Print this role profile

Description

The quality manager is responsible for leading and coordinating the analysis of business processes and procedures to ensure ongoing quality assurance across the organisation. The quality manager is responsible for developing an ongoing work program to ensure quality control. The quality manager should manage and oversee the development and operations of the quality management system and coordinate the management of internal and external audit processes including maintaining the external certification to quality standards AS/NZ ISO 9001 & AS/NZ 14001.

The quality management system can be defined as a set of policies, processes and procedures required for planning and execution (production/development/service) in the core business area of an organisation. The quality manager integrates the various internal processes within the organisation and intends to provide a process approach for project execution. The quality manager enables the organisation to identify, measure, control and improve the various core business processes that will ultimately lead to improved business performance.

The quality manager will work closely with ICT staff such as the ICT managers, project managers and technical development managers. This position is also responsible for overseeing the project assurance, user assurance, business and specialist assurance roles.

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

SFIA profile

Within the SFIA profile, the quality manager has level 4 and 5 capabilities, i.e. enables, 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

Quality management

QUMG

5

Advises on the application of appropriate quality management techniques and standards. Ensures that projects, teams and functions have appropriate practices in place and are meeting required organisational quality levels. Determines areas where existing processes should change from analysing audit findings. Takes responsibility for controlling updating and distributing organisational standards. Facilitates improvements to processes by changing approaches and working practices, typically using recognised models.

Quality assurance

QUAS

5

Plans, organises and conducts formal independent audits of complex projects, major programmes or functional areas. Evaluates, appraises and identifies non-compliances with organisational standards, and determines whether appropriate quality control has been applied. Prepares and reports audit findings and determines the risks associated with those findings and ensures that corrective actions are carried out. Reviews and analyses audit reports to identify common areas of non-compliance and identifies opportunities to improve the effectiveness and efficiency of the organisational control mechanisms. Performs audits throughout the supply chain. Plans and oversees the assurance activities of others.

Methods and tools

METL

4

Provides advice and guidance to support adoption of methods and tools and adherence to policies and standards. Tailors processes in line with agreed standards and evaluation of methods and tools. Reviews and improves usage and application of methods and tools.

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. Experience in or certification in, quality management are also well regarded. A quality manager must have highly developed communication skills and strong negotiation skills. Knowledge of the quality management standards would be held in high regard.

Learning and development

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

Skills in quality management can be gained by participation in a variety of courses. These courses will improve the skills and general knowledge of a quality manager. Many of these courses are run by private companies.


[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