The role now
The head of delivery runs the work that changes the organisation: the portfolio, the PMO, the delivery methods, and the large programmes. In a transformation, this person is often the one the executive team watches most closely.
The role now mixes agile and traditional delivery, and it is judged on outcomes, not on reports.
Hiring a Head of Delivery and Transformation: settle these first
Portfolio, programme, or both?
Running the whole portfolio and rescuing one large programme are different jobs. Say which one you need first.
How is delivery funded and governed?
Candidates will ask how investment decisions are made and who can stop a programme. Be ready to answer.
What has gone wrong before?
If a previous programme failed, say so. The best candidates want to know what they’re walking into.
Stepping up to Head of Delivery and Transformation
Programme directors and PMO leads who step up need to own priorities across the portfolio, including saying no to executives.
Run the investment process, own a portfolio-level benefits view, and lead other programme leaders.
The techexec network is built for this step. Members get a monthly briefing, small roundtables and a confidential career conversation with Aaron. Join the network.
What we ask candidates about
- The largest programme or portfolio you have run, and how it ended.
- A programme you stopped or reset.
- How you report delivery to executives and the board.
- Your mix of agile and traditional delivery.
Questions
Do you recruit transformation directors?
Yes. Transformation directors, heads of PMO and heads of delivery are all part of this group.
Is delivery a path to CIO?
It can be. Delivery leaders who also build an understanding of technology operations and run a team beyond projects are strong CIO candidates.