Project support officer
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 project management methodologies.
A project support officer is responsible for the coordination and contribution to a range of activities in support of projects. This role can be responsible for the development and implementation of project plans, policies and solutions. A project support officer also contributes to issue resolution and escalation, research and analysis activities and planning and monitoring activities.
A project support officer is responsible for assisting in monitoring and tracking the project deliverables and outcomes including preparation of highlight and checkpoint reports in relation to budget, schedule and resources. This role would ensure compliance to the Queensland Government Project Management Methodology, ITIL change management process, security policies, and quality assurance policies and procedures.
A project support officer 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 project support officer has level 3 and 4 capabilities, i.e. applies and enables 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 |
|---|---|---|---|
Methods and tools | METL | 4 | Engages with stakeholders to understand requirements and recommends appropriate solutions. Provides advice and guidance to support the adoption of methods and tools and adherence to policies and standards. Tailors processes to meet specific needs while ensuring they align with established standards and are informed by evaluations of methods and tools. Reviews and improves usage and application of methods and tools. |
Portfolio, programme and project support | PROF | 3 | Provides foundational support for projects, programmes, or portfolios. Assists with planning, scheduling, tracking and reporting using established tools and processes. Follows recommended solutions to ensure accurate documentation and communication of project progress. Collaborates closely with project teams and stakeholders, gathering updates and information to maintain project records and ensure alignment with project objectives. Participates in project boards, assurance teams and quality review meetings when necessary. |
Financial management | FMIT | 4 | Monitors and maintains financial records to ensure compliance and audit requirements are met. Provides general support in financial planning and budgeting by compiling and reporting on financial data. Supports decision-making by collating and summarising financial information at a high level. Collaborates with business units to gather financial data and understand operational needs. |
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
A tertiary qualification is not generally required to begin a career as a project support officer. Experience working within project teams and experience within the area of ICT is highly regarded.
Undergraduate courses in information technology and project management are well regarded. Project management certification in PRINCE2Project 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.