Program director
Description
A program director is responsible for leading and managing the setting up of the program through to the delivery of the new capabilities and realisation of benefits. Managing a program is not simply a line management function overseeing the delivery of a number of projects. The program director role involves proactive interventions and decision-making to ensure that the program stays on track particularly when the program path is not clear, or the program environment is in a state of flux. Successful delivery will depend on the effective management of issues, conflicts, priorities, communications and personnel. The program director will need the ability to work positively with the full range of individuals and groups involved in the program particularly the senior responsible owner and any business change manager(s).
A program is made up of a number of individual projects. These benefits could not be achieved individually from these projects synergy is created when they are managed as a Program.
The program director is responsible for providing leadership, management, coordination, and direction to teams delivering ICT Projects as part of a program. The program director will liaise closely with ICT project managers, clients and stakeholders to plan, prioritise and resource the program.
A program director 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 program director has level 6 and 7 capabilities, i.e. sets strategy, initiates, influences, inspires and mobiles the skills 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 |
|---|---|---|---|
Programme management | PGMG | 7 | Sets organisational strategy governing programme management, including the application of appropriate methodologies. Plans, directs and co-ordinates activities to manage and implement complex programmes from initiation to full integration with operational, business-as-usual management. Aligns programme objectives with business goals and authorises related projects and activities. Plans, schedules, monitors and reports on programme activities, supported by comprehensive reporting and communication strategies. Ensures governance and risk management frameworks are in place to support strategic decision-making and programme execution. |
Project management | PRMG | 6 | 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. |
Relationship management | RLMT | 6 | 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. |
Organisational change management | CIPM | 6 | 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. |
Benefits management | BENM | 6 | 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. |
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
While a formal tertiary qualification is considered highly advantageous to work as a program director, it is not essential. Significant experience working within project teams and managing programs 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 organisational strategic objectives and goals. Skills in team leadership and risk management are essential for a program director.
Undergraduate courses in information technology or business and certification and accreditation courses in project and program management are well regarded.
Learning and development
There are a number of ways to develop and improve program management skills. Formal training and on-the-job experience are important ways to improve and develop the required skills.
Skills in program management can be gained by attending courses in program management.