I started writing this blog almost eight years ago!
The UK public sector was undergoing a quiet, but powerful, transformation in the way it delivered projects. The traditional Project Manager role evolved into that of the Delivery Manager, but this was more than just a job title change at the foot of an email. It signalled a move towards agile, multidisciplinary, user-focused service delivery.
It dawned on me that, for organisations and departments, navigating this shift, Stoneseed’s Project Management as a Service (PMaaS) was the ideal partner. I jotted in my notebook that, when implemented well, PMaaS doesn’t just support the delivery of a project, it is a partner in delivering the point of the project – the end user benefits and intended business outcomes. In other words, PMaaS reflected the very values and working practices at the heart of this modern delivery model.
Great basis for a blog!
Being honest, I struggled to make it not sound “salesy” and opportunistic: That day I’d read a Defra blog (Making the change from project to delivery management) and lo, there was I, saying the thing we had pioneered five years ago (2012) was the perfect fit for it. Very convenient!!!
Being even more honest, that night Manchester United thumped Everton 4-0, so I got distracted.
BUT I am glad that I didn’t finish it back then because, now, I can say that PMaaS is a natural partner for this kind of model and back it up with nearly eight years of experience and evidence.
PROCUREMENT ACT
Then, in February 2025, The Procurement Act came into law, simplifying and streamlining public sector procurement.
The Act has made procuring services like PMaaS easier for the sector and aims to make it easier for small and medium-sized enterprises (SMEs) to compete for public contracts, potentially increasing awareness of, and opening up opportunities for, “smaller”, more agile PMaaS providers.
The Act also further demonstrated how PMaaS and public sector project delivery are aligned:
1 – Greater Emphasis on Value and Transparency: The Act pivots focus away from the “most economically advantageous tender” instead referencing the “most advantageous tender,” a subtle difference that encourages consideration of wider value and impact, beyond just price.
This aligns with the principles of PMaaS which, itself, seeks to optimise resource management practices for better overall outcomes, not just cost reduction, meanwhile remaining an extremely cost effective and flexible resourcing model.
2 – Early Market Engagement: The Act encourages early engagement between contracting authorities and potential suppliers. The best PMaaS engagements often benefit from this approach, understanding specific client needs is crucial for successful project delivery.
3 – Simplified and More Flexible Processes: The Act introduced a more flexible and streamlined approach to public sector procurement, potentially reducing the administrative burden and allowing for more tailored solutions, perfect for PMaaS and its deployment across complex projects.
A SHARED LANGUAGE
I’d forgotten about the blog draft until this week, when a public sector client shared this feedback:
“It’s like you understood the language from the outset. Post DDaT, some colleagues have struggled fully embracing more agile methodologies — watching your PMaaS guys in action is like sending them on a crash course, at no added cost.”
For me, this sums up why PMaaS is more relevant than ever for government teams. PMaaS doesn’t simply fill a resourcing gap, it helps reinforce the cultural shift towards agile, collaborative, outcome-based delivery.
FROM PROJECTS TO DELIVERY: A MINDSET SHIFT
The role of the Delivery Manager, as described in the Government Digital and Data Profession Capability Framework (previously Digital, Data and Technology Profession Capability Framework – DDaT) goes beyond that of a traditional “task-based” project manager. Delivery Managers (DM)are responsible for facilitating agile teams, removing blockers, enabling continuous delivery, and focusing relentlessly on user needs.
DMs combine a solid grasp of agile principles, strong leadership within multidisciplinary teams, and the ability to operate within the governance structures of the public sector with ‘softer’ key skills like flexibility, empathy and clarity of purpose.
This could almost be a summary of Stoneseed’s culture!
PMaaS, particularly when delivered by a specialist provider, mirrors this approach. It is not about sending in a project manager with a spreadsheet. It is about embedding capability, supporting teams, and delivering outcomes, all while adapting to the environment and needs of each public service.
WHY PMAAS FITS SO WELL WITH THE DELIVERY MODEL
1 – Agile by Nature
Effective PMaaS providers, like Stoneseed, design their services with agile and hybrid delivery in mind. That means our professionals are accustomed to working with cross-functional teams that include product managers, user researchers, designers and developers, just like those in public service teams.
They understand sprints, stand-ups, user stories and backlogs. They arrive already speaking the language and contribute from day one.
2 – Immediate Capability Without Long Lead Times
Among the most consistent challenges facing public sector delivery teams is scaling quickly without slowing down. PMaaS enables you to do just that. Whether for a six-month digital service rollout or short-term support during a critical delivery phase, PMaaS provides experienced delivery professionals who can integrate with minimal friction.
And as the client quote highlights, our people often help upskill internal teams along the way, offering hands-on exposure to agile delivery at no extra cost.
3 – External Perspective with Deep Sector Knowledge
In-house delivery managers often focus on a single department or service line. PMaaS professionals bring experience from across sectors, including central and local government, healthcare, transport and more.
This external insight helps challenge assumptions, introduce tested delivery methods, and share lessons learned from similar challenges elsewhere. It is this breadth that helps bring clarity, especially when internal teams feel stuck or too close to the work.
4 – Outcome-Focused and Collaborative
The best delivery teams focus on outcomes, not just output. PMaaS professionals get it! Stoneseed’s PMaaS talent all operate in a way that aligns with modern delivery expectations.
They help identify and remove blockers, manage risks, maintain momentum, and ensure delivery stays aligned with both user needs and organisational goals. They are collaborative by nature, often serving as the glue that keeps disparate teams working together.
5 – Cost-Effective, Transparent and Scalable
Another constant challenge is cost! With budgetary pressure a recurring reality, PMaaS offers a smarter way to manage delivery. Rather than committing to long-term hires or expensive consultancy retainers, PMaaS allows departments to pay only for the capability they need, when they need it.
It is flexible, predictable, and easy to scale up or down depending on project demands. That makes it ideal for the public sector, where procurement, timelines and funding cycles often fluctuate.
Better still, Stoneseed is on Cloud 14 , Dos 7 , Consultancy+, Bloom Procurement, etc, for ease of framework purchasing
SUPPORTING DDAT ROLES AND PRINCIPLES
The DDaT model introduced a range of specialist roles to public sector digital teams. Delivery Managers are expected to work alongside Product Managers, Service Owners, Business Analysts, User Researchers and more.
PMaaS professionals are experienced in exactly these kinds of environments. They don’t need extensive onboarding or explanations. They know how to work with researchers, content designers and technical architects in an agile way that supports the team rather than steering it off-course.
In fact, many of our public sector clients say that our people enhance their teams simply by working alongside each other, bringing calm in complex situations, asking the right questions, and often modelling the behaviours and practices that help teams navigate DDaT, mature and thrive.
THE RIGHT PARTNER FOR A NEW KIND OF DELIVERY
We’ve worked with public sector clients since the start, including universities and charities, supporting delivery across a wide range of services and teams.
The evolution from project to delivery management in the public sector reflects a broader recognition of what it takes to build, deliver and run successful services. It is about people, not just process. It is about user outcomes, not just outputs!
It is about delivery of change and intentional benefit.
We understand your language. We work in line with DDaT standards, but it’s more than that! At Stoneseed, we believe that cultural fit is just as important as technical skill, so, before deployment, we work closely with you to understand your unique values, communication style, and project environment. Our internal profiling process and dedicated account management ensure that every professional we place integrates smoothly with your team.
And we bring the capability that helps projects move forward without compromising on quality, cost or control.
When your department is scaling delivery, facing resourcing challenges, or looking for external support that truly understands your way of working, Stoneseed’s PMaaS is the partner you need.
More about Project Management as a Service from Stoneseed via Frameworks
Sources:
https://defradigital.blog.gov.uk/2017/09/27/making-the-change-from-project-to-delivery-management/
https://ddat-capability-framework.service.gov.uk/
https://www.gov.uk/government/organisations/digital-data-and-technology-profession
https://www.gov.uk/government/publications/the-digital-data-and-technology-playbook
https://www.gov.uk/government/collections/transforming-public-procurement
https://www.local.gov.uk/our-support/procurement-hub/transforming-public-procurement