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 align with best practice methodologies.
A 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 project manager must ensure success of the project by managing risks and minimising their impact throughout the life of the project.
The 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 project 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 project manager has level 5 capabilities, i.e. ensure and advises on 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 |
|---|---|---|---|
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. |
Project management | PRMG | 5 | Takes full responsibility for the definition, approach, facilitation and satisfactory completion of medium-scale projects. Provides effective leadership to the project team, adopting suitable project management methods and tools. Manages change control processes and assesses risks, ensuring projects align with governance frameworks and business priorities. Communicates regularly with stakeholders, ensuring project deliverables meet agreed standards, budgets and timelines. Ensures project and product quality reviews occur on schedule and according to procedure. Proactively monitors performance metrics, implementing preventive and corrective actions as needed. |
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. |
Organisational change management | CIPM | 5 | Develops the change management approach and a change management plan in collaboration with sponsors, users and project teams. Creates and implements action plans to ensure readiness for change before going live. Acquires change management resources and develops their capabilities to deliver the required changes. Gathers feedback to allow timely improvements to the change management plan and approach. Assesses risks and takes preventative action. Develops and communicates tailored change management plans for senior stakeholder groups. Provides guidance to support change sponsors. |
Benefits management | BENM | 5 | Leads activities required in the realisation of the benefits of each part of the change programme. Identifies specific metrics and mechanisms to measure benefits and plans to activate these mechanisms at the required time. Monitors benefits against what was predicted in the business case. Ensures all participants are engaged throughout the change programme and fully prepared to exploit the new operational business environment. Supports operational managers to ensure all plans, work packages and deliverables are aligned with the expected benefits. |
Risk management | BURM | 5 | 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. |
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 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 project manager.
Undergraduate courses in information technology and post graduate courses in project management are well regarded. Experience in Prince2 Project Management Methodology is highly regarded.
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.