When a PM is first exposed to Scrum, it can seem as though there is very little if any structure--the team simply organizes themselves and gets work done in relatively uncontrolled sprints. That’s not the case, and the PM does have an important role to play. How do PMs adapt to a distinctly different role in Scrum?
These fundamental aspects of Scrum's functionality make it an easy match with software development projects. But the wonderful nature of Scrum and the agile methodology is that it is highly adaptable to many technologies and other types of efforts--and doesn’t have to stay locked into one project type.
Is the product owner the most stressful position in Scrum? It can be a thankless task, and here we explore their responsibilities (thankfully, it isn’t all bad news).
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"A fanatic is one who can't change his mind and won't change the subject." - Winston Churchill |
