About the role

OpenGov is the leader in AI and ERP solutions for local and state governments in the U.S. More than 2,000 cities, counties, state agencies, school districts, and special districts rely on the OpenGov Public Service Platform to operate efficiently, adapt to change, and strengthen the public trust. Category-leading products include enterprise asset management, procurement and contract management, accounting and budgeting, billing and revenue management, permitting and licensing, and transparency and open data. These solutions come together in the OpenGov ERP, allowing public sector organizations to focus on priorities and deliver maximum ROI with every dollar and decision in sync. Learn about OpenGov’s mission to power more effective and accountable government and the vision of high-performance government for every community at OpenGov.com http://OpenGov.com. JOB SUMMARY The Staff Project Manager is a senior individual contributor within OpenGov's Professional Services Strategic Projects team, responsible for owning delivery on specific multi-suite, high-complexity government implementations. This role sits above the Lead/Sr. PM tier and below Principal PM: the Staff PM defines and oversees implementation strategy for the projects assigned to them, without holding people-management authority and without the org-wide, cross-portfolio strategy mandate carried by the Principal PM. The Staff PM operates as the connective tissue on their assigned engagements — coordinating Solutions Architecture, Technical, and Change Management functions, managing scope and risk with commercial discipline, and serving as the primary program-level point of contact for Director- and VP-level client stakeholders. The role requires the judgment to run a complex, multi-department implementation independently, while building the documentation and governance habits that make the engagement defensible under scrutiny. This is an individual-contributor role. Influence across matrixed delivery teams — SA, Technical, Change Management, and vertical resources — is exercised through structured process and stakeholder trust, not direct authority. RESPONSIBILITIES PROGRAM & PROJECT DELIVERY - Own end-to-end delivery for one or more multi-suite, multi-department government implementations, including cross-workstream sequencing and phased go-live planning. - Apply matrix program management discipline to coordinate SA, Technical, and Change Management resources without direct reporting authority over those functions. - Establish and maintain project governance artifacts: RAID logs, decision registers, escalation paths, and configuration-freeze protocols appropriate to the engagement's complexity. - Define scope boundaries at the project and workstream level; identify client-side triggers for change orders and document them in writing before they become disputes. - Escalate risks to the Principal PM / Sr. Director with enough lead time for intervention — no risk is surfaced for the first time in a client meeting. STAKEHOLDER MANAGEMENT - Serve as the primary point of accountability for Director- and VP-level client stakeholders throughout the implementation lifecycle. - Navigate multi-department client governance, competing priorities, and shifting decision-makers with professionalism and a clear paper trail. - Deliver structured, client-ready status reporting, escalation memos, steering committee materials, and go/no-go readiness briefs. - Partner with Sales and PS Leadership during scoping on assigned or prospective engagements to assess delivery feasibility and inform SOW structure. DELIVERY GOVERNANCE & QUALITY - Define and enforce go-live readiness criteria, configuration-freeze processes, and UAT acceptance standards for assigned engagements. - Proactively identify project-level risks — scope, resource, timeline, and client-readiness — and own mitigation plans through resolution. - Lead root-cause analysis on delivery issu