I work for Triad as a Delivery Manager. I got to this point in my career by following one interest after another.
I began my career as a Quality Engineer for an automotive manufacturer and later progressed to a Development Engineer. Driven by a passion for creating and improving systems, I transitioned into Project Management at NHS Norfolk and Northamptonshire Healthcare Trust.
In 2013, I adopted Agile Scrum and began my first role as a Delivery Manager at the British Council. I later worked as a Civil Servant at the Department for Education, contributing to important digital initiatives.
Since June 2020, I’ve been working in public sector consultancy, leading digital transformation projects that deliver meaningful change for users across government services.
The three Cs of Delivery Management
If I were to summarise my current assignment as a Delivery Manager at the Foreign, Commonwealth and Development Office (FCDO), I’d use three simple words: communicate, coordinate, and collaborate. While that sounds straightforward, the depth of the role goes far beyond this simple mantra.
Typically, my days are a blend of essential activities: engaging with the delivery team and key stakeholders, planning, monitoring delivery progress, managing risks and issues, tracking actions and dependencies, and facilitating meetings.
My favourite, and most crucial responsibility, is managing our delivery team and seeing the results they deliver to meet our end users’ needs. The team must have an environment where they can deliver, feel safe to speak openly, have dedicated time for reflection, and be given opportunities to build strong relationships. After being on the same assignment for over a year, focusing on team health isn’t just nice-to-have; it is essential for delivering successful projects for our clients.
Collaboration is key
I enjoy managing, guiding, and developing delivery teams, especially watching new teams form, collaborate, and grow as they solve complex problems together.
A key part of my role involves identifying and removing blockers to enable progress. No two projects are the same, which keeps me engaged, adaptable, and continuously learning. Above all, I find real satisfaction in delivering solutions that meet user needs and enhance business processes.
Learning on the job
I learn the most by observing and, where possible, participating in the work of the various disciplines within our delivery teams. These include colleagues in user-centred design, development, testing, architecture, and live services. I also actively pursue professional certification courses to strengthen core delivery management skills, including Scrum mastery, facilitation, and coaching.
The Delivery Management Practice at Triad is part of the group’s community of practice network. It is a valuable source of support, offering a space where we can raise questions, share our collective experience, and also learn. I also really appreciate the management account support available when working on client assignments. It provides a great opportunity to learn about other projects involving the same client, which can be especially helpful when navigating shared governance processes, risks or identifying the right contacts to help unblock issues.
The importance of being open and challenging
If I have learned anything over my career, it is that there are lessons everywhere. You need to look for them. I think it’s important to embrace mistakes. They are valuable opportunities to learn and grow. It’s also important to challenge yourself to step outside your comfort zone, take risks, and welcome new experiences. Over time, I have learned to be open to connecting with others, building meaningful relationships, and nurturing my network. But I think the biggest learning is the importance of remaining humble and treating everyone with respect.
If you have a question for Pamela or the Triad team, please get in touch.
