5 minutes with… Laura Burnett
Jon Rhodes
Delivery Manager | Delivery Director | Co-founder at Paper, a user research and service design studio
Laura Burnett is Made Tech’s Head of Delivery and a people-focused product specialist with a wealth of experience in building high-quality products, managing global teams and driving positive organisational changes. Laura has a true passion and drive for delivering the highest level of value to Public Sector Delivery by inspiring the high-performing teams and guiding them to overcome complex challenges all whilst being the best version of themselves.
Why did you choose a career in delivery or project management?
To be perfectly candid, my journey into this field was quite serendipitous!
I studied Microbiology at university, and graduated in 2009, a time when the nation was still grappling with the aftermath of the financial crisis and subsequent recession. Witnessing many of my friends struggle to secure employment, I decided to engage with potential employers three months prior to graduation. This proactive approach led me to my first role as a marketing campaign coordinator for a scientific website. Over the years in this role, I began to notice issues faced by website users and identified additional features that advertisers were keen on. This growing awareness led me to collaborate closely with the development team, exploring ways to incorporate these changes. This journey eventually led me to the realm of delivery management.
As a fledgling delivery manager, I attained a Prince2 qualification and then began crafting lengthy, comprehensive project specifications to hand to the development team. I would solicit estimates from the engineers for these features, often encouraging them to trim down their estimates, and then holding them accountable when things inevitably went off course. In essence, I was embodying everything you shouldn't do! It wasn't until the Lead Software Engineer introduced me to agile methodologies and I immersed myself in the world of Lean and DevOps that I came to realise the flaws in my approach. This realisation prompted me to fully embrace iterative, user-centred delivery practices.
I’ve remained in the field of delivery for over 10 years as I have a genuine passion for working with teams to troubleshoot challenges and drive impactful changes. Witnessing the tangible difference brought about by the work of my team became a tremendous motivator for me, whether that impact manifested in improving the lives of citizens through public sector initiatives or bore financial significance in the private sector domain.?
What advice would you give someone starting out in the industry?
Starting out as a Delivery Manager or Project Manager can be both exciting and challenging. These roles require a blend of organisational skills, communication prowess, and a deep understanding of various aspects of the software development and delivery process. Here's some advice to help you excel in these roles:
Read Widely and Continuously:
Understand Other Capabilities:
Develop a User-Centred Mindset:
Embrace DevOps Practices:
Cultivate Product Thinking:
Ask Questions and Seek Understanding:
Practice Honesty and Transparency:
Communication is Key:
Learn from Experience:
Build Relationships:
Remember, these roles require a combination of technical knowledge, leadership skills, and interpersonal finesse. It's a continuous learning journey, and your willingness to grow, adapt, and develop new skills will play a significant role in your success.
Have you ever worked on a particularly difficult project? Why was it rubbish/tough/hard?
I can’t share specifics of clients or projects, so I’ve enlisted the support of ChatGPT to help me tell a fictional story based on real life experiences.?
Title: "The Illusionary Endeavor: When Ambition Turns Malevolent"
In the sprawling metropolis of Technoville, a shadow loomed over the once-revered tech giant, NexusCorp. The mastermind behind the company's triumphs and turmoil was none other than its enigmatic and ruthless CEO, Victor Rourke. This is the tale of a disastrous project brought forth by an evil CEO's ego, unrealistic deadlines, and the ensuing chaos that unfolded – a project that would be forever known as "The Illusionary Endeavor."
领英推荐
Victor Rourke, driven by an insatiable hunger for power and recognition, was infamous for his dictatorial management style. One fateful day, during a boardroom meeting, he unveiled his vision to the unsuspecting team – an audacious venture known as the "VirtualVista" project. The idea was a virtual reality platform that purported to bring the world's most exotic locations into people's homes, all at the snap of a finger.
The room was filled with a palpable mix of disbelief and unease. Nobody dared question the motives of Victor, even though the product seemed to lack any proven user need. The idea was his brainchild, conjured from his desire to cement his legacy as the visionary who could reshape the world through technology.
The project was handed down with a decree – a preposterous six-month timeline to take VirtualVista from concept to market. The team members exchanged apprehensive glances, realising the impending disaster that was about to unfold. They were acutely aware that the vision was a mirage, a hollow promise driven by the CEO's ego rather than any tangible demand.
With a heavy heart, Project Manager Lily Daniels accepted the challenge. The team toiled day and night, fueled by a combination of fear and Victor's iron-fisted rule. Sleepless nights became the norm as they navigated through the maze of untested technologies and hastily assembled code. The sound of Victor's menacing laughter echoed in the back of their minds, a constant reminder of the price of failure.
As the deadline neared, cracks in the project's foundation started to show. The hastily cobbled VR experiences glitched, causing vertigo and nausea among early testers. The user interface was an incomprehensible mess, and the immersive environments Victor had promised turned out to be pixelated landscapes that resembled something from an outdated video game.
On the day of the disastrous launch, anxiety hung in the air. The illusion of grandeur shattered as VirtualVista stumbled onto the market. Reviews were scathing, ridiculing the product's lack of functionality and the sheer audacity of its concept. Even Victor's iron grip couldn't save the project from the humiliation it faced.
The aftermath was a harsh reckoning for NexusCorp. Victor's megalomaniacal ambition had caused the company's reputation to crumble. The illusion of success shattered, and the real world consequences of his ego-driven project rippled throughout the organisation. The once-loyal team members were left disheartened and disillusioned, victims of a venture that had been doomed from the start.
"The Illusionary Endeavor" served as a cautionary tale within the tech industry. It became a chilling reminder that unchecked ego, unrealistic deadlines, and a disregard for genuine user needs could lead to catastrophic consequences. Victor Rourke's legacy became one of infamy, and NexusCorp struggled to rebuild its reputation in the aftermath of the debacle.
And so, the story of "The Illusionary Endeavor" lived on as a haunting narrative of how ambition, when twisted by malice, could lead even the mightiest of companies down a path of ruin. It was a lesson that resonated with CEOs and project managers alike, a stark reminder that the pursuit of power and recognition should never come at the cost of integrity and the well-being of both employees and customers.
What do you think are the most important skills for a delivery or project manager to have?
Delivery managers play a pivotal role in supporting high performing teams to successfully deliver projects. In my experience, the following three skills are the most important:?
Holistic Thinking and Risk Management: A skilled delivery manager is like a chess player, thinking several moves ahead. They need to be able to switch between zooming in on the nitty-gritty details and zooming out to see the bigger picture. This ability is essential for identifying potential risks, bottlenecks, or dependencies that could arise throughout the project lifecycle. Anticipating challenges and planning contingencies before they become major problems can significantly contribute to project success.
Effective Communication and Listening Skills: Communication is at the heart of delivery management. The best project managers excel not only in conveying information clearly and concisely but also in their ability to actively listen. They listen to their team members' concerns, client feedback, and stakeholder expectations. By being receptive to input from all sides, delivery managers can foster collaboration, prevent misunderstandings, and create an environment where everyone feels heard and valued.
Problem-Solving and Team Empowerment: A delivery manager's role isn't just about issuing orders; it's about leading a team to navigate through challenges. Effective problem-solving involves not only identifying issues but also working collaboratively with the team to develop solutions. Instead of imposing answers, a skilled delivery manager guides the team through a process of critical thinking and analysis. This empowers team members, encourages innovation, and ensures that the solutions devised are practical and well-suited to the project's context.
These three skills, when combined, create a delivery manager who can maintain a delicate balance between the project's strategic direction and the day-to-day operations. They can effectively communicate with team members, stakeholders, and clients to ensure alignment and clear expectations. By fostering a problem-solving culture, they promote a sense of ownership and accountability within the team, leading to more resilient and successful project outcomes.
What do you think are the biggest challenges facing delivery and project managers today?
In the ever-evolving world of delivery management, there are a few big challenges that really stand out. Here are three major hurdles that delivery managers are grappling with today:
Looking After Data and Cybersecurity: With everything going digital, keeping data safe and fending off cyber threats has become a real headache. Delivery managers have to wrap their heads around making sure sensitive info stays secure, following data protection rules, and staying one step ahead of sneaky online attacks. If things go wrong, it's not just the delivery that gets messed up, but trust in the whole gang can take a hit.
Tackling the Tech Jungle: New tech like artificial intelligence (AI) and blockchain is popping up all over the place, and it's a mixed bag for delivery managers. Trying to figure out if these buzzworthy technologies are a good fit for the delivery can be a bit of a puzzle. There's also the challenge of helping the team get their heads around these new tools and making sure they actually make the delivery smoother, not trickier.
Juggling Different Ways of Working: The whole remote work revolution has added a twist to how teams get things done. Some folks love working from their PJs, while others miss the office buzz. Balancing this mix can be like walking a tightrope. Delivery managers need to make sure everyone gets what they need to work well, whether they're at the kitchen table or the boardroom.
When it comes down to it, successful delivery managers need more than just tech skills. They've got to be adaptable, think ahead, and know how to get everyone on the same page. By staying sharp on data security, staying curious about new tech, and creating an inclusive work vibe, delivery managers can tame the wild ride of modern delivery management and help their teams thrive.
What projects would you have loved to have been involved in?
I would have loved to have been involved with public sector delivery earlier, in particular during the GDS transformation programme (2013 to 2015), on one or more of the 25 exemplar projects.?
In particular, working on the service to renew your passport would have been incredible, as I’ve directly benefited from the massive improvement in that service personally. To explain why, I need to tell you about my worst experience with a government service to date.?
Before the exemplar was developed, when I was 18 and finished my A-Levels, I went on a holiday to Amsterdam with some school friends. A month before I was due to travel, I lost my passport on a night out in Bournemouth.?
I booked a 1-week passport fast track service (including travel to London on train) and my passport was guaranteed to arrive with 4 days to spare. 7 days before I was due to travel, I heard on the news that IT problems in the passport office were leading to delays. I called the passport office and was told my passport was ready and due to be shipped that day.?
4 days later, and one day past the guaranteed arrival date, nothing had arrived. I called up again and was told that it would definitely be arriving either that day, or the following day (holiday -2 days). Still nothing.?
The day before I was due to travel, I spoke to someone who logged into my account, clicked through, and told me that actually, my passport hadn’t even been started! This is after 5 or 6 separate phone calls confirming otherwise.?
They agreed to expedite my passport and courier it to me, but it was unlikely it would be with me on time. On the day I was due to travel, a bike courier transported my passport to Bournemouth Airport, where I met them in departures with an hour to go before check in closed.?
Fast forward to now, and the new passport renewal service is one of the best in the world. This digital exemplar is often held up as a jewel in the crown that is the Government Digital Service.
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.