Guidance

Programme Delivery

Published 27 July 2023

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This publication is available at https://www.gov.uk/government/publications/programme-delivery/programme-delivery

1. Our Purpose

The Programme Delivery Team is integral to DBS, delivering crucial department-wide change programmes including Service Delivery Contract Transformation, the DBS Workplace Programme and Corporate Services Modernisation which improve how we deliver our services to our customers. Our Portfolio Management Office provides the governance, standards, and support our staff need. We have a strong emphasis on continuing professional development through community events and the ongoing promotion of learning development opportunities.

1.1 Services we deliver

We are a crucial function within delivering important services. Which are crucial for DBS and MOD to function such as:

  • Our programme and project managers work with key stakeholders within DBS and across Defence. They manage relationships with external support and suppliers to deliver projects to time, cost and quality.
  • Our Portfolio Management Office works alongside project managers to provide the guidance, support and tools needed for effective delivery. This includes utilising Project On-Line to manage schedules and key project information and Power BI to provide consistent management information and strategic decision support for programme managers and senior leaders. We support the management of risk and we lead project managers through our benefits realisation methodology.
  • Our Service Development and Transition team works closely with customers to understand requirements of any new services and support the early stages of approval. Their work includes change consultancy, business process mapping, and managing the approvals processes.
  • Our Continuous Improvement specialists are trained in Lean Six Sigma and work with DBS business areas to drive improvements in our service for customers.

1.2 Our current challenges:

We are working on lots of fronts to improve the delivery of digital information and technology within DBS.

Our top challenges are:

  • Supporting our community of project delivery professionals. Ensuring colleagues are onboarded, inducted and professionally developed.

  • Managing the scope of the DBS Major Change Portfolio – Working to improve demand and resource management.

  • Protecting DBS’s reputation by achieving excellence against professional standards for project delivery.

  • Ensuring business as usual is protected during the delivery of change.

1.3 We work closely with the following stakeholders within our role:

  • DBS colleagues within our organisation who deliver specialist functions
  • Colleagues within MOD
  • External stakeholders such as Other Government Departments
  • Third party suppliers providing specialist services
  • Our Trade Unions
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