Use it to show where you worked, what you learnt, and how your skills and experience are relevant to the job you’re applying for. These are basically verbs that can make you stand out by putting more emphasis on your experience and achievements. However you should note that a keen eyed recruiter may be able to roughly work out your age from your career history and academic qualifications. Hiring Managers are likely to quickly discard candidates whose resumes are difficult to read or have the key information buried under a morass of less important text. Do not include your work number unless you have a private office where you can take phone calls without being overheard. It’s also not wise to use unusual fonts, as apart from making it hard to read it can also be difficult to scan electronically.
Hiring managers can be very picky and after a quick glance will discard those that have spelling mistake’s or appear disorganized.
It also takes up premium space which can be used for more relevant information which the recruiter will be interested in. First of all as you are likely have more hobbies and interests than you can include in your resume, only include those that are related to the job you are applying for, or that you think will interest the employer the most. Humour is a subjective thing and since you have no idea who will be reading your CV and whether they have a similar sense of humour to you it’s best not to take any chances. Remember that Hiring Managers will have a stack of CVs to go through, their time is limited and so is their patience. The golden rule is that it should be as concise as possible, but long enough to entice a hiring manager to call you for a job interview. As long as you are either a native to the country in which you are applying or can provide a suitable working visa, there is no need to explain where you are from. Also be careful about disclosing confidential information about a previous employer’s sales figures or business turnover etc. After you have finished writing it and before you send it out have your resume reviewed by a competent person. They believe that employers already know that virtually all serious applicants have referees and if required they can be supplied separately. The purpose of this section is to impress the employer with your abilities and to cause them to want to ask further questions about your work performance.
It’s a place for you to show off your desirable traits and to prove your future value to prospective employers. Mention points which were particularly noteworthy or interesting and which will show that you brought a different perspective to things.
Critical thinking, or the ability to analyze situations or statements and determine their validity, is the foundation on which modern management professionals build their careers.
Projects can be simple or complex, short- or long-term, but in marketing, they are increasingly happening in quick response to social media opportunities and customer engagement.
They know the value of the vast amount of data available today, and are highly interested in what that data can reveal about consumer behavior, efficacy of various marketing approaches and more.


From trade show displays to Twitter feeds, it’s vitally important to see how the relationships between all parts of the marketing plan work, and to manage them effectively.
Customer engagement will occur in more ways, and competing for their attention will mean delivering the services and information they want, through user-friendly apps and relationship-building tools. While it will be important to know how to leverage specific opportunities, marketers of the future will also need to acquire specific tactical marketing skills that can be applied to help their company reach its goals.
Included is a guide to the salaries offered in IT jobs that have cited Project Management over the 3 months to 30 May 2016 with a comparison to the same period over the previous 2 years. They are also widely used by recruitment and search agencies to match candidates and roles.
Successfully applied, they can ensure that candidates are fit for the jobs assigned to them.
They are used to denote a variety of practices and skills applied in a wide variety of architecture domains.
Because of the different usages of terms, there is often misunderstanding and miscommunication between those seeking to recruit for, and those seeking to fill, the various roles of the architect.
Such a program is essential in order to ensure the alignment of staff skills and experience with the architecture tasks that the enterprise wishes to be performed. It is normally built around a process of peer review, and involves the time and talent of the strategic technical leadership of an enterprise.
By aligning its existing skills framework with the industry-accepted definitions provided by The Open Group, an enterprise can greatly simplify these problems.
This plan is always tied to the business plans of the enterprise, and design decisions are traceable to the business plan. Architecture Governance) for the enterprise, so design decisions are not circumvented for tactical convenience. Additionally, the architect may present different models to the customer that communicate how those needs may be met, and is therefore an essential participant in the consultative selling process. A goal of this document is to describe the role - what should be done, regardless of who is performing it. The different categories of architects are described below, but as they are architects, they all perform the tasks described above. A Segment Architect re-uses the output from all other architects, joining detailed technical solutions to the overall architectural landscape. This breadth should be in areas of application development and deployment, and in the areas of creation and maintenance of the infrastructure to support the complex application environment. Enterprise architects should have working knowledge of more than one design method and be comfortable deploying parts of methods appropriate to the situation in which they are working working.
This scope of experience will serve to keep enterprise architects grounded in the notion of fitness-for-purpose and the practical nature of system implementation. A major task of the enterprise architect is to communicate complex technical information to all stakeholders of the project, including those who do not have a technical background.
Enterprise architects must understand the business processes of the enterprise in which they work, and how those processes work with other peer enterprises in the industry. The license is free to any organization wishing to use the TOGAF standard entirely for internal purposes (for example, to develop an information system architecture for use within that organization). These unique examples, which you will not find on any other sites, are all fictionalised, with most (but not all) being in PDF format. Right here you will learn the basic rules of writing one, and also have access to free resume templates that you can customise and use to create your very own personalised interview winning document.
Be sure to check your emails and voicemails regularly to make sure you do not miss any messages left by prospective employers. Currently most CV experts agree that it should ideally be one page long, however its final length really depends on your experience and the type of job you are applying for, which in turn means it can be two pages long if need be. Once it has been saved to your prospective employer's hard disk your resume should be easy to identify. Ask them to critique your resume for its appropriateness, errors, typos, or misspelled words. Therefore if you plan to send in your resume as a MS Word document or a PDF, check its properties first. Here, we’ll review five essential skills that every future marketing manager should develop. Future marketing managers will need to sharpen their project management skills in order to lead their teams and accomplish their objectives. The best managers also know how to look beyond the data and pick up on trends and patterns that can lead to better, more successful marketing efforts. So while marketing managers will depend on technology innovators to create the tools, they must be familiar with what consumers want and how best to deliver it.
Typically it involves establishment of a peer review board, and documentation of the process, and of the requirements for internal certification.
There is often confusion between the role of an architect and that of a designer or builder. The architect deals more with guidelines, rather than rules that builders use as a necessity. The architect participates in the discovery and documentation of the customer's business scenarios that are driving the solution.
The architect is responsible for the overall architecture integrity and maintaining the vision of the offering from an architectural perspective.
The architect additionally should assess the value of solution-enhancing developments emanating from field work and incorporate these into the architecture models as appropriate. Any combination of enterprise, enterprise solution, and solution architects may be utilized, as a team. The focus of the Segment Architect is on enterprise-level business solutions in a given domain, such as finance, human resources, sales, etc.
The focus of the Solution Architect is on system technology solutions; for example, a component of a solution such as enterprise data warehousing.
Current IT environments are heterogeneous by nature, and the experienced enterprise architect will have skills across multiple platforms, including distributed systems and traditional mainframe environments. This should be seen in the body of design work the enterprise architect has produced through repeated successful use of more than one design method. The impact of full project scope experience should lead the enterprise architect to make better design decisions, and better inform the trade-offs made in those decisions. The enterprise architect should be viewed as a leader in the enterprise by the IT organization, the clients they serve, and management.
They should also be able to spot key trends and correct flawed processes, giving the IT organization the capability to lead the enterprise, not just respond to requests.
A book is also available (in hardcopy and pdf) from The Open Group Bookstore as document G116. For all of these reasons they should be well written, concise and only include information that the employer will be interested in and finds relevant.
They will give you an excellent idea of how to organize information, create emphasis, and describe your accomplishments.
Our templates have been professionally designed, are of the highest quality and contain powerful industry specific keywords intended to grab the attention of recruiters and get you noticed. Don’t risk throwing away all of your hard work with one small spelling mistake which could blow your chances. Do this by going to the File menu of a MS Word document and clicking on Properties then look at the Summary and ensure your name appears in the Author box (if it doesn't then simply enter your name there and save it).
Time is also required of candidates to prepare for peer review, by creating a portfolio of their work to demonstrate their skills, experiences, and contributions to the profession.
Many of the skills required by an enterprise architect are also required by the designer, who delivers the solutions. The architect is responsible for requirements understanding and embodies that requirements understanding in the architecture specification. The architect also ensures leverage opportunities are identified, using building blocks, and is a liaison between the functional groups (especially development and marketing) to ensure that the leverage opportunities are realized. Through this development cycle, the architect continuously fosters the sharing of customer, architecture, and technical information between organizations. In such cases each member may have a specific focus, if not specific roles and responsibilities, within the phases of the development process. Enterprise architects will have, as a result of their careers, skills in at least one discipline that is considered to be at the level of a subject matter expert. Proficiency in methodology use is in knowing what parts of methods to use in a given situation, and what methods not to use. The enterprise architect must work with the project management team to make decisions in a timely manner to keep projects on track. Each template is aimed at a specific industry sector and has been formatted using margins and bullet points, making it easier for key elements of an individual’s strength to be quickly identified. While their skills are complementary, those of the designer are primarily technology focused and translate the architecture into deliverable components.
The architect provides and maintains these models as a framework for understanding the domain(s) of development work, guiding what should be done within the organization, or outside the organization. In cases where a team of architects is deemed necessary, a lead enterprise architect should be assigned to manage and lead the team members.
The architect must represent the organization view of the architecture by understanding all the necessary business components.



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