Senior project officer

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 the endorsed project management methodology (access to Queensland Government employees only).

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.

A senior project officer 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 capabilities in line with the Queensland Government ICT Skills Framework[1], which consists of the Skills Framework for the Information Age[2] (SFIA) and the Queensland Public Service Capability and Leadership Framework[3] (CLF).

Within the SFIA profile, the senior project officer has level 4 and 5 capabilities, i.e. enables, ensures and advises on the skills outlined below.





Business changeProject management: Takes full responsibility for the definition, documentation and satisfactory completion of medium-scale projects (typically lasting 6-12 months, with direct business impact, teams of 3-5 and firm deadlines). Identifies, assesses and manages risks to the success of the project. Ensures that realistic project and quality plans are prepared and maintained and provides regular and accurate reports to stakeholders as appropriate. Ensures Quality reviews occur on schedule and according to procedure. Manages the change control procedure, and ensures that project deliverables are completed within planned cost, timescale and resource budgets, and are signed off. Provides effective leadership to the project team, and takes appropriate action where team performance deviates from agreed tolerances.5 - ensure, advise PRMG
Business changeStakeholder relationship management: Develops and maintains one or more defined communication channels and/or stakeholder groups, acting as a single point of contact. Gathers information from the customer to understand their needs (demand management) and detailed requirements. Facilitates open communication and discussion between stakeholders, using feedback to assess and promote understanding of need for future changes in services, products and systems. Agrees changes to be made and the planning and implementation of change. Maintains contact with the customer and stakeholders throughout to ensure satisfaction. Captures and disseminates technical and business information.5 - ensure, advise RLMT

Business change

Portfolio, program and project support: Takes responsibility for the provision of Project support services to small/medium scale projects. Uses and recommends project control solutions for planning, scheduling and tracking projects. Sets up and provides detailed guidance on project management software, procedures, processes, tools and techniques. Supports program or project control boards, project assurance teams and quality review meetings. Provides basic guidance on individual project proposals. May be involved in aspects of supporting a program by providing a cross program view on risk, change, quality, finance or configuration management.

4 - enablePROF

Strategy and architecture

Methods and tools: Provides expertise and support on use of methods and tools.

4 - enableMETL

The senior project officer is aligned to Queensland Public Service Capability and Leadership Framework[4] level 6.




Supports strategic direction

Supports shared purpose and direction

Understands and supports the organisation’s vision, mission, and business objectives. Identifies the relationship between organisational goals and operational tasks. Communicates with others regarding the purpose of their work. Understands and communicates the reasons for decisions and recommendations to others

Achieves results

Applies and builds professional expertise

Values specialist expertise and capitalises on the knowledge and skills of others within the organisation.  Contributes own expertise to achieve outcomes for the business.

Supports productive working relationships

Natures internal and external relationships

Builds and sustains positive relationships with team members, stakeholders and clients. Is responsive to changes in client and stakeholder needs and expectations.

Displays personal drive and integrity

Demonstrates public service professionalism and probity

Adopts a principled approach and adheres to public service values and Code of Conduct. Acts professionally at all times and operates within the boundaries of organisational processes and legal and public policy constraints. Operates as an effective representative of the organisation in internal forums.

Communicates with influence

Negotiates confidently

Approaches negotiations with a clear understanding of key issues. Understands the desired outcomes. Identifies relevant stakeholders’ expectations and concerns.  Discusses issues credibly and thoughtfully. Encourages the support of relevant stakeholders.

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 essential.

The endorsed Queensland Government Project Management Methodology is based upon the PRINCE2 Project Management Methodology. Training in project management fundamentals should be undertaken before any training in the Queensland Government Project Management Methodology.

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.

Extensive information on project management is included on the Queensland Government methodologies website for use by all Queensland Government agencies.

[1] The Queensland Government ICT Skills Framework underpins workforce capability improvement activities. It is designed to provide a consistent approach and language for ICT skill management, capability and leadership to enable maximised organisational performance and to help build a sustainable workforce. For more information, visit the ICT Skills Framework page.

[2] 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

[3] Departments may choose to maintain/continue to use an existing, alternative capability development framework, in which case, the Public Service Commission (PSC) will require a copy of a mapping or alignment document.

[4] The Queensland Public Service Capability and Leadership Framework is designed to 'be used as a centre piece for discussion around strengthening the work performance of individuals and teams and to inform decisions around determining and prioritising appropriate professional development and learning'. For more information, visit the CLF web page on the Public Service Commission's website, under corporate publications.

Last Reviewed: 09 August 2017



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