Senior Delivery Manager; Remote from in Colorado

The Governor's Office of Information Technology (OIT) is on a state-wide transformation, building cross‑functional pod teams that partner directly with agencies to design, deliver, and continuously improve services that work for Coloradans. Our focus is to improve the lives of all Coloradans through innovation, collaboration, and an inclusive culture.

• Establish a team tempo that is both productive and sustainable, running sprint planning, standups, reviews, and retrospectives with purpose.
• Create boards and dashboards to track workflow and progress without bureaucratic overhead.
• Actively remove blockers by navigating organizational, contractual, and technical obstacles; provide recommendations for solving issues in addition to documenting them.
• Track and communicate dependencies across teams, vendors, and agency stakeholders.
• Identify delivery risks and external dependencies early enough to act on them.
• Structure procurements for continuous delivery using Statements of Objectives (SOOs), Time & Materials with caps, and evaluation criteria focused on working software.
• Manage 3 to 5 active vendor contracts simultaneously, tracking performance and holding vendor teams accountable to outcomes rather than paperwork compliance.
• Triage inherited waterfall contracts and apply transition strategies toward continuous delivery approaches.
• Adapt cadence and approach across the service life cycle, from discovery and alpha to live service and continuous improvement.
• Regularly review, identify, and simplify processes that are no longer serving the team.
• Translate delivery status into meaningful language for OIT and agency leadership, framed around outcomes rather than activity.
• Regularly review operations to recognize when delivery capacity is exceeded and communicate clearly to the pod leader.
• Conduct meaningful contract performance reviews oriented toward outcomes, not paperwork compliance.
• Evaluate expiring contracts for renewal, restructure, or transition to a different delivery approach; collaborate with the procurement team to execute the appropriate path without lapse in service.
• Manage the transition to live service as a delivery milestone, ensuring the pod maintains continuity of ownership through go‑live and into ongoing improvement rather than treating launch as a handoff or project closeout.

• Knowledge of product and service life cycle management in regards to evolving team needs and cadence shift across discovery, alpha, beta, live, and ongoing improvement phases.
• Knowledge of agile delivery frameworks (e.g. Scrum, Kanban, SAFe) and the tooling that enables teams to work in sprint cycles.
• Knowledge of State budget and legislative cycles as they affect technology delivery timelines.
• Knowledge of modern procurement practices that de‑risk delivery and enable outcome‑oriented contracts.
• Ability to communicate effectively between technical and non‑technical stakeholders without flattening complexity.
• Ability to guide teams toward the process that fits the work rather than enforcing a methodology for its own sake.
• Ability to adapt cadence and approach across the life cycle, recognizing that discovery phases look different from live service phases.
• Ability to balance planning and adaptability by producing enough structure to make work legible and manageable without locking into plans that can’t respond to reality.
• Ability to surface delivery health honestly, including when things are not going well, before problems escalated.
• Ability to identify when a process is serving the team and when it has become overhead, taking action to simplify.
• Ability to resist organizational gravity toward Gantt charts and waterfall habits.
• Ability to structure and run sprint cadences, backlogs, reviews, and retrospectives.
• Ability to write and manage Statements of Objectives rather than Statements of Work, structure time‑and‑materials contracts with caps, and use modular procurement efficiently in a government procurement environment.
• Ability to triage and transition inherited fixed‑scope contracts toward continuous delivery approaches.
• Ability to identify blockers, external dependencies, and delivery risks early enough…