Capability manager

Description

The capability manager is responsible for meeting current operational requirements, with the sustainable use of current capabilities, and the development of future capabilities, to meet the sometimes competing strategic and current operational objectives of an enterprise. The capability manager is responsible for assisting the organisation in better understanding, and effectively integrating, re-aligning and applying the total enterprise ability or capacity to achieve strategic and current operational objectives.

The capability manager is also responsible for developing and providing innovative solutions that focus on the holistic management of the defined array of interlinking functions and activities in the enterprise's strategic and current operational contexts.

Capability management centres around:

  • strategic and operational appreciations and analyses
  • capability conceptualisation, definition and development
  • operations research and analysis
  • context or scenario-based capability modelling and simulation
  • capability costing
  • capital project business cases and management
  • decision making and decision support
  • capability assurance and performance management.

The capability manager will work closely with other ICT staff such as the ICT manager, program manager and the project manager.

A capability manager exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA)[1] and the Queensland Public Service Leadership competencies for Queensland Framework[2].

SFIA profile

Within the SFIA profile, the capability 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 SFIA skill code SFIA skill level of responsibility SFIA skills level descriptor
IT managementITMG6Identifies and manages resources needed for the planning, development and delivery of specified information and communications systems services (including storage, modification and communication of data, voice, text, audio and images). Engages with and influences senior level stakeholders and project teams through change management processes, ensuring that the infrastructure is managed to provide agreed levels of service and data integrity. Takes full responsibility for budgeting, estimating, planning and objective setting. Plans and manages implementation of processes and procedures, tools and techniques for monitoring and managing the performance of automated systems and services. Aligns the contribution of systems and services to clearly stated business and financial goals and performance targets. Monitors performance and takes corrective action where necessary and in line with policies. Develops new methods and organisational capabilities (including automation) for the management of systems and services.
Relationship managementRLMT5Identifies 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, acting 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. Captures and disseminates technical and business information.
Methods and toolsMETL5Provides advice, guidance and expertise to promote adoption of methods and tools and adherence to policies and standards. Evaluates and selects appropriate methods and tools in line with agreed policies and standards. Implements methods and tools at programme, project and team level including selection and tailoring in line with agreed standards. Manages reviews of the benefits and value of methods and tools. Identifies and recommends improvements. Contributes to organisational policies, standards, and guidelines for methods and tools.
Organisational capability developmentOCDV5Develops and maintains a detailed knowledge of capability improvement approaches and techniques and selects appropriate approaches for the organisation. Contributes effectively to identifying new areas of capability improvement within the organisation which may be enhancements to skills, technology or processes. Carries out capability improvement assignments, such as maturity or performance assessments to identify strengths and weaknesses. Selects and prioritises improvement opportunities, generates buy-in and plans improvement activities justified by measurable organisational benefits. Mentors and supports localised continuous improvement activities.

Leadership skills

Queensland Government roles align with the Leadership competencies for Queensland.

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

Degree level qualifications in areas such as business or information technology are highly regarded, a capability manager must have highly developed communication skills and strong negotiation skills.

Learning and development

There are a number of ways to develop and improve capability management skills. Formal training and on the job experience are important ways to improve and develop the required skills.

Skills in capability management can be gained by attending courses in human resource management.


[1] The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation’s way of working, to improve capability and resource planning, resource deployment and performance management. This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation. Information about the SFIA can be found at http://www.sfia-online.org/en

[2] The Leadership competencies for Queensland framework plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms. The competencies can be utilised in talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning. The competences can be accessed here Leadership competencies for Queensland


Last Reviewed: 22 July 2019