Forum related question : Why do we talk about Scrum on a Project Manager board?
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Any time I check this Project Management Central board, there are at least 3 - 4 questions on the front page relating to Scrum, and often specific to the role of scrum masters.
Given the general consensus that Scrum Masters are not Project Managers, why does the topic get so much attention on a forum dedicated to project management?
(This is not a criticism, just an observation. I suspect we're influenced by factors beyond the typical users of this board, but I'm curious how all of you perceive this question.) Saving Changes...
In my humble view I suspect that most of noise about Scrum/Agile is generated by sales people. The subject of sales is man hours of training and possibly proprietary software which can be offered to some corporation or a firm as alternative to traditional PMI/Prince 2 principles. Scrum /Agile could be quite useful in perma changing and evolving software project. But as for traditional projects, I believe Scrum /Agile as Pmbok replacement may cause more damage, then benefit. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Apr 05, 2019 5:45 PM
Replying to Stelian ROMAN
...
Sergio, I agree that Scrum/Agile is a topic that need to be discussed on this site because it impacts the project management profession. I would really like to see proof where Agile was a better option and people highlighting the challenges with Agile implementation rather than copy paste from guides and training/marketing materials.
In my actual work place I am in charge of creating all tools related to select the right approach for each initiative. We have five different defined ways to do things including it we use Scrum framework too. Between those tools I have created the checklist to select the approach. Is similar to the checklist I teached from years when i teached Agile and mainly when I teached project manager inside University. To select the approach the "thing" to be created and "the environment" must be taken into account.
But everything must be started with a previous work that is in charge of the business analyst before a project exists as a key component of the solution creation. I have wrote an article that was published by the PMI and the IIBA as "best practice" on that field. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
According to the PMBoK, a project manager is 'the person assigned by the performing organization to lead the team that is responsible for achieving project objectives"
If we acknowledge servant leadership, then a scrum master is a project manager.
Too often project management is confused with waterfall and a project manager role with command and control. In fact, servant leadership is the preferred leadership style for most project managers I know and the PMBoK processes are described as iterative and incremental (since 1996).
Scrum/agile is considered a value delivery (project) lifecycle, similar to predictive/waterfall by the PMBoK guide and both benefit from application of the project management processes, as adapted to the project. Saving Changes...
Juan Carlos Flores LunaProcess & IT Governance Manager. PM| TelefonicaQuito, Ecuador, Ecuador
Apr 05, 2019 11:40 AM
Replying to Juan Carlos Flores Luna
...
Hi Wade, surprisingly, as you could even notice, many PMs have been involved in Agile projects. Where commonly a Project Mgr has taken the Scrum Master Role. In Scaled Agile frameworks, the role of Project Manager keeps obscured by terms like Team Lead, Product Owner, Team Member, and Specialist. Specialist roles – such as Data Manager, Portfolio Manager, Program Manager, and Operations Manager.
So, as days pass by, especially in the IT industry, it is more and more common to find such behavior and we as Project Manager need to keep the pace.
Hi Wade. Certainly, there are some concepts in a pure Agile framework like Scrum or a kind of evolution for "scaling agile" and we find SAFe, LESS or others. The important point I see is that we are surrounded by Agile initiatives everywhere. Thus, we as PMs need to be prepared to understand and serve such projects. Mainly the reduced number of paperwork related to management can cause.
I think that´s the reason to see an increasing number of posts talking about agile and scrum.
You pointed something interesting, regarding the long time that such initiatives are here. essentially, the self-management. There are a number of samples like the building of the Empire State, where we can see samples of agile teams. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
As you say your past experience has been, many here have held or currently hold both roles. Additionally, many here also have been dedicated to this community, so choose to utilize, share, and discuss all items related to our profession. Sometimes this includes Agile practices along with traditional project management practices. Saving Changes...
MARK A ANNUNZIATA, SrVP/EXPERT CONSULTANCY TO THE CONSTRUCTION INDUSTRY| ROMAN STRUCTURES, INC WELLINGTON FLDammam, Eastern Province, Saudi Arabia
All-
I find this subject very entertaining due to my sole focus on Construction Project Management. While the Procurement process of a Construction Project must focus on some Lean/Kaizen principles to "feed the beast" of a fast-moving Project, Cash Flow is normally the driving factor for the Process.
Scrum/Agile/Prince 2 do not guide the thought processes of the Construction Sr. PM who is confronting his/her latest Safety Related "Near Miss" report, or his/her Inspection and Test Protocol failure..........
I agree that the PMBOK Guide is an amazingly detailed definition of Processes that apply to both Construction and IT, generally. However, the Reality of Managing a Construction site is Nothing like the day-to-day activities within the I.T. world....
From the Trenches!
M
...
1 reply by Thomas Walenta
Apr 09, 2019 7:54 AM
Thomas Walenta
...
Well said, Mark.
And PMI has developed an extension to the PMBoK, which covers some specific aspects of construction management, like claims mgmt, non-human resources, financial mgmt or safety. It also includes BIM, which is a good example of digitalization of project management, more advanced as most tools in SW development.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Apr 08, 2019 12:50 PM
Replying to MARK A ANNUNZIATA, Sr
...
All-
I find this subject very entertaining due to my sole focus on Construction Project Management. While the Procurement process of a Construction Project must focus on some Lean/Kaizen principles to "feed the beast" of a fast-moving Project, Cash Flow is normally the driving factor for the Process.
Scrum/Agile/Prince 2 do not guide the thought processes of the Construction Sr. PM who is confronting his/her latest Safety Related "Near Miss" report, or his/her Inspection and Test Protocol failure..........
I agree that the PMBOK Guide is an amazingly detailed definition of Processes that apply to both Construction and IT, generally. However, the Reality of Managing a Construction site is Nothing like the day-to-day activities within the I.T. world....
From the Trenches!
M
Well said, Mark.
And PMI has developed an extension to the PMBoK, which covers some specific aspects of construction management, like claims mgmt, non-human resources, financial mgmt or safety. It also includes BIM, which is a good example of digitalization of project management, more advanced as most tools in SW development. Saving Changes...
