NHS Case Study.

>> Executive Summary

PL Projects (PLP) was engaged to support NHS England’s Test Digital COVID-19 Programme – a vital national initiative that delivered the digital infrastructure underpinning the UK’s COVID-19 Test and Trace system. This large-scale, high-pressure programme operated across all four nations of the UK and involved collaboration with NHS Digital, UK Health Security Agency (UKHSA), and multiple external suppliers.

Joining the programme in October 2020, PLP rapidly deployed a multi-disciplinary team to provide comprehensive delivery operations support. Our consultants were embedded across governance, planning, product delivery, supplier management, and transition workstreams. PLP’s focus was on establishing robust governance models, streamlining operations, managing supplier relationships, delivering programme-wide planning artefacts, and supporting decommissioning activities.

Working in a fast-evolving environment, we navigated complex stakeholder structures, shifting priorities, and financial scrutiny. Our contributions led to improved delivery outcomes, measurable cost savings, enhanced stakeholder engagement, and a smooth transition from emergency response to business-as-usual. PLP was instrumental in developing the programme’s closure strategy and documentation, ensuring continuity for future health crises.

This case study demonstrates PLP’s ability to respond to urgent national challenges with agility, professionalism, and delivery excellence – supporting one of the most significant public health digital programmes in UK history.

The Client.

NHS Digital, with the UK Health Security Agency (UKHSA), launched the Test Digital COVID-19 Programme as part of the UK government’s response to the global pandemic. This programme delivered the national digital infrastructure behind the Test and Trace system, one of the most complex public health digital initiatives in UK history.

The Test Digital Programme was created to provide digital testing services in support of DHSC’s NHS Test and Trace initiative in response to the COVID-19 pandemic. Specifically, Test Digital provided the digital services that constituted the National Testing Service (sometimes referred to as the National Testing Platform).

The Test Digital programme existed between March 2020 and June 2024. The original commission was received by NHS Digital (as was) from the Secretary of State for Health and Social Care. Within this commission, DHSC’s response was categorised into 5 Pillars:

• Swab testing in Public Health England (PHE) labs and NHS Hospitals for those with a clinical need, and health and care workers.
• Swab testing for the wider population, as set out in Government guidance, this includes symptomatic and asymptomatic testing.
• Serology testing to show if people have antibodies from having had COVID-19 and help determine if people have an immunity to the virus.
• Blood and swab testing to learn more about the disease and understand how the levels of the virus move across the UK population.
• Diagnostics national effort which looks to build mass-testing capacity at a completely new scale.

Test Digital provided digital services primarily for Pillars 2 & 3, of which the key dimensions were:

• Services across all 4 nations of the UK.
• Services both directly to citizens and via organisations.
• Free testing services for diagnostic and public health reasons and paid-for services (such as those for discretionary foreign travel).

As the pandemic evolved, so did the requirements and pressures of the programme. Operating in a high-stakes environment with over 500 team members, the programme needed agile, trusted partners to support the delivery of outcomes quickly.

Case Study: Supporting NHS England’s Digital COVID-19 Response Programme.

The Challenge.

PL Projects (PLP) joined the programme in October 2020, tasked with providing delivery support/operations – primarily PMO Support and governance – during the national emergency due to the expected auditability of the programme, given the high emergency spend to aid public safety. This meant navigating a rapidly evolving landscape while integrating into a complex delivery framework with multiple senior stakeholders across NHS Digital, NHS England, UKHSA, and external suppliers.

Key challenges included:

• Fast-paced and constantly changing programme priorities – responding to external factors (the virus).
• Extremely short timescales to roll out solutions in the endeavours of Public Safety.
• High-level stakeholder engagement, including ministerial stakeholders.
• Complex governance structures and reporting requirements.
• Budget constraints and cost-efficiency pressures.
• Evolving operating model transitioning from emergency response to business-as-usual.
• Coordinating a cross-functional team and multiple suppliers.
• Programme-wide decommissioning and closure activities.

The Solution.

PL Projects rapidly deployed a multi-disciplinary team into the Delivery Operations Team, growing in size and responsibility as programme needs evolved. Our consultants embedded across Product, Delivery, User-Centred Design (UCD), and Supplier Management workstreams, providing holistic, consistent support.

Roles delivered by PLP included:

• Programme Support and PMO Leadership.
• Project and Senior Project Managers.
• Product and Delivery Management Operations.
• Transition Management.
• Planner – Supplier Management.
• PMO Support.
• Executive Administrative Support.

Key Strategic Initiatives:

• Developed and delivered new governance models.
• Designed and implemented a Target Operating Model, helping re-structure teams to improve efficiency.
• Managed financial reviews, achieving significant cost savings in FY23/24.
• Led the programme decommissioning and closure phase, ensuring knowledge transfer and documentation.
• Planned, facilitated and managed supplier transitions, tooling transfers (e.g., Miro, SharePoint), and team onboarding/offboarding.
• Created and maintained programme-level planning artefacts using MS Project and Visio.
• Resource Management – Identifying, securing and maintaining resources from a variety of vendors (both organisations and independent contractors).
• Tooling identification, access and maintenance.
• Conducting preliminary/Internal Audits and aiding the Public Enquiry.
• Embedded risk and issue management, tooling oversight, and business continuity planning.
• Acted as trusted advisors to the Programme Director and Head of Product, providing hands-on support.

The Outcome.

PLP’s contributions played a pivotal role in the successful delivery and closure of the Test Digital COVID-19 Programme. Specific outcomes included:

• Delivered and improved key testing services: Individual Based Testing (IBT), Organisation Based Testing (OBT), and Digital Programme Tools (DPT) (Initial, Ongoing, and Diagnostic PCR Testing).
• Supported the entire programme lifecycle – from ramp-up, through contingency planning, to closure.
• Cost savings achieved across multiple fiscal years through finance and resourcing optimisations.
• Developed a complete programme closure report and legacy documentation, enabling continuity for NHS England.
• Managed successful supplier transitions, including the handover to UKHSA.
• Enhanced internal communications, stakeholder confidence, and cross-team collaboration.

The work ensured secured institutional knowledge and processes for future health crises or national-scale programmes.

As the threat of COVID-19 has diminished, DHSC, UKHSA & Ministers have decided to decommission & close the Test Digital Programme, with all outstanding actions handed over to UKHSA or NHSE. UKHSA were and will remain as the Data Controllers with policy, statutory and public inquiry responsibility for the Test Digital Programme. As part of the closure process, the Test Digital Programme has worked closely with Senior Officers within UKHSA and NHSE to establish Exit requirements in terms of Roles and Responsibilities.

Key Obstacles.

• Rapid Scaling Requirements: The urgent nature of the pandemic response required near-instant scaling of resources and capabilities.
• Budget Cuts & Financial Scrutiny: The programme underwent significant cost reviews, requiring innovative and strategic cost-saving approaches.
• Transition to ‘Living with COVID’: Moving from emergency response to contingency and decommissioning presented organisational and cultural hurdles.
• Complex Supplier Ecosystem: Coordination across dozens of suppliers and internal teams, each with different priorities and tooling, posed challenges for continuity and alignment.
• Meeting Stakeholder Expectations: Clear, timely communications and reporting were essential to align expectations across NHSE and UKHSA stakeholders.

Strategic Solutions.

• Agile Resourcing: PLP rapidly mobilised a skilled team tailored to specific programme phases and challenges.
• Target Operating Model Design: Restructured team functions and reporting lines to align with evolving strategic objectives.
• Governance Innovation: Created lightweight, repeatable governance templates adaptable to emergency conditions.
• Stakeholder Engagement & Reporting: Regular, structured updates to senior stakeholders and SROs maintained visibility and control.
• Tooling & Process Harmonisation: Oversaw tooling transitions and ensured universal access, minimising friction in cross-team working.
• Knowledge Transfer & Closure Planning: Created robust handover materials and closure reports, preserving value and insight from the programme.

Delivering the Digital Backbone of the National COVID-19 Testing Programme.

Within the delivery of collective pandemic response objectives, capabilities and missions, the Test Digital Programme have been responsible for the digital components of the National Testing service.

The products and capabilities have included:

• The public facing GOV.UK websites for ordering, registering, and reporting test results, e.g.:
  • Individual Based Testing – such as home ordering and LFD Self Report
  • Organisation Based Testing (OBT) – supports organisation-facing services such as the bulk reporting of results for care homes, hospitals and prisons
• Supporting opening up of the economy and civil society through testing (e.g. testing to support foreign travel)
• Integration with laboratories for the supply of PCR test results
• Systems and data flows that process test registrations and results, sending e-mail and SMS notifications to users, storing the testing data and sharing it downstream to surveillance systems, anti-viral provision, COVID Pass and devolved administrations
• Administration tools that support the COVID-19 119 Contact Centre activities
• Booking services and tools that support test site operations and tracking of test samples
• Tools that support service evaluations (how well a test method performs vs the gold standard of a PCR test)

PLP delivered end-to-end programme support during one of the most significant public health initiatives in UK history. By embedding expertise, establishing best practice, and delivering tangible improvements across governance, planning, supplier management and operations, we enabled NHS England to transition from emergency pandemic response to a more sustainable operating model.

The project serves as a prime example of PLP’s agility, cross-sector experience, and commitment to delivery excellence – even under the most extreme and fast-moving conditions.

Conclusion:

PLP’s collaboration with NHS England on the Test Digital Programme stands as a defining example of effective partnership, agile delivery, and impactful leadership during a time of national crisis. As the pandemic created an urgent need for scalable, reliable, and user-centred testing services, PLP played a vital role in enabling the rapid design, development and deployment of digital solutions that underpinned the UK’s testing infrastructure.

Through our hands-on support across governance, planning, operations, and supplier management, we helped stabilise delivery during periods of immense pressure and uncertainty. Our work contributed directly to maintaining national testing capabilities, supporting the reopening of society and the economy, and protecting the most vulnerable through targeted testing in health and care settings.

As the programme evolved from an emergency response to a more stable, sustainable operating model, PLP ensured a smooth transition by embedding best practice, strengthening capability, and leaving behind a foundation fit for the future. This case study highlights our ability to deliver mission-critical outcomes with speed, precision, and professionalism – even in the most challenging and fast-changing environments.

Why PL Projects: A Trusted Partner in Transformation & delivery.

At PL Projects, we don’t just support change – we make it happen. Our work on the NHS Test Digital Programme demonstrates our ability to deliver at pace, under pressure, and with purpose. We are trusted partners in critical, complex environments where delivery excellence, flexibility, and people-centred collaboration are essential.

1. Expertise Across Public and Private Sectors

Our consultants bring deep experience across healthcare, government, retail, and education – enabling us to apply best practice across sectors and translate it into meaningful delivery. In the Test Digital Programme, this meant adapting quickly to a unique blend of public health urgency, operational complexity, and digital scale, while working hand-in-hand with NHS England and its partners.

2. Proven Delivery in High-Stakes, National Programmes

We excel in complex, high-risk environments where failure is not an option. Supporting the UK’s national COVID testing capability – a mission-critical service relied upon by millions – required rapid mobilisation, clear planning, and resilient governance. PL Projects stepped in with structure, leadership, and delivery rigour to help stabilise and enhance performance across a constantly evolving programme landscape.

3. A Practical, People-Centred Mindset

We understand that digital transformation is not just technical – it’s human. PLP embedded directly into programme teams, building trusted relationships with NHS stakeholders, delivery leads, suppliers, and operational staff. This people-first approach helped foster adoption, reduce friction, and ensure that improvements in planning, governance, and supplier management were embedded, not just implemented.

4. Leading Planning, Governance & Programme Control

Our recognised strength lies in turning chaos into clarity. PLP brought consistency and control to an environment characterised by pace and ambiguity. From delivery roadmaps to supplier coordination and performance tracking, we established the foundations for sustainable delivery, enabling NHS England to move from reactive emergency response to proactive, strategic control.

5. Building Lasting Capability, Not Dependency

As an APM-accredited provider, we believe in leaving a legacy. At the Test Digital Programme, this meant not only supporting immediate delivery goals, but also helping upskill internal teams, embed best practice, and ensure that the programme could sustain itself beyond the peak of the crisis. Our focus on capability building means clients are empowered long after our engagement ends.

6. Flexible, Embedded Support When It’s Needed Most

Transformation in the public sector doesn’t follow a linear path. PLP provided agile, embedded support that flexed with the needs of the programme. Whether stabilising supplier relationships, strengthening delivery governance, or stepping in to manage critical workstreams, we adapted quickly and delivered consistently – proving our value at every stage of the journey.

Exceptional project delivery – more happy clients.

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