The strategic business planner is responsible for ensuring that there are plans in place for an organisation's future course. Strategic planning is the formal consideration of an organisation's future course.
The strategic business planner is responsible for knowing where the organisation stands (What do we do?), determining where the organisation is going, and how it will get there. The resulting document is called the ‘strategic plan’.
The strategic business planner is responsible for setting strategic objectives and defining a roadmap of ways to achieve those objectives. The strategic business planner is also responsible for ensuring that the strategies are embedded within the business operational plans and performance management plans.
The strategic business planner will work closely with other ICT staff such as the chief information officer, chief technology officer and ICT manager.
A strategic business planner exhibits capabilities in line with the Skills Framework for the Information Age (SFIA) and the Queensland Public Service Workforce Capability Success Profile.
Within the SFIA profile, the strategic business planner has level 6 capabilities, i.e. initiates and influences the skills outlined below.
Has defined authority and accountability for actions and decisions within a significant area of work, including technical, financial and quality aspects. Establishes organisational objectives and assigns responsibilities.
Influences policy and strategy formation. Initiates influential relationships with internal and external customers, suppliers and partners at senior management level, including industry leaders. Makes decisions which impact the work of employing organisations, achievement of organisational objectives and financial performance.
Has a broad business understanding and deep understanding of own specialism(s). Performs highly complex work activities covering technical, financial and quality aspects. Contributes to the implementation of policy and strategy. Creatively applies a wide range of technical and/or management principles.
Absorbs complex information and communicates effectively at all levels to both technical and non-technical audiences. Manages and mitigates risk. Understands the implications of new technologies. Demonstrates clear leadership. Understands and communicates industry developments, and the role and impact of technology in the employing organisation. Promotes compliance with relevant legislation. Takes the initiative to keep both own and colleagues' skills up to date.
SFIA Skill Code
SFIA Skill Level of Responsibility
SFIA Skills Level Descriptor
Manages provision of consultancy services, and/or management of a team of consultants. In own areas of expertise, provides advice and guidance to consultants and/or the client through involvement in the delivery of consultancy services. Engages with clients and maintains client relationships. Establishes agreements/contracts and manages completion and disengagement.
Requirements definition and management
Determines policy on discovery, analysis and documentation of requirements. Defines requirements standards and quality targets for an organisation in agreement with key stakeholders. Organises scoping and business priority setting for strategic business changes involving business policy-makers and direction setters.
IT strategy and planning
Sets policies and standards and guidelines for how the organisation conducts IT strategy development and planning. Leads and manages the creation or review of an IT strategy which meets the requirements of the business. Develops, communicates, implements and reviews the processes which ensure that the strategic management of IT is embedded in the management and operational plans of the organisation.
Queensland Government roles align with the Queensland Public Service Workforce Capability Success Profile.
The success profile is a sector wide, one-government approach to the leadership behaviours expected of all public sector employees to support high performing workplaces. The profile describes three performance dimensions (vision, results and accountability) and 13 leadership competencies required against four role types:
- Individual contributor (manages self)
- Team leader (manages individuals)
- Program manager (manages multiple teams/projects)
- Executive (manages program managers)
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.
A degree level qualification in areas such as business or information technology is highly regarded.
Learning and development
There are a number of ways to develop and improve strategic business planning skills. Formal training and on the job experience are important ways to improve and develop the required skills.
 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
 The Queensland Public Service Workforce Capability Success Profile plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms, while at the same time delivering organisational change and growth. The success profile is being utilised to align sector-wide talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning. See http://www.psc.qld.gov.au/includes/assets/PSC_Workforce_Capability_Success_Profile.pdf