Delivering government services can be as challenging as it is rewarding. Often with a high level of stakeholder complexity, it’s also incredibly impactful and involves working with committed and purpose-led teams.
This is the domain where I first (and most viscerally) learned that it’s not enough to know what good delivery looks like, you need to know how to get there. That means bringing people on a journey, which requires building trusted relationships – truly understanding people and their motivations, hopes and fears. So far I have experience in four departments and the roles I have held include:
- As a delivery specialist and coach for a programme-level team, delivering grants and funding to land owners
- A delivery manager role across multiple teams building critical national security services
- As a technical programme manager re-platforming services away from legacy platforms and onto cloud providers.
Work I do
Below is the kind of work or activities I have typically carried out. I have grouped them into the three key markers of my delivery health model.
Teams aligned to the strategy
- Portfolio Kanban
- Team structure design for scaled delivery
- Leadership support and coaching
- KPI setting
- Training and workshops
Continuously improving delivery
- Product backlog development
- Improvement activities and events
- Team structures + roles
- Team capability and health assessments
- Scrum / Agile and all ceremonies and artefacts
- Kanban – more commonly with product managers, covering the early stages of the product lifecycle
- Release management processes
- Non-functional test processes
Informed decision-making
- Team-level reporting (velocity, burn up, burn down, lead time, cycle time, output measures, planned vs unplanned, backlog forecasting, relative sizing, rapid estimating)
- Portfolio KPI reporting
- Portfolio roadmap + forecasting
- Jira (or equivalent) administration, and setting up new work-tracking systems
