Delivery Leadership
We are specialists in leading digital programmes and projects, and we understand how to build and manage high-performing digital teams. We can help your team get set up for success or work through a reset. Or we can provide longer term delivery leadership to your team.
Features
- Delivery leadership, tailored to a team’s context, maturity and constraints
- Setup of appropriate delivery models (scrum, kanban, wagile)
- Agile Coaching Sessions, tailored to you and your team
- Setup of new teams or resetting of teams in crisis
- Ways of working facilitation and review
- Planning and roadmapping, based on a clear team purpose
- GDS Service Manual coaching and service assessment preparation
- Scope review and prioritisation, including backlog development
- Navigate agile delivery within traditional governance and risk structures
Benefits
- Improved ability to work at pace on priority work
- Give digital teams a clear sense of purpose and direction
- High-performing, healthy teams that can deliver and collaborate effectively
- Improved delivery confidence, even in complex or pressured environments
- Clarity on who does what, reducing misunderstandings and delays
- Greater likelihood of passing GDS service assessments
- Realistic and achievable roadmaps that teams can actually deliver against
- Reduced delivery risk, through pragmatic governance and better decision-making
- Sustainable ways of working, not short-term fixes or imposed methodologies
Pricing
Service documents
Request an accessible format
Framework
G-Cloud 15
Service ID
6 4 6 9 8 6 3 2 2 6 4 5 0 5 7
Contact
MORUS DIGITAL LTD
Richard Norris
Telephone: 07928736082
Email: info@morusdigital.com
About your service
- Service categories
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Cloud Support Services
Set Up and Migration
- Engagement and communication planning
- Project management and governance
- Mobilisation coordination
Service scope
- Service constraints
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Services will be delivered primarily remotely; in some cases colocation is possible but this is dependent on the access requirements of team members (not everyone is able to make face-to-face).
Morus reserves the right to place some team members on a job-share arrangement; this model supports team members with accessibility needs.
Access to buyer’s people (senior leaders, team members and in some cases users).
User support
- Email or online ticketing support
- Yes
- Support response times
- We typically respond within 24 hours Mon-Fri. Precise SLAs and expectations will be agreed at the start of a project as this is a bespoke service that we provide.
- User can manage status and priority of support tickets
- No
- Phone support
- Yes
- Phone support availability
- 9 to 5 (UK time), Monday to Friday
- Web chat support
- No
- Support levels
-
Support we provide is a bespoke arrangement, and depends on the specific client engagement. At the start of a project, we will assign you a dedicated Morus Digital point of contact who can act as a point of support or escalation.
Our support only covers the services we provide (e.g. Systems Thinking Delivery Leadership, Coaching). We do not offer technical support for user-facing services built by the teams we work with.
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Other security clearance
- Government security clearance
- Security Clearance (SC)
Pricing
- Discount for educational organisations
- No
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Delivery manager | £750.00 | |
| Senior delivery manager | £950.00 | |
| Head of (Agile) delivery management | £1,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Digital portfolio manager | £850.00 | |
| Senior digital portfolio manager | £950.00 | |
| Head of portfolio | £1,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Product manager | £850.00 | |
| Senior product manager | £950.00 | |
| Lead product manager | £1,050.00 | |
| Head of product | £1,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Programme delivery manager | £1,200.00 |
User-centred design roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service designer | £850.00 | |
| Senior service designer | £950.00 | |
| Lead service designer | £1,050.00 | |
| Head of service design | £1,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| User researcher | £850.00 | |
| Senior user researcher | £950.00 | |
| Lead user researcher | £1,050.00 | |
| Head of user research | £1,200.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- No
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- No
- Quality management systems (QMS)
- No
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- No
- Cyber Essentials Alternative
- In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
- Cyber essentials plus
- No
- Cyber Essentials Alternative
- None of the criteria
- Other security certifications
- No
Social value
- Section B - Commitment for Future: Delivery
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
- Plans to engage the contract workforce in deciding the most important workplace issues to address
- Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
- Activities to cascade good practice on fair working conditions throughout the supply chain
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises
- Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
- Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
- Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
- Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
- Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
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Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero
Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.
- Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
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Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 6: Employment and training: For those who face barriers to employment
- Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
- Working conditions which promote an inclusive working environment and promote retention and progression
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Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
- Understanding of issues relating to entering the contract workforce
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Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.
Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.
- Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
- Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
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