progress-partners - Engineering Delivery Manager

• Build clear visibility into what each external team is working on, who owns what, and where delivery risk sits. • Ensure delivery plans are realistic, transparent, and tied to business priorities — and track progress against them. • Spot teams falling behind early, not after deadlines slip, and diagnose root causes (estimation, scope, capacity, ownership, quality, or dependencies). • Challenge weak plans, unrealistic estimates, unclear ownership, and superficial status reporting. • Validate that reported progress reflects real engineering output. • Improve planning and forecasting discipline, moving teams from optimistic plans to evidence-based delivery. • Work with QA and engineering leads to make quality visible as part of delivery — tracking escaped bugs, rework, and release readiness, and supporting consistent Definition of Ready / Definition of Done and quality gates. • Track cross-team dependencies, ensure blockers are owned and resolved, and run clear, fact-based escalation paths. • Build a clear understanding of each external team’s composition, role coverage, seniority mix, ownership areas, and capability gaps. • Identify where delivery or quality issues are caused by team setup, missing ownership, skill gaps, low allocation, weak technical leadership, or unclear requirements. • Ensure external teams follow agreed company delivery rules, documentation expectations, engineering standards, quality gates, and reporting practices. • Build vendor/team delivery scorecards covering predictability, quality, responsiveness, planning accuracy, delivery reliability, and escalation patterns. • Create fact-based escalation paths when external teams repeatedly miss commitments, provide weak delivery evidence, or fall below agreed quality expectations. • Communicate delivery status, risks, and trade-offs clearly to both technical and non-technical stakeholders, translating delivery issues into business impact.