I became a Delivery Manager after realising that I was more interested in the delivery side of software than the coding itself. As I progressed from developer to Scrum Master and then team lead, I found that what I enjoyed most was enabling teams, removing blockers, and ensuring we delivered real outcomes.
While many Delivery Managers come from a traditional project management background, I entered through the technical route, which helps me bridge the gap between engineering and delivery.
Creating clarity
I enjoy bringing structure and clarity to complex projects and helping teams work effectively. I like being at the centre of collaboration — aligning people, resolving blockers, and making sure everyone has what they need to succeed. There’s also a real sense of achievement in seeing a plan come together and delivering something valuable for the client.
The most challenging part of my role is managing issues or risks outside the team’s control — for example, delays with client licensing, procurement, or slow decision-making. It can also be difficult when expectations change late in the process, especially when you’re accountable for delivery but don’t have direct authority over all contributors.
Delivering for DESNZ
This is my second assignment with the Department for Energy Security and Net Zero (DESNZ). My first task was to help deliver a new digital service for them.
I am now leading the delivery of an online hub for DESNZ. It provides resources, guidance, and tools to help landlords, property owners, and agents navigate the legal requirements for energy efficiency in England and Wales.
The work involves coordinating a multi-disciplinary team to deliver the Public Beta phase. I manage the end-to-end delivery plan, facilitate sprint ceremonies, track RAID (Risks, Assumptions, Issues, and Dependencies) and manage dependencies, including licensing and hardware delays. I also need to ensure that the project aligns with GDS (Government Digital Service) standards and DESNZ’s strategic objectives.
I push myself to learn continuously.
Continuous learning is essential. I can do this by improving my delivery frameworks, studying for qualifications like CAPM or PMP, or learning more about government delivery standards and service design. I also regularly reflect on how I run ceremonies, manage stakeholders, and structure documentation so I can refine my approach for the following deliverable.
Triad has a genuinely supportive culture. I can get guidance from my line manager whenever needed, and there’s a strong network of other Delivery Managers to share practices with. One of the best ways we do this is through our regular Delivery Manager community meetings. The project governance meetings, access to internal communities, and open communication channels make it easy to get feedback, escalate issues, or double-check delivery approaches.
Confidence comes with experience.
I’ve realised that in my job, you don’t need to have every answer. You need to create an environment where the team can find the answers together. Focus on communication, stay calm in times of uncertainty, and always keep the client and team at the centre. And remember that confidence comes with experience; every project, even the messy ones, teaches you something valuable.
If you have a question for Shane or the Triad team, please get in touch.
