How much do agile project managers earn

Project management

The income of German project managers depends on factors such as professional experience, responsibility and certificates. Therefore, the total annual salary ranges from 56,000 to 119,000 euros. On average, across all industries, they earn 82,700 euros. This is documented by the study "Salary, Salary and Career Careers in Project Management Project Management in Germany and Austria", which the German Society for Project Management e.V. (GPM) carried out in cooperation with the EBS University of Economics and Law and with the support of the PMA (Project Management Austria). Everything about salary on Everything about careers on Everything about project management on

The study authors evaluated the more than a thousand data sets on the basis of various criteria.

1. Five levels of project management

The GPM distinguishes five levels:

  • At the top are project directors, partners and heads of the project management office (PMO). They earn an average of 122,340 euros (men) and 98,432 euros (women).

  • Senior project managers and principals at level 2 typically receive EUR 98,761 (men) and EUR 85,977.

  • Project leaders and program managers receive an average of 75,235 euros (men) and 71,577 euros (women).

  • The penultimate level is made up of sub-project managers with an annual salary of 65,443 euros (men) and 61,851 euros (women).

  • Finally, employees in the PMO are paid an average of 60,752 euros (men) and 51,389 euros (women).

  • In addition, the GPM states the salaries of coaches at 91,133 euros (men) and 60,600 euros (women).

Keyword equal pay: If all the evaluated data are combined, project managers receive 14 percent less income than their colleagues. In the previous study, this discrepancy was significantly larger at 24 percent. According to the contract, project managers work 39 hours a week and their female colleagues 37.8. In fact, they work eight (men) or five (women) hours more.

2. Responsibility in the project

Anyone who assumes overall responsibility for a project can expect gross annual remuneration of 104,440 euros (men) or 92,688 euros (women). Those who have disciplinary personnel responsibility receive an average of 100,731 euros (men) and 84,955 euros (women). Project managers with budget responsibility earn 89,115 euros (men) and 79,604 euros (women). The technical managers have made a big leap: they receive an average of 62,565 euros (men) and 53,859 euros (women).

3. Industry - Pharma pays the best

Industry affiliation: As a look at the industries shows, the salary differences range from 98,300 euros per year to 71,500 euros. The pharmaceutical industry is at the forefront. This is followed by financial service providers, where project managers earn 90,400 euros per year, and electrical engineering companies (90,200 euros). On the other hand, those who work in an engineering office earn the worst. Software companies (71,600 euros) and retailers (71,900 euros) hardly pay better.

4. Work experience and qualifications

Years of work: The study evaluates the gross annual income based on professional experience. Beginners - this status applies to everyone with up to two years of experience - start with 53,800 euros. Old hands who have been in the job for at least 20 years earn an average of 119,700 euros.

Certificates: According to the GPM figures, certified Scrum Masters come to an annual gross of 91,500 euros, those who can show the Prince 2 Practicioner to 87,800 euros. For comparison: A level A / IPMA GPM (112,200 euros) is particularly valuable to companies, the basic certificate costs 61,700 euros.

Effects of digitization on project work

In addition to this data, the GPM asked the study participants about their assessment of digitization. You have rated various statements on a scale from zero ("does not apply at all") to one hundred ("strongly applies"). The statement that digitization is changing working methods comes to 63 counters.

  1. 1. Unclear workload
    Bryan Fagman of Micro Focus says that many projects fail because of an unclear amount of work. If fuzziness creeps in here, the whole project suffers. In the worst case, it remains undefined when it is even completed. Fagman therefore urges you to clearly state goals in dialogue with customers.
  2. 2. Undefined expectations
    All those involved have to know from the start what requirements a project has and what expectations have to be met - otherwise a fiasco threatens. Tim Garcia, CEO of Apptricity, mentions two crucial things that all team members should know in advance: what will be done and how to know when the project will be completed. "Without a documented agreement that answers these two questions, a project is in jeopardy from the start," says Garcia.
  3. 3. Lack of management support
    The support from the top of the company should definitely be secured. If you are not in tune with the executive floor, it reduces the chances of success considerably, says Brad Clark of the provider Daptiv.
  4. 4. Methodology according to scheme F
    In project management, standardized key tasks and services are commonly used. According to Robert Longley, a consultant at the Intuaction consulting firm, there is also a danger in this. The standard approaches are mostly geared towards projects of a certain size. They may no longer fit when you venture on larger projects than you have in the past.
  5. 5. Overworked employees
    “Team members are not machines,” says Dan Schoenbaum, CEO of the project management company Teambox. Projects can also fail because employees are overloaded with work. This can be avoided by getting a clear picture of the strengths of the team members in advance and paying attention to a sensible distribution of tasks.
  6. 6. Undivided mastery knowledge
    Projects live from the fact that information is not monopolized, but shared with one another. This often does not happen when results have to be delivered after a long start-up period. Tim Garcia from Apptricity therefore advises dividing projects into short phases. At the end there should be results with which the whole team can continue to work.
  7. 7. Unclear decision-making
    Changes to the original roadmap are often unavoidable in the course of a project. In change management, however, it should be clearly documented who changed what when and what the new direction is.
  8. 8. Missing software
    Excel spreadsheets require project managers to make manual corrections and often lead to problems with status updates. In this respect, it is liberating to work with project management software that provides automatic updates and relieves you of annoying manual reports. Brian Ahearne, CEO of Evolphin Software, advises this.
  9. 9. Risk of getting out of hand
    Change requests are commonplace in project life, but unfortunately they often have an unpleasant side effect: The tendency, deadlines and budget frameworks to keep expanding and lead to demotivation and frustration on all sides in the long run. In order to put a stop to this development, in addition to clear targets, daily monitoring and a defined process for desired changes are useful. This is definitely recommended by Sandeep Anand, who is responsible for project governance at the software development company Nagarro.
  10. 10. Not being able to say "no"
    In the interests of the company, it is sometimes necessary to reject requests, says Markus Remark from the provider TOA Technologies. It is therefore good to know how to say "no". It is best to have a constructive alternative solution ready for such cases.
  11. 11. Lack of cohesion
    Project work is team work. In practice, however, some project teams fail, like sports teams caught in jealousy, observes consultant Gordon Veniard. The focus on the actual goal is lost. Instead, groups accuse each other of being responsible for problems and poor performance. To prevent this, guidance from the project manager is required. And they should understand how to take their team with them and involve them in decisions. Without communication, the disaster is programmed, says Hilary Atkinson from the provider Force 3.
  12. 12. Forgotten everyday work
    Hilary Atkinson has another communication tip ready: Project managers shouldn't forget to do their day-to-day tasks. Anyone responsible for not announcing meeting dates, forgetting status reports and leaving e-mails unanswered risks unnecessary delays.
  13. 13. Too frequent meetings
    Meetings in which the status quo is discussed can be annoying - especially if they take place too often or last too long. Collaboration tools often make it easier for team members to get important information, says Liz Pearce, CEO of the LiquidPlanner provider. Her tips: Limit meeting to decision-making. Her company only meets twice a week to assign new tasks and define priorities.
  14. 14. Good enough is not always good
    Sergio Loewenberg from the IT consultancy Neoris identifies negligence in quality assurance as a problem. It is better to avoid mistakes than to have to invest time and money in eliminating their negative consequences. Those who pay attention to high quality standards avoid later reworking and the risk of a bad reputation.
  15. 15. Don't learn from mistakes
    Liz Pearce also warns to carry out an analysis of several hours after the end of the project with the help of appropriate tools. Only teams that are committed to constant learning are able to avoid past mistakes in the future.
  16. 15 project management errors
    There are countless ways to drive an IT project onto the wall. Our American sister publication has collected 15 of them - and thankfully also reveals how to fix the problems. These tips can be found in the photo gallery.

Specifically, this means that project management is now increasingly working with digital communication technologies (62 points). The demands on employee skills are increasing (56 points). They need faster responsiveness (65 counters) and need to be more flexible (63 counters). Overall, the pace of work has increased (56 points) and the project team must be able to organize themselves better (55 points).

The fact that digitization improves project work reaches 49 points. The statements that they would be completed faster and more cheaply come to 41 and 39 points, respectively.

The study participants rate the statement that digitization leads to information overload with 67 points. They rate the overwhelming demands of digitally less experienced employees similarly (64 points).

  1. 5 project phases
    There are five different phases of a project: initiation phase, planning phase, execution phase, monitoring phase and final phase.
  2. 10 fields of knowledge
    Within project management, different fields of knowledge represent different collections of concepts, terms and recommendations for action for specialized areas of project management. There are a total of ten different fields of knowledge that overlap the five phases of a project. The ten fields of knowledge are: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management and Project Stakeholder Management.
  3. Accepted Deliverables
    An Accepted Deliverable can be a finished product, document, service, or any type of outcome that has been approved by the project initiator or other authorized party. The term can also refer to parts of products, documents or services that have been canceled during a phase of the project. It is crucial that these delivery items have been authorized beforehand.
  4. Business need
    A business need can arise from internal or external factors. These factors include, for example: new regulations or legal requirements, technological progress or technological limits, changes in the market or competition. The business need is understood as input within the SOW (Statement of Work).
  5. Change Control Board (CCB)
    The Change Control Board - also known as change control management - is a formal group that is there to review, plan, approve or communicate change requests (see next picture) from the project team.
  6. Change requests
    Change requests are formal requests that the project team sends to the change control group (CCB) to either prevent or correct an action, correct deficiencies or make changes to processes, costs or budgets. These change requests are understood as output within the integrated change control process.
  7. Close-out phase
    In project management, the close-out phase - or final phase - is the final stage in which the project activities are brought to a conclusion. This includes, for example, the documentation of customer satisfaction. All project responsibilities and liabilities are ended with this phase. Documenting empirical values ​​is also part of the close-out phase.
  8. Composite Organization
    The composite organization is a form of organization that is characterized by the fact that there is a level of middle management. From this level there is an interaction with project managers at all levels.
  9. Cost forecasts
    Cost estimates contrast current costs with a cost base. They are used to calculate the ETC (estimate to complete or estimated remaining effort). Usually a cost estimate is expressed in the form of CV (Cost Variance) or CPI (Cost Performance Index).
  10. Deliverables
    Deliverables - i.e. the delivery items - are usually tangible products or project results that are both clearly identifiable and verifiable and are necessary for the completion of the project (or parts of it).
  11. Earned Value (EV)
    Earned Value - the completion value - measures how much work has been done compared to the previously determined budget.
  12. Enterprise Environmental Factors
    Enterprise Environmental Factors are internal factors in the corporate environment that can influence the outcome of a project. Such factors can be: changes in the law, internal processes and methods, technology, employees as well as the risk tolerance of management or stakeholders and the corporate culture.
  13. Enterprise Project Management Office (EPMO)
    In contrast to the PMO (Project Management Office), the EPMO is a strategically oriented variant, the task of which is to bring the execution of projects in line with the strategic orientation of a company. All projects and the associated activities are therefore tailored to the achievement of the business objectives. This is to ensure that no projects are initiated that have no added value to the business.
  14. Executing phase
    The execution phase of a project includes the implementation of the actual steps that were specified in the project management plan and are absolutely necessary for the completion of the project. During this phase there can be changes in the factors of costs, quality and resources, which in turn can trigger change requests. This can make it necessary to revise and / or adapt the project management plan. In the execution phase, a significant part of the financial budget is used because the actual work takes place here.
  15. Expert judgment
    An expert appraisal can be made both from internal (project manager, PMO) and external (testing institutions) sources and relates to the administrative actions that are necessary to complete a project.
  16. Functional organization
    The functional organization represents the hierarchy structure most commonly established in companies: Each employee reports to a superior and departments are divided according to fields of knowledge or expertise. In this type of organization, projects are selected and completed on a department-specific basis.
  17. Initiating phase
    The initiation phase is at the beginning of every project. This is where certain processes are initiated that are necessary to define a new or existing project and its scope. In this phase, all details and requirements of the project work as well as its financial resources are determined. The stakeholders involved in the project are also identified in the initiating phase.
  18. Integrated Change Control Process
    The integrated change control process describes the process of review, control, approval, communication and documentation of specific areas of the project - for example the delivery item, documents or plans.
  19. Matrix Organization
    The matrix organization combines functional and project-related features and can - depending on the influence of management on various areas - be weak, balanced or strong. If management has more influence in certain areas than in others, a matrix organization can be weakened.If, on the other hand, management seeks synergies in each functional area to ensure satisfactory project results that are in line with business objectives, the matrix organization can play to its full potential.
  20. Monitoring and controlling phase
    In the monitoring phase of a project, processes are initiated that are necessary for measuring and analyzing project progress and project planning. The parameters specified in the planning phase are checked again here. The identification of problems or change requirements at this point can cause considerable documentation effort. In addition, further approvals or approvals may be necessary if changes to the project management plan become necessary. The monitoring phase extends over the duration of the entire project - from the execution phase.
  21. Organizational process assets
    The term Organizational Process Assets refers to the input and output values ​​of organizational processes. This includes internal processes, planning or databases of a company.
  22. Organizational Project Management (OPM)
    Organizational Project Management (OPM) describes a strategically oriented execution environment. This entangles project, program and portfolio management with internal methods and empirical values ​​in order to increase performance, gain a competitive advantage and achieve optimal results.
  23. Planned Value (PV)
    The Planned Value (PV) - or planned value - denotes the approved budget for a planned work. Even if the budget for a planned project is allocated in every phase of the project work, the PV can be used to determine how many and which tasks should already be completed at a certain point in the project work.
  24. Planning phase
    The planning phase follows the initiation phase of a project. Here, various processes are initiated that are intended to reveal how much effort, effort and objectives are inherent in a project. In this phase, for example, the project management plan and other documents that are required for the conclusion are drawn up. The planning phase is therefore of essential importance for the project work. Your goal is to define and document methods, actions, time and costs, quality requirements and risks of a project in order to be able to strategically align the project work. Accordingly, project managers should invest a lot of time and effort in the planning phase in order to keep the risk of errors, overtime and project failure as low as possible.
  25. Portfolio management
    In order to meet strategic requirements, companies can group, organize or prioritize projects, programs or sub-portfolios. Portfolio management is similar to program management in projects, but with a much stronger focus on the overall strategic direction.
  26. Product scope
    The product scope is the documented details of a product, service or result. The product scope is also understood as input in the SOW (Statement of Work).
  27. Program management
    If a company runs different, similar projects, activities or programs, these can be grouped and managed together because this is usually more efficient. This is what we mean by program management in projects.
  28. Project
    In project management, a project is defined as a temporary action, the purpose of which is to create / design an independent product, service or result. A project must have a defined beginning and an end. The project can extend over a short or long period of time - but it is always limited in time. Projects are usually initiated by people or groups who are not directly involved - such as the board of directors of a company.
  29. Project Charter
    The project charter or the project order is the first formal document that is created by the initiator of a project. The project order authorizes a project manager to initiate the launch and to ensure that the necessary resources are made available. The purpose of the Project Charter is to be able to predict or assess the activities required for the project. Parameters that a project order contains are, for example, the start and end time of the project or the key factors for its success.
  30. Project Communications Management
    Project Communications Management - in German project information management - represents a field of knowledge in project management. This involves planning, executing and monitoring internal project communication.
  31. Project Cost Management
    The knowledge field of cost management in projects relates to all aspects of budgeting and controlling project work.
  32. Project governance
    The term project governance is understood to mean a framework that provides the project team with processes, tools and methods for decision-making that are intended to ensure the successful completion of the project.
  33. Project Human Resource Management
    Personnel management in projects refers to the planning and management of all HR matters that are related to the project.
  34. Project integration management
    The field of knowledge of integration management in projects includes the creation of basic documents as well as the control, review and management of the entire project work.
  35. Project lifecycle
    The life cycle of the project comprises a number of project phases or process groups: the initiation, planning, execution and monitoring phase as well as the completion of the project.
  36. Project Management (PM)
    When project managers and project teams use specific processes, knowledge and skills, techniques and tools as well as inputs and outputs to successfully meet project requirements, this is called project management.
  37. Project Management Office (PMO)
    A project management office (PMO) is a group of people charged with managing, supporting or reviewing projects, programs and portfolios within organizations.
  38. Project Management Plan
    As soon as the project assignment has been approved, the project management plan is drawn up. Based on the content of the Project Charter, the details of the project and its parameters are set out here again in great detail. This document should contain basic information on the project scope, schedule and costs. It should also contain specific plans for each field of knowledge. In addition, the project management plan can also contain detailed information on processes, tasks and decision-making. The project management plan is one of the most important documents in project management.
  39. Project Manager (PM)
    A project manager is an individual who is hired by the company that wants to initiate a project. The PM is not only responsible for leading his team, but also for monitoring the project and providing assistance to bring the project to a successful conclusion.
  40. Project Procurement Management
    The knowledge field of procurement management in projects includes the planning, implementation and monitoring of all procurement measures in the context of project work. The project procurement management extends over all five project phases.
  41. Project Quality Management
    The quality management in projects extends over the phases of planning, execution and monitoring of a project. This field of knowledge deals with quality control.
  42. Project Risk Management
    This field of knowledge is mainly used in the planning and monitoring phase of projects. It includes risk analysis and defense within a project.
  43. Project scope
    The project scope describes the amount of work that is necessary to complete a product or service and also includes the parameters and limitations of a project.
  44. Project scope management
    The knowledge field of content and scope management of projects is used during the planning and monitoring phase and deals with the collection and definition of detailed requirements of the project. The creation of key documents as well as the validation and control of the project results are also part of Project Scope Management.
  45. Project stakeholder management
    The knowledge field of stakeholder management in projects extends from the initiation to the monitoring phase of a project and covers the identification, monitoring and management of all stakeholders and their interests.
  46. Project stakeholders
    Stakeholders of a project can be members of the project team as well as external or internal persons of the organization that initiated the project.
  47. Project team
    The project team refers to a group of individuals consisting of a project manager, internal employees from different hierarchical levels and other, external stakeholders who are necessary for the successful completion of a project.
  48. Project time management
    Time management in projects covers the planning, estimation and allocation of time. Project time management extends over the planning and monitoring phase of projects.
  49. Project-based Organizations (PBO)
    Project-based organizations are characterized by the fact that they organize their work processes in projects rather than in departments. In this way, the hierarchy can be kept flat, conflicts and bureaucracy small. The work done is measured against project results, which can contribute to the dissolution of silos.
  50. Projectized Organization
    A projectized organization is the opposite of a functional organization. In this type of organization, departments often interact with project managers. The focus is on the fulfillment of strategically oriented project goals. In this type of organization there are usually no departments with individual objectives.
  51. Schedule Performance Index (SPI)
    The SPI is used to calculate how efficiently a project team uses its time. To calculate the SPI, divide the variables EV (earned value) and PV (planned value).
  52. Schedule Variance (SV)
    The Schedule Variance (SV) measures how a project is developing at a defined point in time. This is where it is determined whether the project work carried out meets the set schedule. The SV can also be defined as the difference between EV (earned value) and PV (planned value). The formula for the calculation is: SV = EV - PV.
  53. Scheduled forecast
    A scheduled forecast is the estimated time to complete an activity. It is measured against the underlying planning, typically expressed in the form of the SV or the SPI.
  54. sponsor
    The term sponsor in project management refers to an individual or a group of individuals who support a project or resources of the project. Sponsors also assist the project manager in the event of unforeseen problems.
  55. Statement of Work (SOW)
    The Statement of Work (SOW) is a description of the services that are to be provided in the course of a project - for example in the form of products, services or results.
  56. Strategic plan
    The strategic plan is understood to mean all project-based and documented, formal or informal company goals. These decisions, activities and projects should always be in line with the company's goals. The SOW should be based on the strategic plan.
  57. Work performance data
    Work Performance Data - or work line information - provides data on all work-related activities.