Head of (Agile) Delivery Management

Summary

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

Work Activity Components

Title Details
Agile working (Level 6) Defines the organisation's approach to, and oversees the delivery of, agile methods training and the development of agile teams. Promotes agile ways of working across the organisation and encourages senior leadership teams to embrace the agile method.
Workshop design (Level 6) Designs senior management/stakeholder workshops to address leadership team processes such as decision making, prioritisation, and problem solving at the highest level. Identifies key objectives, sets the agenda, the tools to be used, and the approach to be taken.
Aims and transition (Level 7) Takes responsibility for ensuring a smooth transition to new processes.
Strategic initiatives and projects (Level 7) Champions initiatives for strategic process improvement.

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.
Leadership Clearly articulating goals and objectives, and motivating and leading others towards their achievement.
Critical Thinking The ability to think clearly and rationally; review and evaluation of processes and outputs; the ability to engage in reflective and independent thinking; reasoned thinking involving critique.
Influence, Persuasion and Personal Impact Conveying a level of confidence and professionalism when engaging with stakeholders, influencing positively and persuading others to take a specific course of action when not in a position of authority.

Technical Skills

Title Details Depth
Business Analysis Techniques Applying techniques that help investigating, analysing, modelling and recording a business area or system of interest. Familiar with
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. Familiar with

Other Skills

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

Training

Title Details
Coaching Concepts, methods and techniques for providing coaching in subject specialisms to individuals or groups (e.g. GROW model).
Latest Cyber Security Threats for Senior Execs Short, high-level, up-to-date and to-the-point briefing on the latest threats and vulnerabilities in cyber security.

Professional Development Activity (PDA)

Title Details PDA Group
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
Gaining Knowledge of Broader IT Issues Increasing and maintaining currency of knowledge of broader IT issues through reading, attending and participating in seminars or conferences, special studies, temporary assignments etc. Increasing Knowledge
Gaining Strategic Knowledge of Employing Organisation Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to industry, country and global issues. 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
Management Development Undertaking learning and best practice of the skills appropriate to managing all or part of an organisation, including business and financial management, benefits management, people management, management of change and strategic planning. This will require both on and off the job learning and may include participation in an appropriate development programme such as MBA or DMS (Diploma in Management Studies). 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.

Expert Agile and Lean practices

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

Government Digital and Data Profession Capability Framework

Commercial management

Coding and scripting involves designing, writing and iterating code and scripts from prototype to production.

Expert Commercial management

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

Government Digital and Data Profession Capability Framework

Communicating between the technical and non-technical

Expert Communicating between the technical and non-technical

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

Government Digital and Data Profession Capability Framework

Financial management

Practitioner Financial management

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

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

Expert Life cycle perspective

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

Government Digital and Data Profession Capability Framework

Maintaining delivery momentum

Expert Maintaining delivery momentum

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

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

Performance measurement involves collecting and interpreting data to identify how a team, product or service is performing.

Expert Planning

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

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.

Expert Team dynamics and collaboration

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

Qualification Components

Title Awarding Bodies
FEDIP Leading Practitioner FEDIP - The Federation for Informatics Professionals in Health and Care
ICAgile Certified Expert in Agile Coaching (ICE-ACC) BCS - The Chartered Institute of IT
PCC Professional Certified Coach BCS - The Chartered Institute of IT

The Professional Body Responsible for this job family is BCS. This job role profile was created in collaboration with BCS, using Role Model Plus.

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