Sr Technical Director

Supervises or manages the work activities of 6 or more resources* which typically includes four or more of the following senior MT technical positions: Senior Technical Team Lead , Senior Technical Architect, Developer, Sr Developer, Senior Business Manager, Senior Program Manager, Senior Systems Manager, Senior Network Manager, Senior Security Manager, Lead DBA and Lead Data Analyst. Additionally, may supervise appropriate MU positions or, in rare circumstances, may supervise non-clerical nonmanagement positions. Overall supervision of management positions that are directly responsible for Application Development, Infrastructure, Computer Operations, Security, Communication and Network Services and Project Management. May utilize one Senior Technical Team Lead for every 7 -10 subordinates (approximately) to ensure optimal employee/performance management. The number of Senior Technical Team Leads and size of the team supported should take into consideration: remote teams; diverse or complex functions or applications; levels of employees supervised; shift work; and contractors. Manages team responsible for providing technical system solutions and project management leadership and any/all functions involved in the development of new applications through the software development life cycle or the support/maintenance and integrity of existing applications or systems. Coordinates complex, enterprise-wide or multiple applications or system development project activities. In addition, will be responsible for the coordination, evaluation and partnership with technology vendors, outside consultants and internal dotted line resources as needed. Will be main contact with other organizations to identify and quantify business issues associated with specific projects, develop and implement business strategy, and assist in setting strategic technical direction. May be required to participate in and provide leadership for IT projects, including such activities as collaborating with the client in developing business cases, defining business and/or technical requirements, preparing detailed plans and schedules, calculating resource allocation and assignment, providing ongoing coordination and tracking of capital and expense funding and preparing actual vs. budget ervision and development of subordinates, joint goal setting and performance review, as well as, allocation of resources, financial responsibilities and long-range planning for the team. * When counting contractor resources as direct reports: Do NOT count contractors that serve a short term engagement that provide a unique skillset/expertise or that augment staff to provide a specific result/deliverable You may count contractors (including "onshore/onsite" contractors) that are serving in valid "employee equivalent" positions (i.e., valid, approved FTE positions that for strategic business reasons were filled with a contractor vs. an employee at the time). These temporary arrangements should last no longer than 18 months with plans to backfill with an SBC employee You may count the one "SPOC" contractor in outsourced/offshore arrangements (but cannot count the various contractors who work with or for that point person to deliver the agreed upon results (i.e. Amdocs arrangement). You may also count the one "SPOC" when utilizing resources from CDT WorX.

SUPERVISORY:

YES