Senior project 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 are managed in accordance with best practice methodologies.
A senior project officer assists the project manager in the management, coordination and contribution to a range of small projects. This role assists with 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.
The role assists the project manager in monitoring and tracking the project deliverables and outcomes including preparation of preliminary 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 senior project 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 | 4 | Supports programme or project control boards, project assurance teams and quality review meetings. Takes responsibility for the provision of support services to projects. Uses project control solutions for planning, scheduling and tracking. Sets up and provides guidance on project management software, procedures, processes, tools and techniques. Provides basic guidance on project proposals. May provide views across projects on topics such as risk, quality, finance, or configuration management. Works closely with project boards and review meetings, contributing actively to discussions and decisions. |
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. |
| 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
Whilst a formal tertiary qualification is considered highly advantageous to work as a senior project officer, it is not essential. 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.
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.