Home » Roles

Key Organization Roles

It Takes A Village To Drive Business Agility

Regardless of which role you play within your organization, business agility requires the right tools, solutions and expertise to help align what you’re doing with other stakeholders – and your organization’s overall strategy.

Click on each role in the interactive chart to learn how that role helps drive business agility.

Product Manager

This is one of the more straightforward roles in helping an organization drive business agility. Since product managers are directly accountable for the success of their products, the tools and solutions they require are directly linked to the strategic success of the entire organization.

Program Manager

Program managers differ from project managers in that they’re responsible for multiple different initiatives with multiple teams, under a variety of delivery approaches. To drive business agility, they needs tools to ensure the best possible across the all of the related projects and initiatives they manage.


The group closest to the frontline of work execution, the domain PMO must be given the tools and focus needed to succeed. To be effective and contribute to business agility, PMOs require total visibility across all work regardless of how it is being delivered (traditional, agile or ad-hoc).

Resource Manager

Resource management must happen at a strategic level, span all resources in all business areas, and address needs across multiple business cycles. To drive agility business agility, resource managers should adopt a comprehensive approach that supports all work, regardless of execution method.

Project Manager

Project managers drive business agility through effective delivery and execution. But being on-time, on-scope and on-budget is irrelevant unless a project also delivers ‘on-benefit’. So it’s critical for project managers to embrace capabilities that ensure all execution is aligned with strategy.

Scrum Master

Using Lean and Agile practices, this role helps to drive business agility by delivering the innovative, high-quality products and services the organization needs to compete in an ever-changing world. This requires solutions and approaches that transcend and complement the typical Agile toolset.

Team Member

Many of the decisions that happen every day to help drive business agility, happen at the individual team member level. That’s why having the right tools and solutions that ensure alignment across the enterprise is so crucial to ensure that everyone’s work is driving the right transformation.

Enterprise Architect

Today’s Enterprise Architects (EAs) must do more than simply define and enforce technology standards. EAs that understand their role within an agile business focus on driving innovation and driving business-outcomes. EAs who don’t adapt to this reality risk being marginalized to foundational tasks.

Data Manager

Having access to trusted data is fundamental to driving business agility. Using company-wide data best practices – and in coordination with the business architect – a data manager can leverage a variety of capabilities to help ensure that the organization can quickly respond to any opportunity or disruption.

IT Portfolio Manager

IT portfolio managers need visibility into all work, regardless of how it is being executed. To contribute to business agility, IT portfolio managers must be able to see an integrated picture of everything that is happening – across all work – while also moving beyond just managing traditional projects.

Business Analyst

This role is crucial in helping an organization identify, articulate and establish the rationale for change – a fundamental concept of business agility. But the business analyst must also have the right tools and processes in place to help them align with other key stakeholders to ensure effective transformation.

Business Architect

Nobody understands better how all the key elements within an organization work together to define the enterprise. The business architect needs the right tools to see and understand these relationships, to help the organization more effectively connect its strategies with the operation of the business.


More than just the individuals responsible for a department or business area, executives drive business agility by ensuring that their business area is contributing to the overall organizational strategy. This requires tools and solutions to help keep them accountable to the organization’s strategic plan.

Finance Analyst

Whether work is being delivered using agile, waterfall or ad-hoc methods, the financial role requires visibility. From products to projects to programs to capabilities, in order to help drive business agility, finance must be able to see everything that’s happening and how much money is being spent.

Transformation Office

Also known as SRO or EPMO, this role is crucial for driving business agility by ensuring that all work is aligned with business strategy. It is the function that delivers Strategic Portfolio Management, while connecting top-down strategy execution with the working teams delivering throughout the organization.

Portfolio Manager

The portfolio manager is key to business agility, acting as the glue between the Strategy Realization Office, line-of-business executives and the domain PMOs delivering the work. Their success depends on the portfolio manager’s ability to deliver against the organization’s strategic plans.