Senior Delivery Manager (Remote from anywhere in Colorado

Department Information Together, we innovate for a stronger Colorado

The work of employees at the Governor's Office of Information Technology (OIT) is challenging and diverse because the needs of agencies, customers and Coloradans constantly evolve. But our focus never changes: improve the lives of all Coloradans through innovation and collaboration. We're building one of the nation's leading government IT organizations by reimagining how we support agencies, building first-of-their-kind applications, and creating an inclusive, collaborative culture, together.

Join us in the important work of providing equitable access to services.

Watch this video to learn more about how we're Serving People. Serving Colorado.

Important Note: This posting is a continuation posting of an active recruitment to fill multiple positions. If you have applied to a Senior Delivery Manager recruitment within the last 90 days, your application is on file and there is no need to reapply. Any new application will be marked as a duplicate and will not be considered.

The Colorado Governor's Office of Information Technology is in the middle of a transformation worth joining. We're building cross-functional pod teams that partner directly with agencies to design, deliver, and continuously improve services that work for Coloradans. Good government depends on technology that works. And OIT exists to make that true for every Coloradan. The State of Colorado is seeking a Senior Delivery Manager to help build the next generation of public services.

We're looking for people who want to do the best work of their careers in service of the public.

The Senior Delivery Manager governs a product toward continuous outcomes, ensuring that work flows effectively and delivery keeps moving. While the Senior Product Manager decides what gets built, this position is responsible for how the team delivers. This role is responsible for maintaining delivery momentum in the face of potential ambiguity and organizational friction, moving beyond simple status reporting to active blocker removal and vendor accountability.

• 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…