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Delivery manager

Find out what a delivery manager in government does and the skills you need to do the role at each level.

Last updated 28 February 2025 — See all updates

What a delivery manager does

A delivery manager is accountable for the delivery of products and services.

Delivery manager role levels

There are 4 delivery manager role levels, from associate delivery manager to head of (agile) delivery management.

The typical responsibilities and skills for each role level are described in the sections below. You can use this to identify the skills you need to progress in your career, or simply to learn more about each role in the Government Digital and Data profession.

1. Associate delivery manager

At this role level, you will:

  • work on a small or mature Agile team
  • learn on the job
  • potentially work alongside a delivery manager on a larger team, shadowing and providing support, or working to deliver an element under guidance and mentorship

This role level is often performed at the Civil Service job grade of:

  • EO (Executive Officer)
  • HEO (Higher Executive Officer)
Skill Description

Agile and Lean practices

Level: working

Working is the second of 4 ascending skill levels

You can:

  • demonstrate experience in applying Agile principles in practice
  • provide a clear, open and transparent framework in which teams can deliver
  • show an awareness of Agile tools and are starting to use them intelligently
  • visualise and make visible the work of the team

Commercial management

Level: working

Working is the second of 4 ascending skill levels

You can:

  • act as the point of contact for contracted suppliers
  • understand appropriate internal contacts and processes within a government department
  • understand how and when third parties should be brought into digital, data and technology projects

Communicating between the technical and non-technical

Level: working

Working is the second of 4 ascending skill levels

You can:

  • communicate effectively with technical and non-technical stakeholders
  • support and host discussions within a multidisciplinary team, with potentially difficult dynamics
  • be an advocate for the team externally
  • manage differing stakeholder perspectives

Financial management

Level: awareness

Awareness is the first of 4 ascending skill levels

You can:

  • understand the financial impact of the work you do and how cost and budgets are created

Life cycle management

Level: awareness

Awareness is the first of 4 ascending skill levels

You can:

  • explain what each phase of the product or service life cycle is for
  • explain how the needs of the product or service vary across phases of the life cycle, and how a team responds to them

Maintaining delivery momentum

Level: working

Working is the second of 4 ascending skill levels

You can:

  • actively address internal risks and issues and know when to escalate them
  • set the team cadence and tempo, ensuring it is sustainable
  • track, manage, escalate and communicate dependencies
  • actively remove or minimise risks, issues or dependencies where possible
  • understand how the risks, issues or dependencies impact the work of a team

Making a process work

Level: working

Working is the second of 4 ascending skill levels

You can:

  • guide teams to focus on the output rather than the process
  • help the team to find a process that works for them
  • support teams in establishing a process

Planning

Level: awareness

Awareness is the first of 4 ascending skill levels

You can:

  • understand the importance of planning and forecasting
  • show an awareness of the different ways to develop a plan

Team dynamics and collaboration

Level: awareness

Awareness is the first of 4 ascending skill levels

You can:

  • explain the importance of team dynamics, collaboration and empowering delivery teams
  • understand the importance of feedback

2. Delivery manager

A delivery manager is accountable for the performance of the team.

At this role level, you will:

  • build and maintain teams, ensuring they are motivated, collaborating and working well
  • identify obstacles and help the team to overcome them
  • focus the team on what is most important to the delivery of products and services
  • encourage and facilitate continuous improvement of the delivery team
  • coach and mentor both team members and others to apply the most appropriate Agile and Lean tools and techniques

The complexity or breadth of products or teams will vary in this role, depending on the context.

This role level is often performed at the Civil Service job grade of:

  • HEO (Higher Executive Officer)
  • SEO (Senior Executive Officer)
Skill Description

Agile and Lean practices

Level: practitioner

Practitioner is the third of 4 ascending skill levels

You can:

  • compare and select the most appropriate delivery methods and processes
  • recognise, reflect and adapt when something does not work, encouraging experimentation
  • use a blended approach depending on the context
  • help teams to measure, evaluate and visualise outcomes
  • encourage reflective practice to improve ways of working

Commercial management

Level: working

Working is the second of 4 ascending skill levels

You can:

  • act as the point of contact for contracted suppliers
  • understand appropriate internal contacts and processes within a government department
  • understand how and when third parties should be brought into digital, data and technology projects

Communicating between the technical and non-technical

Level: practitioner

Practitioner is the third of 4 ascending skill levels

You can:

  • listen to and interpret the needs of technical and non-technical stakeholders, and manage their expectations
  • manage active and reactive communication
  • support or host difficult discussions within the team or with diverse senior stakeholders

Financial management

Level: working

Working is the second of 4 ascending skill levels

You can:

  • balance cost versus value
  • consider the impact of user needs
  • report on financial delivery
  • monitor cost and budget
  • understand how and when to escalate issues

Life cycle management

Level: working

Working is the second of 4 ascending skill levels

You can:

  • manage the delivery of products and services that add value through different phases of the life cycle, with some support
  • identify if the product or service should move to the next phase and, if it should, how to do this
  • ensure the product or service is developed in line with the appropriate service standards for a phase
  • use new information to adapt approaches to life cycle management

Maintaining delivery momentum

Level: practitioner

Practitioner is the third of 4 ascending skill levels

You can:

  • facilitate the delivery flow of a team, managing the pace and tempo
  • actively address internal and external risks, issues and dependencies including where ownership exists outside the team

Making a process work

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • identify and challenge organisational processes of increasing complexity and those processes that are unnecessarily complicated
  • add value and can coach the organisation to inspect and adapt processes
  • guide teams through the implementation of a new process

Planning

Level: practitioner

Practitioner is the third of 4 ascending skill levels

You can:

  • understand the environment and prioritise the most important or high value tasks
  • use data to inform planning
  • manage complex internal and external dependencies
  • provide delivery confidence
  • remove blockers or impediments that affect plans and can develop a plan for difficult situations
  • ensure that teams plan appropriately for their capacity

Team dynamics and collaboration

Level: working

Working is the second of 4 ascending skill levels

You can:

  • effectively bring people together to form a motivated team
  • help to create the right environment for a team to work in and can empower them to deliver
  • recognise and deal with issues
  • help create the best team makeup depending on the situation

3. Senior delivery manager

A senior delivery manager is accountable for the effective delivery of complex, high risk products and services. The role is similar to a delivery manager role, but senior delivery managers have more experience across a range of products and services, throughout the entire product life cycle, and have greater responsibility and accountability as the main point of escalation.

At this role level, you will:

  • have strong communication skills and engage senior stakeholders
  • coach and mentor delivery managers

This role level is often performed at the Civil Service job grade of:

  • SEO (Senior Executive Officer)
  • G7 (Grade 7)
Skill Description

Agile and Lean practices

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • coach and lead teams in Agile and Lean good practices
  • create and tailor the right approach for a team, challenging, evaluating and iterating the approach through the life cycle
  • experiment with new and innovative ways of working to improve delivery across the organisation
  • act as a recognised expert and advocate for Agile and Lean approaches

Commercial management

Level: practitioner

Practitioner is the third of 4 ascending skill levels

You can:

  • take responsibility for complex relationships with contracted suppliers
  • identify appropriate contractual frameworks and identify appropriate suppliers
  • negotiate with contracted suppliers
  • get good value out of contracts and suppliers

Communicating between the technical and non-technical

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • mediate between people and strengthen relationships, adopting the appropriate communication method with stakeholders at all levels
  • manage stakeholder expectations and moderate difficult discussions about high risk and complex topics, even within constrained timescales
  • speak on behalf of, and represent the community to, large audiences inside and outside the organisation

Financial management

Level: practitioner

Practitioner is the third of 4 ascending skill levels

You can:

  • negotiate, influence or set budgets in complex environments
  • write or input into business cases and can communicate business-value propositions

Life cycle management

Level: practitioner

Practitioner is the third of 4 ascending skill levels

You can:

  • work and consult with the right people at the right time to move through the life cycle and deliver value
  • use evidence to decide when a team should continue, change direction or stop
  • identify tools and techniques required at different phases of the life cycle
  • guide colleagues and stakeholders through different phases of the life cycle

Maintaining delivery momentum

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • optimise the delivery flow of teams
  • actively address the most complicated risks, issues and dependencies including where ownership exists outside the team or no clear ownership exists
  • identify innovative ways to unblock issues

Making a process work

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • identify and challenge organisational processes of increasing complexity and those processes that are unnecessarily complicated
  • add value and can coach the organisation to inspect and adapt processes
  • guide teams through the implementation of a new process

Planning

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • lead a continual planning process in a very complex environment
  • plan beyond product delivery
  • identify dependencies in plans across services and co-ordinate delivery
  • coach other teams as the central point of expertise

Team dynamics and collaboration

Level: practitioner

Practitioner is the third of 4 ascending skill levels

You can:

  • identify problems or issues in the team dynamic and rectify them
  • identify issues through Agile ‘health checks’ with the team, and help to stimulate the right responses
  • engage in varying types of feedback, choosing the right type at the appropriate time and ensuring the discussion and decision stick
  • accelerate the team development cycle

4. Head of (Agile) delivery management

A head of (Agile) delivery management is an experienced practitioner who exemplifies what good looks like across the delivery roles.

At this role level, you will:

  • represent and champion the role within your department, across government and in industry
  • lead the community of practice for this role and build capability and excellence (in an Agile, Lean practice)
  • be responsible for the recruitment of the right people to the right teams
  • support professional development and continuous improvement of your community
  • work with other heads of roles to promote effective cross-functional delivery
  • be a skilled team leader who can confidently communicate the value of the role to digital and non-digital stakeholders
  • be credible and influential across departments

This role level is often performed at the Civil Service job grade of:

  • G6 (Grade 6)
Skill Description

Agile and Lean practices

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • coach and lead teams in Agile and Lean good practices
  • create and tailor the right approach for a team, challenging, evaluating and iterating the approach through the life cycle
  • experiment with new and innovative ways of working to improve delivery across the organisation
  • act as a recognised expert and advocate for Agile and Lean approaches

Commercial management

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • act as the escalation point and resolve large or high risk commercial management issues
  • coach others in appropriate commercial management

Communicating between the technical and non-technical

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • mediate between people and strengthen relationships, adopting the appropriate communication method with stakeholders at all levels
  • manage stakeholder expectations and moderate difficult discussions about high risk and complex topics, even within constrained timescales
  • speak on behalf of, and represent the community to, large audiences inside and outside the organisation

Financial management

Level: practitioner

Practitioner is the third of 4 ascending skill levels

You can:

  • negotiate, influence or set budgets in complex environments
  • write or input into business cases and can communicate business-value propositions

Life cycle management

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • lead and coach teams through different phases of the life cycle
  • ensure effective support for the product or service and its users
  • predict, prevent, mitigate and manage potential risks at different phases of the life cycle
  • contribute to the assessment of other teams, providing guidance and support

Maintaining delivery momentum

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • optimise the delivery flow of teams
  • actively address the most complicated risks, issues and dependencies including where ownership exists outside the team or no clear ownership exists
  • identify innovative ways to unblock issues

Making a process work

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • identify and challenge organisational processes of increasing complexity and those processes that are unnecessarily complicated
  • add value and can coach the organisation to inspect and adapt processes
  • guide teams through the implementation of a new process

Planning

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • lead a continual planning process in a very complex environment
  • plan beyond product delivery
  • identify dependencies in plans across services and co-ordinate delivery
  • coach other teams as the central point of expertise

Team dynamics and collaboration

Level: expert

Expert is the fourth of 4 ascending skill levels

You can:

  • change organisational structures to fixable and sustainable designs
  • lead on strategy for an entire organisation, joining up business needs with innovative analysis
  • make and justify decisions characterised by high levels of risk, impact and complexity
  • effectively build consensus between organisations (private or public) or highly independent and diverse stakeholders
  • solve and unblock issues within teams or departments at the highest level
  • understand the psychology of a team and have strong mediation skills
  • coach an organisation on team dynamics and conflict resolution
Role Shared skills
Programme delivery manager

Commercial management

Financial management

Maintaining delivery momentum

Making a process work

Planning

Agile and Lean practices

Life cycle management

Communicating between the technical and non-technical

Product manager

Agile and Lean practices

Life cycle management

Analytics engineer

Communicating between the technical and non-technical

Data analyst

Communicating between the technical and non-technical

Data architect

Communicating between the technical and non-technical

Updates

Published 7 January 2020

Last updated 28 February 2025

28 February 2025

The skill 'life cycle perspective' has been renamed 'life cycle management'. This is to better reflect the requirements of the skill and for consistency across the framework.

The skill 'communicating between the technical and non-technical' has been updated. The level descriptions were edited to improve clarity and to better meet the definitions for each level.

The skill 'Agile and Lean practices' has been updated. The level descriptions were edited to improve clarity and to better meet the definitions for each level.

30 August 2022

The ‘communication skills’ skill has been renamed ‘communicating between the technical and non-technical’ to ensure consistency across the DDaT Profession Capability Framework.

7 January 2020

First published.