Have you ever wondered what life as a Delivery Manager is really like here in Bristol? What does it take to become a DM and to stay top of the game?
In this context, we caught up with Dane Nutting, Delivery Manager at BJSS to give you a little more insight – if you are considering a career within the tech industry or are planning on adding an expert to your team – you can find some first-hand perception right here.
Dane Nutting: I help clients get the maximum possible value from working with our software teams. This means different things with different clients, but generally, it revolves around:
My friends often joke and say “what are you delivering, pizza?!” Turns out they aren’t very funny, but the interesting point is that as a DM it’s my responsibility to make sure the development team have what they need to do a great job. So, if the team needs it, yeah I’m delivering pizzas!
Dane Nutting: In a role where product ownership was a key element, I was fortunate enough to travel to an international trade show in Chicago. Over the course of 4 days, 130,000 visitors attended the show and I represented the hard work the team had put into the project by demonstrating the software to potential customers.
Dane Nutting: There’s always a certain amount of structure to the beginning of the day, due to running the usual Agile meetings, for example, the team stand up, where we discuss if anyone is blocked from completing their work and needs help. After which, if I can help with removing any of these blockers, I’ll jump on those straight away, otherwise I:
Dane Nutting: Each engagement is different and requires a different approach. I really enjoy working out what blend of Project Management, Scrum Master, Product Manager and Business Analyst skills are needed to best support the engagement.
So many aspects of leadership are really important, for example:
· Clear communication
· Empowering the team to own their work
I’m no expert, but I’m always learning and trying to improve.
I find good technical knowledge a real benefit, but balance is once again key here, it is important not to dictate solutions to the team, they are the experts, they should drive how they implement a solution to a user’s need, not me. That being said, as Delivery Manager I am accountable for ensuring the team is delivering to a high standard, so I need to find positive, collaborative ways to ensure this.
The great thing about BJSS is the wealth of technical and business expertise within the company, from Cloud Architects to Agile Coaches, it’s always possible to get in touch with a subject matter expert and get their input.
The ability to create effective relationships, you need positive, collaborative relationships with your team, the client team and other third-party teams. Engagement success is dependent on more than just the completion of your work.
I have two:
Thanks so much for sharing, Dane!