Enterprise Practice Lead; Delivery Managment; Remote from

Description of Job

The Colorado Governor's Office of Information Technology (OIT) is in the midst of a transformation. We are building cross-functional pod teams that partner directly with agencies to design, deliver, and continuously improve services that work for Coloradans. The Enterprise Practice Lead, Delivery Management owns how delivery is managed across OIT’s pods, including standards, procurement playbooks, sprint governance frameworks, and the professional community that makes every Delivery Manager more capable.

This role requires deep fluency in modern delivery practice and state government procurement. The Enterprise Practice Lead builds the infrastructure that supports Delivery Managers in executing sprint cadence, managing vendor contracts, and keeping delivery moving at scale.

• Define what good delivery management practice looks like at each stage of the product lifecycle: discovery, alpha, beta, live, and continuous improvement.
• Develop and maintain contract templates, SOO frameworks, sprint governance standards, and procurement playbooks aligned to EA-approved vendor and technology guardrails and Colorado acquisition law.
• Build triage frameworks for inherited waterfall contracts: how to categorize them (pre-procurement, mid-flight, stable maintenance) and what transition strategy applies to each.
• Identify patterns of delivery management weakness across the portfolio and design systemic responses.
• Run a delivery management guild: retrospectives on procurement and delivery challenges, shared lessons from vendor management, peer critique of sprint governance approaches, and calibration sessions.
• Develop a career pathway for delivery managers that distinguishes modern delivery competency from classical project management.
• Build and deliver training programs that embed modern operational standards statewide.
• Create and maintain shared resources for practitioners such as sprint governance guides, contract templates, vendor evaluation rubrics, and procurement playbooks.
• Advise ITDs on what strong delivery management practice looks like across sprint governance, vendor accountability, and procurement.
• Distinguish between a practitioner skill gap, a vendor quality problem, and a structural constraint such as inherited contracts that prevent modern delivery approaches or procurement rules that need navigation rather than override, and advise accordingly.
• Surface systemic procurement or governance patterns across pods that point to a policy gap or training need rather than individual performance.

• Knowledge of modern delivery management at a deep practitioner level.
• Knowledge of government procurement and contracting:
  Statements of Objectives versus Statements of Work, time-and-materials structures with caps, modular procurement strategy, performance-based services contracting, and how to write and manage contracts oriented toward outcomes rather than deliverables, all grounded in the 18F de-risking framework and Colorado state acquisition rules.
• Knowledge of the distinction between classical project management and modern delivery management.
• Knowledge of Vendor management in a government delivery context.
• Knowledge of state budget and legislative cycles as they affect technology delivery timelines, contracting structures, and the practical constraints delivery managers navigate.
• Knowledge of career pathway design for delivery managers.
• Ability to navigate procurement complexity without slowing delivery; find paths through Colorado acquisition rules that enable iterative contracts and real vendor accountability, and make those paths usable by every Delivery Manager through clear playbooks.
• Ability to resist the gravity of waterfall; build a community where modern delivery practice is the norm rather than the exception.
• Ability to hold accountability standards without micromanagement; define what good delivery management looks like and advise ITDs on it.
• Ability to make procurement accessible; translate procurement complexity into playbooks practitioners can use confidently.
• Ability to distinguish processes from overhead; design standards that add real value and prune what…