ICT change manager

Description

The ICT change manager is responsible for ensuring that changes to information systems and related infrastructure are done in such a way as to meet the needs of the business and have a minimal risk to the business and the information. The ICT change manager will also be involved in the assessment of risks the change is causing assist in the formulation of mitigation strategies to the risks. An ICT change manager does not work in isolation; they work closely with other ICT staff and key stakeholders from the business. An ICT change manager also works closely with a group of key stakeholders called the change advisory board (CAB). The CAB supports the ICT change manager to review and assess any requests for change that may be proposed by users or that may come from external causes such as legislative changes. The requests for change may be related to any configuration item contained in the Configuration Management Database (CMDB).

When reviewing a change request, the board typically considers the following factors: risk, strategic direction and cost implications. Once the decision to accept a change has been made, then, the change request is reviewed for prioritisation as to when it should be carried out.

The ICT change manager needs to ensure that staff who actually make the changes are aware of and compliant with the change management processes and procedures.

Change management ITIL definition: ‘The process is responsible for controlling the lifecycle of all changes. The primary objective of change management is to enable beneficial changes to be made, with minimum disruption to IT services.’

An ICT change 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 ICT change manager has level 5 capabilities, i.e. ensures and advises on the skills 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

Change implementation planning and management

CIPM

5

Creates the business readiness plan, taking into consideration IT deployment, data migration, capability deployment (training and engagement activities) and any business activities required to integrate new digital processes or jobs into the "business as usual" environment. Determines the readiness levels of business users with regard to upcoming changes; uncovers readiness gaps and creates and implements action plans to close the gaps prior to going live. Assists the user community in the provision of transition support and change planning and liaises with the project team. Monitors and reports progress on business readiness targets, business engagement activity, training design and deployment activities, key operational metrics and return to productivity measures. Defines the series and sequence of activities to bring stakeholders to the required level of commitment, prior to going live.

Change management

CHMG

5

Develops implementation plans for complex requests for change. Evaluates risks to the integrity of service environment inherent in proposed implementations (including availability, performance, security and compliance of the business services impacted). Seeks authority for those activities, reviews the effectiveness of change implementation, suggests improvement to organisational procedures governing change management. Leads the assessment, analysis, development, documentation and implementation of changes based on requests for change.

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

A bachelor level degree in areas such as information technology or business is highly regarded.

Learning and development

There are a number of ways to develop and improve change management skills. Formal training of change management with the Information Technology Infrastructure Library (ITIL) and on the job experience are important ways to improve and develop the required skills.


[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