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Although project and program management are core capabilities, DL also houses these kinds of capabilities: technical PjM and PgM, agile and devops transformations (several flavors there, including project to product), product management, chief of staff, product owner, ScrumMaster, team coach, enterprise coach, at least in this market. Some business analysis, and system analyst roles as well. We often partner with OE, S&O, Data, XD, CE, and various TE functions. Occasionally fill solution owner roles for _build, too. I am sure I forgot things. This may vary by market, of course.
Ha. We can’t. SC2 listed everything we do across the company. Some markets do some of these things, others do other stuff. Still mostly program and project mgmt, be it agile or waterfall. A sprinkle of product management in there maybe. Some coaching.
I work at slalom and I have absolutely no idea. This is mainly due to the fact that our structure is non traditional and leadership makes up roles for themselves as they go along
Project and Program Management
I would agree that there are some people in some markets that can do various things to various degrees, overall it’s 97% project managers. If you look at where it actually has market traction, it’s project managers. From what I have seen every practice says it does all the things but the test is to look at what people buy to see what what really sell and not just think they sell.