Transitioning to Agile: A PM's Experiences

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Topics: Agile, Scrum

Inspired by the "Confessions of a Project Manager", I initially wrote this intending to submit this to my local PMI chapter's newsletter. Then, when I started volunteering for the Experience Report team, I thought I would rework this into a report/white paper. However, what I had written was more my opinions based on experience, and I felt an article would be better suited to air those.

Background
My organization was involved in software development; it was a strong matrix organization with the functional teams organized according to technology domains. Project managers were responsible for end-to-end delivery. To deal with the fast-moving competition and a rapidly changing business environment, the management decided to adopt agile and Scrum was the chosen methodology.

All teams were trained in agile/Scrum and persons nominated for the roles of Product Owner and ScrumMaster having further role-specific trainings. I was nominated as a Product Owner. Before transitioning to Scrum practices, several actions were taken to make the transition smooth for all concerned:

• A group comprising of Line Manager, Product Manager, Project Manager, Product Owners, Scrum Masters and a few senior technical people identified and prioritized the Product Backlog
• Number of scrum teams, their responsibilities, the Scrum Masters for the teams were decided upon
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