When you 

scale agile strategically to address the needs of your entire

enterprise, a multitude of roles appear. The reason why there are so many
roles at scale is due to the breadth of activities that occur throughout a
modern enterprise. Every single process blade introduces one or more
specialist roles. For example, the Portfolio Management blade introduces the
role of Portfolio Manager/Coordinator and the Operations blade introduces
Operations Manager and Operations Engineer. As your scope widens to
address agility across your entire organization, you find that you also need to
address a correspondingly wide range of roles than what you typically find in
narrowly focused agile methods or frameworks. 
The primary danger of having defined roles is that they will be perceived as
positions. When this happens the natural tendency is for people to start
adding activities around the position so as to make it more important. In the
case of a management position the tendency is to increase the number of
people reporting into the position so as to increase the influence of the
manger. 
It is important to realize that we are describing roles, not positions, in this
article. Any person may take on one or more roles and they will change the
roles that they take on over time. Any given role will have zero or more people
fulfilling it at any given time, and that will also evolve as needed. 
This article addresses the following topics: 

 Tactical scaling roles

 Disciplined DevOps roles
 Value stream roles
 Disciplined Agile Enterprise (DAE) roles
 Critical concepts about roles
4: Discuss resource deployments early.
Companies can create more realistic forecasts and more executable plans if
they discuss up front the level and timing of critical resource deployments.
Once agreement is reached on resource allocation and timing at the unit level,
those elements are factored into the company's two-year plan (one year is
usually too short a time horizon). Because the AIM process focuses on
strategic opportunities, resource availability is almost always a significant
challenge. The organization must continue to resource its ongoing operations,
plus the new strategic initiatives. This is why an enterprise project
management (EPM) system is essential to success of a Strategic Portfolio
Management implementation. Early identification of resource demand and
potential bottlenecks is required to maintaining initiative
momentum. Challenging business units about when new resources need to
be in place focuses the planning dialogue on what actually needs to happen
across the company in order to execute each unit's strategy.
5: Clearly identify priorities.
To deliver any strategy successfully, managers must make thousands of
tactical decisions and put them into action. But not all tactics are equally
important. In most instances, a few key steps must be taken—at the right time
and in the right way—to meet planned performance. An integral part of the
AIM process involves summarizing all opportunities in terms of the strategic
value, financial return, and risk. These assessments aid the executive
leadership team in clearly identifying priorities – which projects will be funded
and in what order. Leading companies make these priorities explicit so that
each executive has a clear sense of where to direct his or her efforts. Large
enterprises cannot control implementation from headquarters, but can work
with the Initiative Teams to agree on the priorities, communicate relentlessly,
and hold managers accountable for executing against their commitments. An
enterprise program management office (EPMO) is usually required to provide
this type of enterprise-wide integration.
6: Continuously monitor performance.
High-performing companies use real-time performance tracking. They
continuously monitor their resource deployment patterns and their results
against plan, using continuous feedback to reset planning assumptions and
reallocate resources. This real-time information allows management to spot
and remedy flaws in the plan and shortfalls in execution—and to avoid
confusing one with the other. Two components are essential, in one form or
another, to achieve this real-time performance tracking: They are an EPM
system and an EPMO. Continuous monitoring of performance is particularly
important in highly volatile industries, where events outside anyone's control
can render a plan irrelevant. Under CEO Alan Mulally, Boeing Commercial
Airplanes’ leadership team holds weekly business performance reviews to
track the division's results against its multiyear plan. By tracking the
deployment of resources as a leading indicator of whether a plan is being
executed effectively, BCA‘s leadership team can make course corrections
each week rather than waiting for quarterly results to roll in. Furthermore, by
proactively monitoring the primary drivers of performance (such as passenger
traffic patterns, airline yields and load factors, and new aircraft orders), BCA is
better able to develop and deploy effective countermeasures when events
throw its plans off course.
7: Reward and develop execution capabilities.
No list of rules on this topic would be complete without a reminder that
companies have to motivate and develop their staffs. At the end of the day, no
process can be better than the people who have to make it work. Companies
that create tight links between their strategies, their plans, and ultimately their
performance often experience a cultural multiplier effect. Integral to AIM
framework, shown in earlier in Exhibit 11, are the people strategy and
performance management components to link strategy to plans to
management performance . Over time, as they turn their strategies into great
performance, leaders in these organizations become much more confident in
their own capabilities and much more willing to make the stretch commitments
that inspire and transform large companies. In turn, individual managers who
keep their commitments are rewarded—with faster progression and fatter
paychecks—reinforcing the behaviors needed to drive any company forward.