Program office manager
Description
A program office manager is the lead role in the program office. The program office may be dedicated to supporting a single program, or it may support a number of programs. The level of resourcing for the program office will vary depending on the size and capabilities of the agency. For example, with appropriate expertise, the program office may be a centre of excellence for all programs and projects within the agency, providing specialist expertise and facilitation across the program and its projects. In many cases, the manager of the program office will also act as deputy to the program manager.
The program office usually provides two separate functions strategic support to programs and projects; and operational support to programs and projects. In many instances the strategic aspects are moved to a portfolio management office or officer leaving the program office to provide an information hub for, and operational support to, programs and constituent projects. This typically involves helping the programs and projects perform appropriate levels of:
- tracking and reporting
- information management
- financial accounting
- risks and issue tracking
- quality control
- change control
- benefits tracking.
The program office is comprised of a number of full and part-time experts and resources providing an environment to make programs and projects successful. They might include subject matter experts, tool experts, business process experts, administrative support, register or log (e.g. risk, issue, benefits) ownership etc.
A program office manager exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA) and the Leadership competencies for Queensland.
SFIA profile
Within the SFIA profile, the program office 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 |
|---|---|---|---|
Stakeholder relationship management | RLMT | 5 | Identifies the communications and relationship needs of stakeholder groups. Translates communications/stakeholder engagement strategies into specific activities and deliverables. Facilitates open communication and discussion between stakeholders. Acts as a single point of contact by developing, maintaining and working to stakeholder engagement strategies and plans. Provides informed feedback to assess and promote understanding. Facilitates business decision-making processes. |
Portfolio, programme and project support | PROF | 5 | Takes responsibility for the provision of portfolio, programme and project support. Advises on the available standards, procedures, methods, tools and techniques. Evaluates project and/or programme performance and recommends changes where necessary. Contributes to reviews and audits of project and programme management to ensure conformance to standards. |
Financial management | FMIT | 5 | Provides general advice and guidance on financial planning, budgeting and accounting using recognised practices and standards. Develops high-level financial plans and forecasts to guide organisational strategies and plans. Monitors expenditure to ensure alignment with budgetary goals. Contributes to financial control frameworks and supports strategic decision-making by summarising expenditure trends and variances. |
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 manager, it is not essential. Significant experience working within project teams and managing projects 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 manager.
Undergraduate courses in information technology or business and certification and accreditation courses in project and program management are well regarded.