5 minutes with… Steven Sampson-Jones
Steven is an experienced Visual Facilitator and Public Sector Consultant. He has had a successful career within Central Government since 2008. He has specialised in agile delivery and visual thinking since 2010. Steven brings a wealth of expertise to his dynamic and creative role.
Why did you choose a career in delivery or project management?
A career in delivery and project management felt like a natural progression for me. My professional journey started in the House of Commons, UK Parliament. Straight away, I recognised the transformative impact of well-executed projects. I was fascinated by how people, timelines, and diverse teams could come together to achieve a common goal.
What I found most fulfilling was delivering services and products that had a real positive impact on people's lives. Examples include:
ensuring homes were well heated
helping people to get a Blue Badge
improving systems like MPs' expenses for the benefit of our communities
Each project gave me a chance to contribute to society.
In 2010, the Government went through a big change led by the Government Digital Service. They made agile delivery, multidisciplinary teams, and user-centred design our core principles. These principles matched my belief in effective and people-focused project management. The shift to agile practices was a turning point, highlighting the need to adapt and respond in the constantly changing world of project management.
What advice would you give someone starting out in the industry?
For anyone starting in the industry, my main advice is to focus on building a strong professional network. Go to industry meet-ups where you can meet like-minded people and experienced professionals. These gatherings give you valuable insights and help you make meaningful connections that can really impact your career.
Whenever you can, try to shadow experienced professionals. Hands-on experience gives you a unique perspective and practical understanding of the industry. It's a great way to see real-life situations, learn the best practices, and understand challenges and successes in the field.
Finding a mentor is also crucial for your professional growth. Find mentors who have succeeded in your chosen field. Their guidance can help you navigate the complexities of the industry. They can give you advice on your career development, and help you avoid mistakes. A mentor's personalised insights and wealth of experience will speed up your learning.
Keep learning all the time. Stay updated about delivery trends, new technologies, and best practices. Read blogs and recommended books. Ongoing education will keep you current and relevant in a fast-changing industry. Workshops, webinars and online courses improve your skills and help you stay ahead.
And remember, don't hesitate to ask questions. The learning process thrives on curiosity and conversation.
Have you ever worked on a particularly difficult project? Why was it rubbish/tough/hard?
I led the product development of Universal Credit during the pandemic. It was an intricate balance.
The sudden shift to remote working meant we had to adjust fast and find new ways to communicate and collaborate. We used digital tools and processes to help us. The demand for our service increased by an unprecedented 500%, so we had to scale up quickly. We needed more people and had to make technical changes to handle the demand.
The nature of government processes, including evolving ministerial commitments, added an extra layer of complexity. Things were always changing, and we had to adapt. We had to be agile and make swift decisions. But despite all the difficulties, this was an incredibly important project. We knew that our work helped vulnerable people in the country. It felt good to provide a critical service during such an important time. Knowing that our efforts made a difference was very satisfying. It wasn't just a job well done, it was helping people during a tough time for the whole country.
What do you think are the most important skills for a delivery or project manager to have?
In delivery management, being effective means more than just overseeing projects. Jonny Williams, author of "Delivery Management: Enabling Teams to Deliver Value," states that three crucial skills stand out:
coaching
facilitation
impediment removal
Coaching:
Good delivery management involves guiding your team's professional growth. Delivery Managers provide:
feedback
mentorship
recognition to empower individuals
fostering a culture of continuous improvement
Facilitation:
Successful delivery managers excel at running effective meetings and workshops. They ensure that:
diverse ideas are considered
decisions are made collectively
the team stays focused on product goals
Impediment Removal:
Spotting and dealing with problems promptly is key. Delivery managers:
troubleshoot issues
proactively address potential roadblocks
keeping the team on track
A delivery manager should lead with empathy, prioritising the team's needs and offering support. This approach creates a positive team culture and helps in conflict resolution.
What do you think are the biggest challenges facing delivery and project managers today?
Many people don't understand what a Delivery Manager does. Some people think that they are administrators for Jira, a note taker for the team, or a secretary. Our role is not always seen as important for strategy and leadership. This makes it harder for us to guide and direct products and services effectively.
There is a lack of clear paths for learning or accessible courses in delivery management. There is a shortage of standardised educational resources. This makes it hard for professionals to learn the skills and knowledge they need to succeed.
The delivery management landscape is always changing and unpredictable. Every day brings new and different obstacles that we have to be able to adapt to and make quick decisions about. Being successful in delivery management means having a versatile skill set and being proactive in dealing with the ever-changing project environment.
What projects would you have loved to have been involved in?
I'm currently watching the documentary "Brawn: The Impossible Formula 1 Story" on Disney+. It’s truly captivating and inspiring. Seeing this underdog narrative stirred a desire in me. I want to contribute to something equally revolutionary.
The Brawn GP case study showed:
leadership dynamics
team camaraderie
data-centricity
innovative thinking
These are elements that resonate deeply with what I find inspiring in a work environment. Strategic leadership, turning adversity into triumph, seamless teamwork in every manoeuvre, and the emphasis on data as a guiding force for decision-making all reflect a transformative approach. I want to be a part of that.
I was impressed by the introduction of the double-diffuser, a groundbreaking innovation in the Formula 1 world. It further fuels my desire to be involved in projects that push the boundaries of what's possible. Brawn GP's ingenuity and technical excellence is the kind of forward-thinking and pioneering spirit that excites me.
It is more than just a desire to be part of such an extraordinary journey though. The Brawn GP story is the type of environment I envision thriving in. A space where:
leadership is visionary
teamwork is paramount
data is leveraged intelligently
innovation is not just welcomed but actively pursued
This narrative fuels my aspiration to be part of something equally revolutionary, transformative, and impactful.
This post is part of the #fiveminuteswith series of articles from people in the #deliverymanagement and #projectmanagement space.
You see a list of all other posts on this article.
