ICT manager
Description
The ICT manager will ensure the smooth operation of the ICT department in alignment with the business objectives of the organisation. The ICT manager will plan, direct, coordinate and design ICT-related activities, as well as provide administrative direction and support for daily operational activities of the ICT department.
The ICT manager will take an authoritative, pro-active approach in dealing with external vendors and outsourced development staff. The role will manage and balance the expectations of the business within the framework of staff and resource limitations. The ICT manager will keep abreast of latest technologies that may be of benefit to the organisation and make requisite recommendations, supported by documentation, costing etc and present to business.
The ICT manager will provide leadership to ICT operations and infrastructure ensuring that an appropriate technical support framework is in place, including the management and delivery of service support and service delivery.
The ICT manager will work closely with decision makers in other departments to identify, recommend, develop, implement, and support cost-effective technology solutions. As well as these responsibilities that ICT manager will define and implement ICT policies, procedures, and best practices.
An ICT manager exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA) and from the Leadership competencies for Queensland.
SFIA profile
Within the SFIA profile, the ICT manager has level 5 and 6 capabilities, i.e. ensures and advises on the skills outlined and initiates and influences their use. The SFIA profile is outlined below.
Refer to the framework for descriptions of the seven levels of responsibility and accountability.
| SFIA skill code | SFIA skill level of responsibility | SFIA skills level descriptor |
|---|---|---|---|
Consultancy | CNSL | 5 | Takes full responsibility for understanding client requirements including data collection, analysis and resolving issues. Manages the scope and delivery of consultancy engagements to meet agreed objectives. Identifies, evaluates and recommends options. Collaborates with, and facilitates, stakeholder groups, as part of formal or informal consultancy agreements. Seeks to fully address client needs and implements solutions if required. Enhances the capabilities and effectiveness of clients by ensuring proposed solutions are fully understood and appropriately exploited. |
Technology service management | ITMG | 6 | Manages and allocates resources for budgeting, estimating, planning, developing and delivering a portfolio of technology services and systems. Engages and influences stakeholders to ensure services are developed and managed to meet agreed service levels, security requirements and quality standards. Plans and implements processes, procedures, tools and practices for monitoring and managing the performance of technology services. Aligns the contribution of specified systems and services with organisational and financial goals. Recommends sourcing options, whether in-house, outsourced, or a combination, ensuring optimal service delivery. |
Contract management | ITCM | 6 | Negotiates and resolves contractual issues, including failure to meet contractual obligations. Promotes change control processes and leads variation negotiations when necessary. Champions continual improvement programmes, jointly developing strategies and incentives to enhance performance. Undertakes comprehensive financial evaluations. Ensures due diligence and legal vetting underpin all procurement processes, affirming risk assessment and compliance in contractual engagements. Ensures lessons learned from reviews are documented and promoted to all stakeholders. Leads the advancement and application of effective contract management practices within a specific business domain or category. |
Supplier management | SUPP | 6 | Develops organisational policies, standards and guidelines to ensure effective supplier management across the integrated supply chain. Defines the approach for commercial communications and the management of relationships with suppliers. Establishes a positive and effective working environment with suppliers for mutual benefit. Ensures resources and tools are in place to conduct bench-marking. Reviews supplier analysis and assesses effectiveness across the supply chain. Manages risks and assures the quality of the services delivered by suppliers. |
SFIA skillLeadership skills
Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.
Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the value proposition of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:
- Individual contributor (Leads self and does not supervise others)
- Team leader (leads a team and typically reports to a program leader)
- Program leader (leads team leaders and/or multiple areas of work)
- Executive (leads program leaders or other executives)
- Chief executive (leads the organisation).
When developing a role description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills.
Entry points
To have a career such as an ICT manager, a bachelor level degree in areas such as information technology, information systems or business is required.
Learning and development
Formal training and on-the-job experience are important ways to improve and develop the required skills.