Delivery Manager

Summary

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.

Work Activity Components

Title	Details
Agile working (Level 5)	Provides training and subject matter expertise on the deployment of agile methods and processes in order to equip agile teams with the right knowledge, tools and training to deploy agile to its full potential and deliver effective outcomes
Aims and transition (Level 5)	Establishes an understanding of business aims and, taking into account the requirements for the implementation of any change, facilitates development of alternative processes to achieve and deliver them.
Workshop design (Level 5)	Designs multi-event workshops to solve complex problems. Identifies key objectives sets the agenda, the tools to be used, and the approach to be taken

Behavioural Skills

Title	Details
Analytical Thinking	Acquiring a proper understanding of a problem or situation by breaking it down systematically into its component parts and identifying the relationships between these parts. Selecting the appropriate method/tool to resolve the problem and reflecting critically on the result, so that what is learnt is identified and assimilated.
Flexibility	Taking account of new information or changed circumstances and/or business requirements and modifying response to a problem or situation accordingly.
Initiative	Being proactive, anticipating opportunities for systems, service or product improvement or development and taking appropriate action(s).
Creativity	Taking innovative approaches to problem solving and/or devising inventive and creative solutions.
Organisational Awareness	Understanding the hierarchy and culture of own, customer, supplier and partner organisations and being able to identify the decision makers and influencers.
Interacting with People	Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences.

Technical Skills

Title	Details	Depth
Business Analysis Techniques	Applying techniques that help investigating, analysing, modelling and recording a business area or system of interest.	Aware of
DevOps	The collaborative approach consisting of agile practices, processes, and procedures designed to facilitate rapid IT service and product delivery. DevOps emphasizes people (and culture) and seeks to improve collaboration between development (Dev) and operations (Ops) teams with the aim of shortening the systems development life cycle to provide continuous release of high-quality software.	Aware of

Other Skills

Title	Details	Depth
Project Planning and Control Techniques	Methods and techniques associated with planning and monitoring progress of projects.	Aware of
Requirements Management Techniques	The techniques applied to the documentation, analysis, and prioritisation of stakeholder requirements; their agreement, change control, and communication.	Aware of

Training

Title	Details
Coaching	Concepts, methods and techniques for providing coaching in subject specialisms to individuals or groups (e.g. GROW model).
Security Awareness	Tools and techniques to help users and employees understand the role they play in helping to combat information security breaches and for IT and security professionals to prevent and mitigate risk.

Professional Development Activity (PDA)

Title	Details	PDA Group
Deputising	Standing in for supervisor or manager on a temporary basis during periods of absence.	Broadening Activities
Job Shadowing and Special Assignments	Undertaking temporary periods or secondments in other roles, particularly those that offer a new perspective on own function or exposure to other environments and cultures.	Broadening Activities
Mentoring	Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development.	Broadening Activities
Research Assignments	Exploring a topic which is not part of own normal responsibilities and presenting findings to colleagues and/or management	Increasing Knowledge
Gaining Knowledge of Activities of Employing Organisation	Developing an understanding of the potentially diverse range of activities (service, governance, administrative, regulatory, commercial, charitable, industrial, etc.) undertaken by the employing organisation.	Increasing Knowledge
Gaining Knowledge of IT Concepts and Techniques	Undertaking study, learning and, where possible, practice in IT concepts and techniques external to own function.	Increasing Knowledge
Participation in Professional Body Affairs	Taking an active part in professional body affairs at branch, specialist group, committee or board level.	Participation in Professional Activities
Negotiating and Influencing	Undertaking learning and practice of negotiating with and influencing others.	Developing Professional Skills

Organisational Skill Name and Description

Framework	Skill	Level
Government Digital and Data Profession Capability Framework	Agile and Lean practices Accessibility involves ensuring your service can be used by as many people as possible, including those with impaired vision, motor difficulties, cognitive impairments, learning disabilities and deafness.	Practitioner Agile and Lean practices 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
Government Digital and Data Profession Capability Framework	Commercial management Coding and scripting involves designing, writing and iterating code and scripts from prototype to production.	Working Commercial management 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
Government Digital and Data Profession Capability Framework	Communicating between the technical and non-technical	Practitioner Communicating between the technical and non-technical 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
Government Digital and Data Profession Capability Framework	Financial management	Working Financial management 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
Government Digital and Data Profession Capability Framework	Life cycle perspective Leadership and guidance involves providing effective leadership and management through team motivation, decision making, risk management, mediation and professional development	Working Life cycle perspective 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
Government Digital and Data Profession Capability Framework	Maintaining delivery momentum	Practitioner Maintaining delivery momentum 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
Government Digital and Data Profession Capability Framework	Making a process work Delivery management involves improving the speed and efficiency with which products and services are developed.	Expert Making a process work 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
Government Digital and Data Profession Capability Framework	Planning	Practitioner Planning 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
Government Digital and Data Profession Capability Framework	Team dynamics and collaboration Systems integration involves identifying points of connection between different systems and processes, or opportunities to combine them, and designing how the components communicate.	Working Team dynamics and collaboration 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

Framework

Skill

Level