The Project Manager in a Planning organization is comparable to the Solution Manager in an Agile organization. The tasks of the roles do not correspond completely, because the solution manager hands over decision-making authority to the agile teams in the best agile sense, but the controlling tasks in a project correspond for the most part.


As a Solution Manager, I act as the commercial and organizational interface between the portfolio level (management) and the control teams at program level. I am part of the Large Solution steering team and together with the Solution Train Engineer I am responsible for the development and maintenance of the solution train in the project. If the solution strategy is unclear, I initiate concept sprints at the program level, the results of which can be used to plan a solution. I organize and conduct regular alignments or PI meetings with the teams, programs and portfolio. I am responsible for the overall project budget and am involved in sourcing the teams. By distributing sub-project budget responsibility, disciplinary responsibility, and sourcing decisions, I actively engage steering teams and development teams in collective ownership within an agile project. Together with the technical expertise of the solution architects and solution engineers, I develop system solutions that are enriched with technical requirements at the program level and implemented at the team level.


The Solution Manager role is designed for long-term use in a project and is the first role to be filled at the start of a project. A change in this role during the course of the project involves great risks due to the experience built up during the course of the project and should only be made if it is relevant to success or otherwise unavoidable. In meinem Fall wäre daher nur der Einsatz über Piterion für diese drei Rollen zu empfehlen.


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