Information Technology Competence Level Assessment for Role Placement and Team Capability PlanningFourteen decisions, five rungs of responsibility. Find out which rung your IT judgement is actually standing on.
Not a tools quiz. Each of the fourteen level calls describes one real decision — a retry limit after three incidents, two teams wanting different formats for the same shared event, a supplier ending support in two years — and prints the same five-rung ladder of responsibility as its options, so the standard is on the screen rather than in your memory. Twenty-six more exercises read what a situation supports across five areas of technology work. Reported as a ranked shortlist of the five role levels, with overlapping bands printed as a tie group and the separation printed instead of the rank.
An IT competence level test that reads the scope of your judgement, not your knowledge of a tool
The Information Technology Competence Level Assessment is a thirty-minute check of the level of scope and responsibility a person's technology judgement operates at, across planning and architecture, building and delivery, running and support, enabling and advisory, and managing and governance, reported as a ranked shortlist of five role levels.
Almost every technology assessment on the market measures depth in one thing: a language, a platform, a console. Depth is worth measuring and this is not it. What decides whether somebody can hold a senior role is whether they can tell which decisions are theirs to settle — and the two most expensive errors in technology work are a one-team choice sent to a shared forum, and a decision that had to hold across four teams settled quietly inside one.
Every level call prints the same five-rung ladder as its options: the person doing the task, the practitioner working alone, the owner of the service, a group that sets one standard across teams, the leaders who commit the organisation for years. Nothing has to be remembered. The difficulty lives entirely in the judgement, which is why a strong reader with no experience cannot pick the keyed rung and somebody who has held the scope usually can.
The scoring is a chance-corrected proximity match. Your fourteen calls are standardised within you, so somebody who reads the whole ladder high and somebody who reads it low are compared on the shape of their calls rather than on where they anchor — and response style, which varies by group, drops out of the score instead of being imported into it. The shape is then measured against each role level's declared pattern and corrected against a six-thousand-draw Monte Carlo of the answers people actually give. Zero means indistinguishable from an ordinary respondent, not a lucky guess.
A respondent who presses the same rung fourteen times is refused a shortlist, in words, and the refusal occupies the place the table would have taken. There is no shape in one repeated answer, and the check runs on the raw presses rather than on anything the scorer has already re-oriented. Sit fewer than twenty-four of the forty exercises and nothing is ranked at all, because a rank read on a handful would reward the short sitting.
The report is a shortlist table, and the rule that makes it a design rather than a list is the tie group: two role levels whose ninety-five per cent bands overlap share one rank, and the caption says why. The separation column prints how many levels sit reliably above and below each row, because a ranked list invites the reader to act on rank one and this measurement separates levels only where their bands do not overlap. Beneath the table your own five areas are drawn as a labelled bar row, because a match is unreadable without the thing being matched.
The structure of five areas of technology work and five levels of responsibility follows the freely published European e-Competence Framework, issued as European Standard EN 16234-1 by the European Committee for Standardization; the framework and the standard belong to CEN, and this assessment is not affiliated with CEN, is not endorsed by CEN, and is not a conformity assessment against that standard. The area names and the level descriptors here are our own words. No vendor certification, training provider, product or competitor is named anywhere in the exercises or the report.
What you walk away with
One row per level, sorted by match, each with its 68 and 95 per cent bands drawn on the axis and written out. Levels whose bands overlap share one rank as a tie group. The separation column says how many levels sit reliably above and below, so the rank is never read as a recommendation.
For every row, the two areas where your calls sit closest to that level's expected pattern and the one where they sit furthest, computed against the same distance under the answer priors so the areas are comparable. The column heading is what this match is based on, and it is never your career.
How many decisions you placed at a wider scope than the situation needs and how many at a narrower one, never averaged into one figure. Too wide costs a queue and a forum; too narrow leaves the decision unsettled outside your own boundary. They are different habits with different fixes.
Whether a constraint binds where you think it does; what belongs in a service split; the order that keeps a change reversible; whether a decision with no reach outside one team still needs a shared forum; and what actually has to hold before a Friday release.
Restoring service and finding the cause in the right order; where to look first when one country is slow and writes are failing; what counts as enabling a team rather than doing its work; and how many teams one adviser can genuinely keep aligned.
What a capability plan must carry to be usable, what a recorded risk must carry to be useful months later, how much cover a single-person release pipeline actually needs, and which resourcing problem needs which decision.
Inside your report
Illustrative sample — your report is generated from your own responses.
| Rank | Role level | Match | 68% | 95% | Above / below |
|---|---|---|---|---|---|
| ■ 1 | Cross-team design and standards | 62 | 53 to 71 | 44 to 80 | 0 / 2 |
| ■ 1 | Service and component ownership | 57 | 47 to 67 | 37 to 77 | 0 / 2 |
| 3 | Organisation-wide direction | 34 | 23 to 45 | 12 to 56 | 1 / 1 |
| ■ 4 | Independent task ownership | 11 | 1 to 21 | -9 to 31 | 2 / 0 |
| ■ 4 | Supported task work | 4 | -8 to 16 | -20 to 28 | 2 / 0 |
How to read it: rank counts how many levels sit reliably above a row, meaning their whole 95 per cent band lies above its band. Two levels whose bands overlap share one rank as a tie, because nothing in the measurement separates them. Read the separation column, not the rank: a level with nothing reliably above it is one this sitting could not rule out, which is a weaker and more honest statement than a recommendation.
Shape above, accuracy here. The table reads the shape of your fourteen level calls. These five bars read how often you were right about what a situation supports, over all forty exercises, eight per area. The two are never combined.
| Area | Raw | Typical | Corrected | Omega | Reading |
|---|---|---|---|---|---|
| Planning and architecture | 54% | 33% | 41 | 0.74 | ▲ above the typical respondent |
| Building and delivery | 57% | 34% | 24 | 0.74 | ▲ above the typical respondent |
| Running and support | 60% | 35% | 6 | 0.74 | ▬ about typical |
| Enabling and advisory | 63% | 36% | -9 | 0.74 | ▬ about typical |
| Managing and governance | 66% | 37% | 37 | 0.74 | ▲ above the typical respondent |
| All forty exercises | 61% | 36% | 39 | 0.90 | 68% 32 to 46 · 95% 25 to 53 |
Placed too wide: 4. The cost is a queue, a forum and a delay on a decision somebody already had the standing to make.Placed too narrow: 2. The cost is a decision settled well inside one boundary and still unsettled outside it.Placed exactly: 8 of 14, against a typical respondent’s 34 per cent.
An area with fewer than eight exercises, or an omega under .70, prints a placement word and no figure. No percentile appears anywhere, because no norm group exists for this instrument yet.
Built for
- IT professionals and specialists who want to know which decisions are theirs to settle, and where their judgement is currently topping out
- Team leads and resourcing managers placing people against role levels, who need a read on scope of judgement rather than tool depth
- Capability managers planning what a team needs next, who want the five areas of technology work read separately and honestly
- Career changers moving into technology roles, who need a picture of the responsibility ladder before an interview panel describes it to them
- Training providers who need a provider-neutral instrument with its reliability, its bands and its refusals printed on the report
Find out which rung your judgement is standing on
40 exercises across six formats · about 30 minutes · a ranked shortlist of five role levels with tie groups and separations, five areas each corrected against the ordinary respondent, and every refusal printed where the figure would have been.
₹699 (incl. GST) · assessment and full report, nothing further to pay
Frequently asked questions
No, and it says so on the report. Nothing you write is compiled and no code of yours is tested. Every exercise asks at which level of responsibility a decision belongs, or what a described situation supports. The five areas are planning and architecture, building and delivery, running and support, enabling and advisory, and managing and governance, and no product, vendor, certification or training provider is named anywhere. It works whatever your organisation runs on.
Fourteen exercises each describe one decision and print the same five-rung ladder of responsibility as their options. Your fourteen calls form one vector, which is standardised within you so that reading the whole ladder high or low does not change the result. The shape of that vector is measured against each role level's declared pattern, and the distance is corrected against a six-thousand-draw Monte Carlo of answers drawn from what people actually give on each exercise, never a uniform guess across the five rungs. Zero means indistinguishable from an ordinary respondent; one hundred means the level's pattern exactly.
Because nothing in the measurement separates them. Every match carries a ninety-five per cent band resampled from your own fourteen calls, and two levels whose bands overlap are printed as a tie group sharing one rank, with the caption saying why. The separation column then prints how many levels sit reliably above and below each row. A ranked list invites the reader to treat rank one as a recommendation, and a tie is the honest answer where the bands cannot support one.
If you choose the same rung on every level call, the shortlist is withheld and the reason is printed where the table would have been: one repeated level call is one call, there is no shape in it to compare, and the check runs on your raw answers rather than on anything the scorer has re-oriented. Your five areas are still scored, because they are accuracy and not shape. An unanswered exercise leaves the denominator rather than scoring zero, and a sitting with fewer than twenty-four of the forty answered is not reported at all.
No. It is not a qualification, a certification, or an entitlement to a role, a grade, a title or a salary band, and the report states that in plain words. A match says the shape of your fourteen level calls resembles a role level's expected pattern; it does not say you hold the role, would be appointed to it, or would do it well. The five role levels are a ladder of scope written for this instrument and do not map onto any employer's grading structure. About thirty minutes for forty exercises; the sitting is free and the report is the product, at ₹699 in India inclusive of GST, or US$6.99 elsewhere, one time. Re-sitting in three months is free and the thresholds for real change are printed on the page.
Each one takes a single capability, puts you inside the situations where it is actually tested, and scores your choices against published evidence — with a report designed for that capability alone, not a template. They span hiring, compliance, education, operations and personal skill.
Browse the catalogue →Methodology: Forty original exercises across six formats: fourteen single-choice level calls, each printing the same five-rung ladder of responsibility as its options; seven select-every-line exercises; seven true-or-false claims; five matching exercises with more entries on the right than on the left; four ordering exercises; and three numeric estimates on a slider. DECLARED RESPONSE INSTRUCTION: one instruction is declared for the whole instrument and it is a KNOWLEDGE instruction. Every exercise asks at which level of responsibility a decision belongs, or what a described situation supports. No exercise asks what the respondent would do, would prefer, or would feel, and no self-report scale appears anywhere in the instrument. CONSTRUCT STATEMENT: this measures at which level of scope and responsibility a person's judgement about technology work actually operates, across planning and architecture, building and delivery, running and support, enabling and advisory, and managing and governance; it does not measure technical depth in any language, platform or tool, does not test anybody's code, does not measure seniority, pay, experience or how well a person would perform in a named job, and it is not a qualification or an entitlement to a role or a grade. SCORING DESIGN: chance-corrected proximity scoring. The fourteen level calls form one vector. That vector is ipsatised within the person, z = (call minus the person's own mean) divided by the person's own standard deviation, and every role level's key vector is ipsatised identically, so somebody who reads the ladder high and somebody who reads it low are compared on the shape of their calls rather than on where they anchor. The distance to each role level is the sum of the absolute differences between the two standardised vectors. That distance is then corrected against the EMPIRICAL null: the expected distance of a respondent whose answer to every situation is drawn from that situation's declared answer prior, estimated by a seeded Monte Carlo of six thousand draws inside the report builder, and never against a uniform draw across the five rungs. Zero on the printed scale therefore means indistinguishable from somebody answering the way people typically answer; one hundred means the shape of the level's own vector exactly. The band around each match is a seeded item bootstrap over the fourteen calls, so the width of the band is the item-sampling error of a fourteen-call strand rather than an assumption pulled from nowhere. Two role levels whose ninety-five per cent bands overlap share one rank and are printed as a tie group, and the report prints how many levels sit reliably above and below each row instead of treating rank one as a recommendation. The five areas are scored separately as keyed accuracy on all forty exercises, eight per area, each exercise corrected against its own declared prior: the share declared on the keyed option for a single-choice or true-or-false exercise, the expected F1 of a respondent ticking each line at its declared selection share for a select-all exercise, the mean declared pair share for a matching exercise, the mean declared position share for an ordering exercise, and the expected banded credit under the declared value distribution for a slider. On select-all exercises the declared shares are SELECTION shares, one per line, and they are not a distribution over the lines; on single-choice and true-or-false exercises they are a distribution and sum to one, with index zero meaning True. No binary prior is set at an even split, because an even split on a two-option exercise is a coin wearing a prior's clothes and the correction it feeds is a coin toss. REFUSAL RULES: an unanswered exercise leaves the denominator and the chance term rather than scoring zero, so a short sitting is short rather than bad. An entirely empty sitting scores exactly zero and is marked not reportable. A sitting with fewer than twenty-four of the forty exercises answered is not reported at all, and the refusal is printed where the figures would have been rather than beside them. The shortlist needs at least nine of the fourteen level calls answered. The flatness test runs on the RAW presses, always: a respondent who chose the same rung on every level call they answered has a vector with no shape, and the shortlist is refused in the reader's own words, which say that one repeated level call is one call however the scorer re-orients it. An area with fewer than eight exercises, or with an omega below .70 on the unrounded value, carries a three-way classification and no number. Every reported figure carries its standard error and both its sixty-eight and ninety-five per cent bands. No percentile appears anywhere, because no norm group exists for this instrument yet. FRAMEWORK ANCHOR AND SOURCES: the structure of five areas of technology work and five levels of responsibility follows the freely published European e-Competence Framework, issued as European Standard EN 16234-1 by CEN, the European Committee for Standardization, and available at no charge; the framework and the standard are the property of CEN, and this instrument is not affiliated with CEN, is not endorsed by CEN, and is not a conformity assessment against EN 16234-1. The five area names and the five level descriptors used here are our own words, written for this instrument. The European multilingual classification of skills, competences and occupations, published by the European Commission, is used as a secondary check that the areas described are recognisable across labour markets, again with no affiliation or endorsement implied. The measurement sources are: Cronbach and Gleser, Assessing similarity between profiles (1953), for why a raw profile distance confounds elevation, scatter and shape; Cattell, r-p and other coefficients of pattern similarity (1949), for the pattern-similarity tradition this scorer sits in; Fischer, Standardization to account for cross-cultural response bias (2004), and Fischer and Milfont, Standardization in psychological research (2010), for within-person standardisation and its effect on subgroup differences; Efron and Tibshirani, An Introduction to the Bootstrap (1993), for the resampled band; McDonald, Test Theory: A Unified Treatment (1999), and Flora, Your coefficient alpha is probably wrong (2020), for reporting omega rather than alpha; Jacobson and Truax, Clinical significance (1991), for the reliable-change threshold printed for a re-sitting; Chi, Feltovich and Glaser, Categorization and representation of physics problems by experts and novices (1981), and Ericsson, The influence of experience and deliberate practice (2006), for the finding that experts and novices differ in how they represent a problem rather than only in how fast they solve it, which is what a level call measures; Dreyfus and Dreyfus, A five-stage model of the mental activities involved in directed skill acquisition (1980), for staged descriptions of practice; Kane, Validating the interpretations and uses of test scores (2013), for stating the claim the report is allowed to make; Haladyna, Downing and Rodriguez, A review of multiple-choice item-writing guidelines (2002), for the item-writing and cue-control rules; Baumgartner and Steenkamp, Response styles in marketing research (2001), for the response-style risk that the within-person standardisation removes; and Gollwitzer and Sheeran, Implementation intentions and goal achievement (2006), for the if-then action the report ends on. All forty exercises are original works written for this instrument. No commercial instrument's items or name are used or implied, no vendor certification, training provider, product or competitor is named anywhere in the instrument or the report, and no single jurisdiction's law is required to answer any exercise.