Programme Delivery Manager

Summary

A programme delivery manager is accountable for the delivery of complex products and services that are delivered by multiple teams or have high technical or political risk. At this role level, you will:

manage dependencies of varying complexity, potentially planning and feeding into larger programmes and portfolios

remove blockers and manage risks, commercials, budgets and people

balance objectives and redeploy people and resources as priorities change

have an in-depth knowledge of Agile and other methodologies

be responsible for understanding, managing and communicating to complex stakeholder groups, balancing priorities

be the initial escalation point for the programme

have an awareness of the bigger picture

support the programme director by overseeing the delivery of their vision for the programme

support and coach delivery managers

Background

Description Background
Has proven project management and leadership skills, and a good knowledge of business analysis, system development and IT service management. Knows own organisation's policy framework, management structures and reporting procedures for all aspects of the programme's environment. Has strong planning, communication and presentation skills, and is proficient in project quality management. Prior Knowledge and Skills

Work Activity Components

Title Details
Economics and governance (Level 6) Ensures appropriate and effective governance arrangements and comprehensive reporting and communication policies are in place and followed.
Benefit realisation (Level 6) Ensures coherence of the programme, by monitoring changes within the programme scope. Reassesses whether projects continue to meet business objectives and to use funds efficiently, ensuring that the programme is managed to realise business benefits.
Business requirements translation (Level 6) Leads the programme team(s) in the validation and verification of business requirements and translation into service design and operational plans. Develops and maintains an appropriate environment to support project managers, including the processes and practices for managing projects and the coaching, development and deployment of project managers, teams and individuals. Maintains an awareness of current technical developments that may provide opportunities to the programmes, whilst ensuring continual alignment to business needs.
Progress reporting (Level 6) Plans, schedules, monitors, and reports on overall progress and initiates corrective action, as appropriate, to ensure that programme deliverables are produced on time and within budget.
Exceptions and programme changes (Level 6) Manages exceptions, slippage and issues of priority, and initiates extra activities wherever gaps in the programme are identified, according to baseline planning within the programme.
Project and programme closure (Level 6) Recommends cancellation of projects, and initiation of new projects, within the programme, and is responsible for programme closeout activities once delivery is complete.
Post implementation review (Level 6) Ensures post-implementation plans and owners are in-place after go-live to ensure planned benefits are fully realised.
Stakeholder engagement (Level 5) Identifies the communications and relationship needs of stakeholder groups. Translates communications/stakeholder engagement strategies into specific activities and deliverables.
Stakeholder feedback (Level 5) Provides informed feedback to assess and promote understanding. Monitors the level of client satisfaction and responds to queries, complaints and requests.
Develops and builds effective relationships (Level 5) Facilitates open communication and discussion between stakeholders, acting as a single point of contact by developing, maintaining and working to stakeholder engagement strategies and plans.

Behavioural Skills

Title Details
Decision Making Making decisions at the appropriate time, taking into account the needs of the situation, priorities, constraints, known risks, and the availability of necessary information and resources.
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.
Follow-up and Monitoring Checking progress against targets, taking action to resolve exceptions/ issues and reporting and escalating where necessary.

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

Other Skills

Title Details Depth
Business Proposals Methods and techniques for preparing and presenting business cases, requests for proposal (RFP) invitations to tender (ITT) and statements of requirements/work both verbally and in writing. Familiar with
Project Management Principles, methods, techniques and tools for the effective management of projects from initiation through to implementation. Proficient in
Techniques for Effective Meetings Methods and techniques for running effective meetings and for understanding and influencing the roles played by participants. Proficient in
Resource Allocation The effective and efficient routine deployment of resources, (but also including reassessment and reallocation in a dynamic multi-project environment), to achieve optimum results. Proficient in
Project Risk Management The identification, assessment and management of project risks, that could result in time or cost over-runs, or failure to deliver products which are fit for purpose. Proficient in
Stakeholder Engagement Establishing relationships, analysing perspectives and managing stakeholders from a variety of backgrounds and disciplines. Adapting stakeholder engagement style to meet the needs of different audiences. The identification of key business stakeholders and an assessment of their level of power and interests, and their perspectives to inform the way(s) in which they should be considered and managed. Proficient in
Team Dynamics Knowledge and understanding of the psychological and environmental forces that influence the direction of team behavior and performance and the tools and techniques to improve team cohesion and performance. Proficient in

Training

Title Details
Strategic Planning for Information and Communications Systems The process of defining the ICT strategic plan of an organisation in a methodical way based on business aims and objectives thereby enabling the specification of options and associated action plans for the use of IT-enabled business processes.
Benefits Management The process and technique applied to identify, quantify, monitor and review benefits in order that they are realised from a business or IT change initiative.
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
Job Shadowing and Special Assignments Undertaking temporary periods or secondments in other roles, inside or outside IT, 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
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
Gaining Knowledge of Standards and Legislation Gaining and maintaining knowledge of relevant national and international standards and legislation. 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

Community collaboration

Communication involves conveying information using the most effective medium and language for the audience.

Expert Community collaboration

You can: solve and unblock issues between teams or departments at the highest level understand the psychology of the team and have strong mediation skills coach the organisation on team dynamics and conflict resolution, while also building and growing the community

Government Digital and Data Profession Capability Framework

Financial management

Expert Financial management

You can: influence or create complex budgets across an organisation, programme or product view manage the budget you are given and make it work

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

Qualification Components

Title Awarding Bodies
FEDIP Advanced Practitioner

FEDIP - The Federation for Informatics Professionals in Health and Care

MSP - Foundation Certificate in Managing Successful Programmes

AXELOS

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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