Principal project manager
Description
A project is a temporary process or endeavour which has a clearly defined start and end, a set of activities and tasks, a budget and a specified business case. It is undertaken to deliver a unique and well-defined product, service, goal or objective or to deliver well-defined benefits. ICT projects undertaken within the Queensland Government are managed in accordance with the endorsed project management methodology (access to Queensland Government employees only).
A principal project manager is responsible for ensuring the project is completed on time, on budget, within scope, to the business requirements and meeting quality standards. A principal project manager must ensure success of the project by managing risks and minimising their impact throughout the life of the project.
The principal project manager is responsible for the creation of project documents and reports that are used to determine the progress and success of the project. These documents ensure there are detailed implementation plans for the project, that relevant approvals have been gained, that each phase of the project is completed and that agreed milestones have been met before moving to the next phase.
A principal project manager exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA) and the Leadership competencies for Queensland.
Within the SFIA profile, the principal project 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.
Category | Skill/description | Level | Code |
|---|---|---|---|
Strategy and architecture | Consultancy 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. | 5 - ensure, advise | CNSL |
Business change | Project management Takes full responsibility for the definition, documentation and successful completion of complex projects. Adopts and adapts project management methods and tools suited to the project's needs. Ensures effective monitoring and control of resources, budgets and timelines. Integrates robust risk management within governance frameworks to align decisions with the organisation’s risk appetite and standards. Manages expectations of key stakeholders, ensuring all activities align with organisational goals, deliver agreed outcomes and provide business value. | 6 - initiate, influence | PRMG |
Business change | Stakeholder relationship management Leads the development of comprehensive stakeholder management strategies and plans. Establishes and builds long-term, strategic relationships with key stakeholders to support service delivery and change initiatives. Acts as a principal point of contact, ensuring effective communication and alignment. Negotiates and ensures agreements meet stakeholder needs. Oversees the monitoring of stakeholder relationships, capturing lessons learned and providing feedback. Leads initiatives to enhance communication and relationships, promoting collaboration and understanding between all parties. | 6 - initiate, influence | RLMT |
| Business change | Organisational change management Defines and communicates the approach for change management for a significant part of the organisation. Initiates, plans and leads strategic, large and complex change management initiatives. Provides guidance to change leaders, emphasising the technical and procedural aspects of change. Establishes feedback processes and leads analyses of change management successes. Enables continual improvements to change management methodology, tools and training necessary to enhance the maturity across the organisation. | 6 - initiate, influence | CIPM |
Strategy and architecture | Governance Implements the governance framework to enable governance activity to be conducted. Within a defined area of accountability, determines the requirements for appropriate governance reflecting the organisation's values, ethics, risk appetite and wider governance frameworks. Communicates delegated authority, benefits, opportunities, costs and risks. Leads reviews of governance practices with appropriate and sufficient independence from management activity. Acts as the organisation's contact for relevant regulatory authorities and ensures proper relationships between the organisation and external stakeholders. | 6 - initiate, influence | GOVN |
Business change | Benefits management Works with operational managers to ensure maximum improvements are made as groups of projects deliver their products into operational use. Communicates the change programme vision to staff at all levels of the business and keeps a focus on business objectives. Maintains the business case for funding the programme and confirms continuing business viability of the programme at regular intervals. | 6 - initiate, influence | BENM |
| Strategy and architecture | Risk management Plans and implements complex and substantial risk management activities within a specific function, technical area, project or programme. Establishes consistent risk management processes and reporting mechanisms aligned with governance frameworks. Engages specialists and domain experts as necessary. Advises on the organisation's approach to risk management. | 5 - ensure, advise | BURM |
The principal project manager is aligned to Queensland Public Service Capability and Leadership Framework level 8.
Capability | Component | Description |
|---|---|---|
Shapes strategic thinking | Inspires a sense of purpose and direction | Provides direction to others regarding the purpose and importance of their work.Illustrates the relationship between operational tasks and organisational goals.Sets work tasks that align with the strategic objectives and communicates expected outcomes. |
Achieves results | Builds organisational capability and responsiveness | Reviews project performance and focuses on identifying opportunities for continuous improvement.Identifies key talent to support performance.Remains flexible and responsive to changes in requirements. |
Cultivates productive working relationships | Natures internal and external relationships | Builds and sustains relationships with a network of key people internally and externally.Proactively offers assistance for a mutually beneficial relationship. Anticipates and is responsive to internal and external client needs |
Exemplifies personal drive and integrity | Demonstrates public service professionalism and probity | Adopts a principled approach and adheres to public service values and Code of Conduct.Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints.Operates as an effective representative of the organisation in public and internal forums. |
Communicates with influence | Negotiates persuasively | Approaches negotiations with a strong grasp of the key issues, having prepared in advance.Understands the desired objectives and associated strengths and weaknesses.Anticipates the position of the other party, and frames arguments accordingly.Encourages the support of relevant stakeholders.Strives to achieve an outcome that delivers benefits for both parties. |
Entry points
Whilst a formal tertiary qualification is considered highly advantageous to work as a principal project manager, it is not essential. Significant experience working within project teams is essential and experience within the area of ICT is highly regarded. Very strong communication and negotiation skills are essential, as is a thorough understanding of the project objectives and goals. Skills in team leadership and risk management are essential for a principal project manager.
Undergraduate courses in information technology and post graduate courses in project management are well regarded. Experience in PRINCE2 Project Management Methodology is essential.
The endorsed Queensland Government Project Management Methodology is based upon the PRINCE2 Project Management Methodology. Training in project management fundamentals should be undertaken before any training in the Queensland Government Project Management Methodology.
Learning and development
There are a number of ways to develop and improve project management skills. Formal training and on the job experience are important ways to improve and develop the required skills.
Skills in project management can be gained by attending courses in project management.
Extensive information on project management is included on the Queensland Government methodologies website for use by all Queensland Government agencies.