The technical development manager is in many ways a ‘Jack of all trades’. This role is responsible for the technical aspects in the full life cycle of a development project. The technical development manager will negotiate and liaise with stakeholders about costing, planning, budgeting, designing and resourcing the technical aspects of the project.
The technical development manager will provide technical expertise to the project in areas such as programming, testing, quality control, implementation and the post implementation review.
The technical development manager may also be required to participate in an organisation’s strategic decision making processes and may be asked to assist with corporate planning.
A technical development manager 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 technical development 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.
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
Systems development management
Sets policy and standards for solution development projects. Promotes the benefits of addressing all security issues during solution development and ensures secure development improvement practices. Identifies, proposes, and initiates software process improvement activities within the organisation, devising solutions. Takes action to exploit opportunities that will have a measurable effect on process effectiveness, with associated benefits to the business. Identifies and manages the resources necessary for all stages (planning, estimation, execution) of solution development projects, ensuring that technical, financial and quality targets are met.
Takes responsibility for a significant consultancy practice, including practice development, proposals/sales to internal or external clients, account management and managing the delivery of consultancy services over a wide range of topics.
Emerging technology monitoring
Monitors the market to gain knowledge and understanding of currently emerging technologies. Identifies new and emerging hardware and software technologies and products based on own area of expertise, assesses their relevance and potential value to the organisation, contributes to briefings of staff and management.
Takes full responsibility for the definition, approach, facilitation and satisfactory completion of medium-scale projects (typically with direct business impact and firm deadlines). Identifies, assesses and manages risks to the success of the project. Ensures that realistic project plans are maintained and ensures regular and accurate communication to stakeholders, consistent with the methods in use (agile, waterfall, etc). Ensures Quality reviews occur on schedule and according to procedure. Manages the change control procedure, and ensures that project deliverables are completed within agreed 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.
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 technical development manager must have an in depth understanding of programming languages, operating systems, databases, web services and technologies and development platforms.
Generally a technical development manager will be required to have a degree level qualification in information technology. A significant amount of technical skill may be acquired through industry experience, however a degree level qualification is considered to be the usual entry point to a career as a technical development manager.
As well as solid technical skills the technical development manager will need to have high level skills in areas such as team management, strong communication and interpersonal skills, attention to detail, budgeting, problem solving, methodical approach to work and the ability to meet deadlines and work well under pressure.
 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