The concept of the Agile Project Manager is almost universally accepted, at least in IT projects; although there is no Agile Project Management Methodology. Traditional approaches like PMBoK and PRINCE2 had always the capability to use techniques that are part of the Agile delivery: incremental and iterative development, early delivery of increments of the project, multi-functional teams, inspect and adapt, etc.
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For the past 15 years, the Scrum Master and Project Manager roles have coexisted well, especially in IT projects. From the very technical role that was part of the Software Development Team, the Scrum Master evolved into a new organizational role sometimes with a well-defined job description and with responsibilities that transcended the technical background from which it originated. Although the role was defined in the Scrum framework, the Scrum Master role is now present in other frameworks
Project Managers will continue to play a vital role in the new Agile world. At the Enterprise Level there will always be a need for Governance and the larger the organisation, the more focus there will be in managing risks.
Six Sigma can be the balance between Lean and Agile, measuring the impact of Lean and/or Agile initiatives. This presentation is based on a real case study, using Lean Six Sigma's Define, Measure, Analyze, Improve, Control (DMAIC) process to make the Scrum process more efficient in a software start-up.
Just because you are working in a waterfall organization doesn't mean you can't be Agile. Join Dave Prior as he walks you through a case study on implementing Scrum in a waterfall environment. He offers some key practices and data points that will enable you to be successful in both keeping the team productive and providing the information needed to build trust and confidence with the Project Sponsors and Senior Executives you need to support your Agile implementation.