DeliverCon 2025.2
DeliverCon is a gathering for delivery managers in and around the public sector. We follow an unconference format, where the agenda for the day is set on the day by the people that are in the room.
Key Details
📌 HM Government, 14 Westfield Ave, London, E20 1HZ
🚇 Nearest Tube Station - Stratford (Zone ⅔) roughtly a 5 mintue walk
📅 Friday 10th September 2025
🕘 09:30 - Doors Open
🕘 10:00 - Event Starts
🕘 16:30 - Event Finish
📃 Notes (Photos) - Google Photo Album
📚 Notes (Written) - Google Drive
📷 Pictures from the day - Google Photo Album
Agenda
Session 1 - 11:00 to 11:45
| Room | Title | Description |
|---|---|---|
| A | The Policy Whirlwind vs. Digital Wisdom: Finding the Right Priorities | In the public sector and government and digital delivery we often have competing and moving priorities that come at us rapidly due to ministerial demand or policy. At the same time we have digital innovation, improvements and technical debt on products and services which are required to keep our products and services efficient, secure, and useful to our citizens. Often the digital needs for creating more efficient, secure, and quality services and products becomes overruled by the ministerial/policy need, or even . How can we prioritise and allocate work appropriately in this environment to allow for digital improvements and innovation whilst ensuring fast efficient delivery of policies? |
| B | Behind every process is a person - adventure stories from the governance wilderness | Do you ever get frustrated trying to get through seemingly endless governance hurdles? Come here to share and listen to stories of how to make the system work for you, starting by treating process owners like reasonable, flexible people. |
| C | Making goals a part of each iteration - how does your team know youre making progress? | What are the things you’re doing that help the team to know they are delivering value and making progress? Once you’ve defined your team goals (in whatever flavour you like!), how do you make them real each iteration to teams and stakeholders? |
| D | Changing team culture over the long term - how do you celebrate progress and keep talking about it? | What are the practices and techniques you are using to help the team to build momentum when it comes to culture change? How do you plan for this as a delivery person, and build people’s confidence and energy for this? |
| E | AI - a delivery managers friend or foe…… | With AI being touted as the golden bullet to Government efficiency and productivity is this a burden for delivery managers or a friend that can help us deliver value, faster and better ? |
Session 2 - 12:00 to 12:45
| Room | Title | Description |
|---|---|---|
| A | Balancing value for money with user needs | How do you balance fairy between supporting a new alpha work stream that can cost as much as 250k for user research with a group that represents 0.01% of potential service users VS investing in research to help improve other pain points in the journey used by 99.99% of users? |
| B | What is the career progression pathway for a Delivery Manager? | Should it be to Lead Delivery Manager? Programme Delivery Manager? Head of Delivery? Agile Coach? Service Owner? What do these different roles do? Will aim to facilitate this session with cross-departmental breakout groups. |
| C | What 's the best way to train a whole cohort of waterfall Project Managers to become Delivery Managers? | Bearing in mind - Reluctance/suspicion from some in the cohort - Lack of understanding of agile ways of working - Limited resources (in terms of money, mentors, training etc.) |
| D | Delivery and Capability Metrics, what works for you | As a Kanban expert I have views about capability metrics, but I want to hear from others what has worked for them, and importantly what hasn’t and why. I am leading an initiative on this for LAA Digital, so want to steal everyone else’s knowledge and work. |
| E | How do we deliver faster while developing civil servants? | The civil service is very good at upskilling people, career development, learning opportunities and sideways moves. But how do we balance individuals needs with team outputs and departmental outcomes? |
Lunch - 12:55 to 13:45
Lunch is not provided, so please bring your own food for the day. There are various food outlets within 5 mintues of the venue.
Please ensure you are back on time for 14:00
Session 3 - 14:00 to 14:45
| Room | Title | Description |
|---|---|---|
| A | Lighting Talks | Lighting Talks |
| B | Skunkworks/Lean Agile in GOV | How to research, build and develop rapidly? Are the conventional disco - alpha - beta still appropriate in this more fast paced world of delivery. |
| C | Mapping responsibilities across a Delivery Team | I’d love to discuss how do we map all the responsibilities of a delivery team - both holistically and as individuals. How can we ensure we have fair workloads and adequate cover for our roles during holidays etc |
| D | How quickly can you deliver a new service | Being agile involves delivering quickly and iteratively. But how quick is quick for a new service? |
| E | Don’t forget the service! | So you’ve designed a great new product, fab! Next step, getting it to production and keeping it running at scale. We often forget scaling and service, how do we make sure this isn’t forgotten like a lost sad mitten? |
Session 4 - 15:00 to 15:45
| Room | Title | Description |
|---|---|---|
| A | How to balance servant leadership with assertive coaching? | Often we are seen as the teams role model of servant leadership, fostering a safe environment for the team to deliver. But what about when the team (or that team member) needs a “stronger” push towards performance and team collaboration? How do we balance our roles between delivery and coaching? Or is there any difference between the two? Thoughts?! |
| B | Navigating a complex stakeholder terrain | How we work successfully in a complex stakeholder setting where everyone has a stake in the delivery |
| C | Help and support | Is there a delivery managers playbook we can use to support teams, with tools and ideas and process timelines |
| D | Agile transformation in non-agile areas | How do we transform the masses of an area with a mix of those steeped in agile and those who aren’t. |
| E | How do we avoid analysis paralysis? | How do you we get teams testing ideas quickly rather than spending lots of time researching |
Past Events
For more details on previous DeliverCon’s, check out the Event Pages
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