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I believe the two worlds of Agile and traditional project management will becomg increasingly hybrid.
There is a big mistake outside there: thinking that Agile ends in Scrum. There are other agile based methods like DSDM where the PM role is defined. In fact, DSDM has few marketing but is the method used in UK Goverment for example. Second, the importance that´s not rest in the role, the importance is in the functions the role performs then you will find the functions assigned to ther role or distributed between roles.
I think that we're going to be looking at a hybrid world moving forward but I think that it's going to be moving towards a larger emphasis on the role of "people" vs. "resources" and seeing how we can manage the documentation aspect of traditional waterfall in an agile world.
I agree fully with Mr.Sergio and partly with others. The PM role becomes more broadened with additional responsibilities to drive traditional, Agile or hybrid projects going forward. Infact Project Manager role will be key to bring requisite stakeholders/SMES from the customer organization and service provider organizations. Cost containment, effective delivery and backlogs will keep PM more engaged then traditional SDLC based projects. Project Assessment criteria and qualification mechanism of Agile Vs Traditional Vs Hybrid becomes critical process for every organisation.
A lot will depend on how the organization chooses to staff its projects but in general most of the role of the PM remains unchanged - stakeholder engagement, financial management, risk management and so on.
However, assuming the PM is working with some agile leads (coaches/Scrum Masters), the responsibility for building a high performing team would migrate to those roles, and progress and work reporting would change from a push to a pull model. Finally, the PM would likely be a secondary point of escalation after the coaches/SMs.
I would also expect the PM to be shifting their closest working relationships from the team members to the PO & coaches/SMs.
Finally, the PM will need to broaden their "toolbelt" to be comfortable interacting with the all the possible "ways of working" which the team might land upon to deliver the scope of the project.
Definitely, interesting changes have been happening around the delineation of roles. The line is blurring for what organizations seem to be looking for. And with the adoption of a hybrid model in many organizations, there is an increasing number of hybrid PM's with an equal increase for a need of PM's with that specific experience. Just take a look at the specifications in Job Req's.
I agree with Sergio.
I'd be nervous about the PM world trying to change Agile culture. Frankly, we've been behind the curve on this cultural shift, and we shouldn't go barging in and trying to make changes that suit us. That's a good way to become irrelevant.
There is a place for project management in agile organizations, but we should enter with a degree of humility and adapt to the new style of organization, not enter the organization and try to change it. We should embrace some of the ancient proverbial wisdom about the reed that bends and survives the storm (as opposed to the strong tree that is blown over). I would ask the counter-question: how should PMs adapt to changing business cultures?
...I'll go ahead and answer the response that I know is coming, that PMs should be change agents. This is true in some cases, especially when a growing organization needs to implement project management in order to survive. But I would hope that any PM would enter a new organization with enough self-awareness to learn the culture before trying to make changes. In the case of larger business trends like agility, we need to assess how we should adapt to the changing business world rather than trying to change the business world to suit us.
I looked at recent job trends in project management in Australia, and they listed Agile, Change Management and Digital Transformation all as key trends. My current and previous role included all 3 across both roles, so they must be on to something.
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