How will the Project Manager role survive the Agile hype?

This topic has been beaten to death in past discussion threads. See:

https://www.projectmanagement.com/discussi...ll-kill-the-PM-

https://www.projectmanagement.com/discussi...roject-manager-

Kiron

Thanks for your reply Stelian. I think you can’t separete discussion about agile methods from discussion about PM vs Scrum master. I understood what you were asking but for me these topics are connected. Because PM or Scrum master roles are related to methods of work.
Thanks for the side note though, I’ve learned AM SW methods while studying computer sciences more than 16 years ago. As for the agile enterprise concept, we just used different names, but there’s no change either. Some concepts get more attention due to marketing and that’s fair enough, I’m ok with that.

Thank you Lenka. Agile is older than AM. In early 90s DoD was looking for a new way to address change and established a team to create a new concept called Agile. Scrum originated from a paper written by Harward academics. Software development embraced those ideas faster than other domains. As a side note the Agile Enterprise concept was also defined in early 90s in manufacturing, where the kanban techniques is used since 1950s. About the same time incremental and iterative approach was used in software development. All the Agile (AM) frameworks were (software development) team oriented, not Enterprise frameworks.
More than 16 years ago I was a Development Manager implementing XP and Scrum :)

Thanks for your reply Stelian. I think you can’t separete discussion about agile methods from discussion about PM vs Scrum master. I understood what you were asking but for me these topics are connected. Because PM or Scrum master roles are related to methods of work.
Thanks for the side note though, I’ve learned AM SW methods while studying computer sciences more than 16 years ago. As for the agile enterprise concept, we just used different names, but there’s no change either. Some concepts get more attention due to marketing and that’s fair enough, I’m ok with that.

Someone had to pioneer that so we others can learn :) good for you!

For those of us who watched the Agile Manifesto take hold quickly throughout the Systems Engineering world, let me suggest that projects do not always involve systems, and just as often involve transformational change across the enterprise. PMs will still be needed as the overall overseer of change, and may want to involve some form of agile in that effort. There is no real reason why they cannot live harmoniously, and, if in fact, they do, projects are often improved.

In my experience, few projects engage completely one method or technique. There relevant parts of one or more than 'fit' together like Lego blocks. Sometimes you use more of one color, and sometimes you use others. The objective is to have a PM who knows well the level of integration needed to ensure project success, and which of those methods and techniques will enable it.