Delivery manager

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

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

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, and can manage differing perspectives

You can:

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

You can:

• understand how the needs of the team and the product vary across the stages of the product life cycle

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

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

You can:

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

You can:

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

You can:

• identify and compare the best processes or delivery methods to use
• recognise when something does not work and encourage a mindset of experimentation
• adapt and reflect, be resilient and see outside of the process
• use a blended approach depending on the context
• measure and evaluate outcomes
• help teams to manage and visualise outcomes

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

You can:

• listen to the needs of technical and business stakeholders, and interpret them
• effectively manage stakeholder expectations
• manage active and reactive communication
• support or host difficult discussions within the team or with diverse senior stakeholders

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

You can:

• recognise when to move from one stage of a product life cycle to another
• ensure the team is working towards the appropriate service standards for the relevant phase
• manage the delivery of products and services at different phases

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

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

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

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

You can:

• coach and lead teams in Agile and Lean practices
• act as a recognised expert and advocate for the approaches, continuously reflecting and challenging the team
• create or tailor new ways of working, and constantly innovate

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

You can:

• mediate between people and mend relationships, communicating with stakeholders at all levels
• manage stakeholder expectations and moderate discussions about high risk and complexity, even within constrained timescales
• speak on behalf of and represent the community to large audiences inside and outside of government

You can:

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

You can:

• apply experience in multiple parts of the product life cycle
• recognise when it is right to move forward and when it is right to stop
• recognise the appropriate deliverables and the right people to meet them
• work with other Agile delivery operations throughout the product life cycle
• plan and engage with the appropriate stakeholders at a particular stage in the project

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

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

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

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

You can:

• coach and lead teams in Agile and Lean practices
• act as a recognised expert and advocate for the approaches, continuously reflecting and challenging the team
• create or tailor new ways of working, and constantly innovate

You can:

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

You can:

• mediate between people and mend relationships, communicating with stakeholders at all levels
• manage stakeholder expectations and moderate discussions about high risk and complexity, even within constrained timescales
• speak on behalf of and represent the community to large audiences inside and outside of government

You can:

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

You can:

• successfully lead teams through the full product life cycle
• identify which tools and techniques should be used at each stage
• develop sustainable support models
• identify and deal with potential risks across or between all stages of the product life cycle
• coach others
• contribute to the assessment of other teams, providing guidance and support as they move through stages of the product life cycle

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

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

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

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

Agile and Lean practices

Commercial management

Communicating between the technical and non-technical

Financial management

Life cycle perspective

Maintaining delivery momentum

Making a process work

Planning

Communicating between the technical and non-technical

Communicating between the technical and non-technical

Communicating between the technical and non-technical

Communicating between the technical and non-technical