Scrum Master vs Project Manager
Responsibility!
That seems to be the key issue when moving to an agile mindset. In the beginning I was just confused and frustrated with the resistance. I did not understand how to handle it, nor could I explain why the difference was important and made sense.
Now - quite some frustrating moments later - I'm ready to give explaining it a try.
Traditionally the Project Manager is responsible for everything. The PM shall develop time plans, scope definitions, milestones, test plans, risk plans - well everything because it is the PM's responsibility! Does this actually mean that the PM spends all his time in the office creating these documents? No - or at least no good PM does.
So what happens then? The PM - burdened with the responsibility - goes to the team and asks them to provide the information. Depending on the maturity of the team (and the PM) the PM then has some editorial tasks to compile the information. Then the PM states that the things are done by him because he is responsible and also (hopefully) has the authority to mitigate deviances from the state and signed. The team is off the hook, the PM is important and powerful and everyone is happy - right?
But aren't we just lying?
We put responsibility on someone that not have the information nor the capacity to do the work. The team that do have the capacity and the knowledge to do the work they get off the hook and do not have to answer to anything they do, claim or state. It all end up on the shoulders of the PM?
So why not change it and go Scrum!
Its the same but its different? The responsibility has not been lost! It has been moved and (new) areas of responsibility has been added!
The team has in large the same responsibility as the Project Manager above. The Scrum Master on the other hand has another set of responsibilities. The SM must ensure that the team fulfill there responsibilities (note that he doesn't have to ensure that they fulfill what they have stated that they will - only that they take the responsibility).
When this works - and it usually does quite smoothly once the team realizes the implications - everyone is sufficiently motivated. With the correct placed tasks and demands and it enhances the Scrum process
That seems to be the key issue when moving to an agile mindset. In the beginning I was just confused and frustrated with the resistance. I did not understand how to handle it, nor could I explain why the difference was important and made sense.
Now - quite some frustrating moments later - I'm ready to give explaining it a try.
Traditionally the Project Manager is responsible for everything. The PM shall develop time plans, scope definitions, milestones, test plans, risk plans - well everything because it is the PM's responsibility! Does this actually mean that the PM spends all his time in the office creating these documents? No - or at least no good PM does.
So what happens then? The PM - burdened with the responsibility - goes to the team and asks them to provide the information. Depending on the maturity of the team (and the PM) the PM then has some editorial tasks to compile the information. Then the PM states that the things are done by him because he is responsible and also (hopefully) has the authority to mitigate deviances from the state and signed. The team is off the hook, the PM is important and powerful and everyone is happy - right?
But aren't we just lying?
We put responsibility on someone that not have the information nor the capacity to do the work. The team that do have the capacity and the knowledge to do the work they get off the hook and do not have to answer to anything they do, claim or state. It all end up on the shoulders of the PM?
So why not change it and go Scrum!
Its the same but its different? The responsibility has not been lost! It has been moved and (new) areas of responsibility has been added!
The team has in large the same responsibility as the Project Manager above. The Scrum Master on the other hand has another set of responsibilities. The SM must ensure that the team fulfill there responsibilities (note that he doesn't have to ensure that they fulfill what they have stated that they will - only that they take the responsibility).
When this works - and it usually does quite smoothly once the team realizes the implications - everyone is sufficiently motivated. With the correct placed tasks and demands and it enhances the Scrum process
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