Senior delivery manager

You can:

• coach and lead teams in Agile and Lean good practices
• create and tailor the right approach for a team, challenging, evaluating and iterating the approach through the life cycle
• experiment with new and innovative ways of working to improve delivery across the organisation
• act as a recognised expert and advocate for Agile and Lean approaches

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 strengthen relationships, adopting the appropriate communication method with stakeholders at all levels
• manage stakeholder expectations and moderate difficult discussions about high risk and complex topics, even within constrained timescales
• speak on behalf of, and represent the community to, large audiences inside and outside the organisation

You can:

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

You can:

• work and consult with the right people at the right time to move through the life cycle and deliver value
• use evidence to decide when a team should continue, change direction or stop
• identify tools and techniques required at different phases of the life cycle
• guide colleagues and stakeholders through different phases of the 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:

• 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:

• analyse how a service fits into care pathways across organisations
• work with clinicians, care staff, and patients to shape digital services
• explain the effect of digital decisions on care, safety, and staff workload

You can:

• take part in hazard workshops and contribute to a hazard log
• follow the clinical risk management process for your work
• provide evidence for a clinical safety case, such as test results

You can:

• apply data protection principles to your work
• contribute to data protection impact assessments
• handle information requests and records correctly

You can:

• run the risk process for a directorate or programme
• assess risks against the risk appetite and escalate them
• report on risks to committees

You can:

• track spending against a small budget and raise variances
• authorise spending within your limit

You can:

• line manage a team, setting objectives and running appraisals
• support wellbeing and manage attendance, performance, and conduct
• plan the team's development and succession