This writer's organization was involved in software development--and was a strong matrix organization with the functional teams organized according to technology domains. Project managers were responsible for end-to-end delivery. But to deal with fast-moving competition and a rapidly changing business environment, the management decided to adopt agile--and Scrum was the chosen methodology.
While agile processes focus on time-to-market product delivery, continuous stakeholder engagement, embracing the changes even at a late stage and most importantly developing a highly efficient team, these processes are, in fact, abstract in nature. There are several aspects left open to the agile teams. So why can't we take advantage of A Guide to the Project Management Body of Knowledge (PMBOK Guide) to fill in these aspects?
Some traditional project managers transition to servant leadership easily. Others work on it. As this practitioner coaches project managers to become servant leaders, he teaches a simple technique...
What do we do, exactly? Our job title awareness is growing in popularity, so let's put together a fun picture of what a project manager does by identifying the different hats we could wear during the course of an hour, day or project lifecycle.
A project in chaos! After much deliberation between client and the delivery team’s executive leadership, the team decided to modify the project approach to use a framework similar to the eight principles of DSDM Agile Project Framework--a defined project management approach that adds value to Scrum.
Regardless of how businesses go about doing what they do, when they put process over people, production suffers. The Agile Principles and Manifesto value the role people play in the process, and that's why this writer likes to use it.
