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I'd suggest you read the multiple good blog articles written by Scott Ambler in the Disciplined Agile Applied blog (https://www.projectmanagement.com/blogs/57...-Agile-Applied) on this site.
While a project manager is still needed on mid-large sized projects following an adaptive life cycle, goals such as estimating how long work will take or how much it will cost can still be accomplished but in a different method than on a project following a predictive life cycle.
The key is to look at the planning horizon. Whereas traditional approaches might end up planning beyond the safe visible distance of the horizon, agile approaches focus on where there is greatest confidence when it comes time to forecast.
Agile is NOT an excuse for scope creep. The guardrails for an agile delivery initiative will include the overall project/product vision, specific high-level capabilities or themes which the project/product needs to deliver, and techniques such as story mapping can help to ensure traceability from high-level needs to low-level work items.
Agile and Scrum are not the same thing. Scrum is one framework that encourages teams to take an agile approach and your question seems to be about Scrum rather than agile.
In Scrum the Product Owner is accountable for scope and cost and should take all those decisions. Estimation is the collective responsibility of the team actually doing the delivery, meaning the whole development team. Many/most Scrum teams use Relative Estimation (points based) and collaborative techniques ("planning poker" is one method) to sense-check estimates. Agile teams tend to be trusted to take ownership and resolve conflicts internally but the Scrum Master is someone who should facilitate that, help develop individuals and deal with any blockers that the team can't handle effectively.
My friend, you are mixing lot of things. But it is not your fault. It is because lot of people are adding confusion to the market. First of all, Agile is not Scrum. For example, I used DSDM (one of the four always named into agile based books) from long time and you will find the project manager role inside it. With that said, my recommendation is now that DA is taking impulse thanks to PMI adquisicion take a close look to it. In fact, Scott Ambler has published a book free of cost for PMI members. Take into account: I am using DA and related work from the very begining it was created each time I have the opportunity to apply it. Second, related to estimation and this stuff my recommendation is take a closer look to Mike Cohn site and mainly to Mike Cohn´s book "Agile estimation and planning". A must read.
You will find, Mohit, than many agile approaches expect the product owner/manager to fill out project management areas like release planning and cost management. My experience is that product owners don't have the skills or gravitas to do project cost management. At the end of the day, all the project management functions will have to be covered by the project team or their supporting organization (for example, a PMO.)
Thank you all for your views & suggestions. For some reason, the interface had a glitch for me & I couldn't see the responses in this thread. Seem to work now.
Yes, I will continue read more on this topic and I am sure things will start to make more sense. I was informed of a project where the client wanted to try scrum & picked up just the "scope remains flexible" part to keep asking changes. Even the team (who worked previously with waterfall approach) remained same (with limited knowledge & experience in scrum). It didn't work well, for both the service provider & the customer :)
I think as a starter it is very important that everyone (including the customer) involved in a project understand "why" and "when" to use agile (and not just try it because it may be picking pace in the industry).
Thank you again for your inputs.
I would put it differently. The backlog is the forecast scope of work at any point in time. Depending on the contractual relationship it's possible that different commercial terms may be relevant when scope and priorities change but that doesn't automatically mean anything falls out of scope - it obviously depends on how your contract works. One of the potential advantages of an agile approach for both customer and service provider is that cost (and risk) can more easily be kept aligned with business and commercial priorities.
My experience with software development projects that use Scrum is that the Project Managers coexist with Scrum Masters and Production Owners. I guess someone may have two or more roles for instance the role of the Scrum Master can be played a developer or tester by or the PM.
If you are doing an activity that is not a project (such as product development) then you would not need a project manager no matter if you are using Scrum or not.
It is kind of odd since Scrum is supposed to use self-organized teams but in reality more management is needed for it to work.
You need someone to manage the project, someone to manage scope and someone to manage the Scrum process. In addition each function from the team would need leads such as development lead, test lead, architect lead, etc. A lot of administration overhead and bureaucracy. :) That's Scrum for you, I don't know about Agile in general.
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