The OFA Role and the Stewardship Model

The Stewardship Model

1.The word "stewardship" is used deliberately instead of "job" or "task."
2.A steward is someone who has been entrusted with something that is not ultimately theirs, and who is accountable for how well they cared for it.

1.In the OFA context, a stewardship might be as small as one set of meeting notes or as large as an entire product roadmap.
2.The size changes with level, but the underlying expectation does not.
3.That constant expectation is to care for what has been entrusted, and to be able to account for how it was cared for.

1.For OFA 1, stewardships are intentionally small and closely supervised.
2.This is not a lesser form of the work·it is the correct starting size.
3.Learning to reliably steward a small thing is what earns the trust required to steward a larger one at OFA 2 and beyond.

II.

Stewardship Area	OFA 1 Expectation
Requirements Management and Analysis	Contributes under guidance; independent facilitation and ownership is an OFA 2 skill introduced later
Operational and Technical Support	Supports testing, validation, and basic issue flagging
User-Centered Product Vision and Roadmap	Awareness only; not an expectation at this level
Process Improvement and Best Practices	Actively supports established requirement-driven processes and best practices under guidance; originating new process improvements is an OFA 2+ skill introduced later

III.

A.Beyond the four stewardship areas above, the Church's official workforce role description for this position (Appendix N) names six specific competency areas.
B.These competency areas expects an OFA 1 to develop working knowledge and application of two to four of them — not all six at once.
C.These will look immediately familiar from the Industry Standards and Frameworks section later in this module.
D.hey are the same BABOK-aligned, IIBA competency-model language that underlies business analysis practice generally, now stated formally as part of the official role description rather than as an outside reference point.

Competency	What It Means
Business Architecture	Modeling an organization's structure, capabilities, and value streams to understand how work and outcomes connect across the organization - a broader, more strategic lens than any single project's requirements
Business Analysis	The general discipline of identifying business needs and determining solutions to business problems; the umbrella discipline this entire curriculum is built around
Enterprise Analysis	Assessing an organization's current capabilities against its strategic goals to identify and justify potential initiatives, typically before a specific project has even begun
Requirements Elicitation/Analysis	Eliciting, examining, and refining stakeholder needs into clear, verifiable requirements - the core discipline taught in Module 4
Solution Assessment/Validation	Confirming that a delivered solution actually meets the requirement it was built to satisfy, and assessing whether it performs as expected - the discipline taught in Module 7 and connected to launch readiness in Module 8
Requirements Management	Tracking, maintaining, and controlling requirements and their relationships throughout a project's life, including keeping them current as a project evolves - closely related to the artifact stewardship taught in Module 6

E.An OFA 1 is not expected to have deep expertise in all six areas; working knowledge of two to four, developed naturally through the modules of this curriculum, meets the expectation described in the official role description for this level.
F.Which two to four matter most will vary by team and by the specific work an OFA 1 is assigned, and a mentor can help identify which competencies a given assignment is building.