The Scrum Master role vs. Project Manager

Transcription

1 The Scrum Master role vs. Project Manager Marco A. Alba Lopez A. Jalasoft RESUMEN It may be usual now a days to see organization asking for these types of roles and believe they are the same; furthermore, this PM roles is a traditional role and how come can we be passion for SCRUM and develop in this challenge. This type of work may be fine, if your organization is not really interested in delivers and is fine with those that have what was expected only. The real difficult stuff is when a team with a non-directive but self- organized team will need to sync with this opposite lead and full control idea that a PM performs like the old days. There we also see companies that have those roles Agile Project Managers, what is their intention? To have Agile but as a safety net they need at hand the role Manager? So the PM role will have a conflict between doing their job in the Agile way and just establishing their authority. There we usually have problems that come from a PO not doing his job and there we will have the Scrum Team not being able to do the best they can. The PO role seems to be a more strategic one; like planning how to have winning product and the SM is more a tactical level, she manages the day by day issues, promotes and facilities the job of a scrum team helping them to accomplish those small battles that will later win the war. Mainly the purpose is to look for a winning approach to solve this sort of contradiction between these appreciations. Palabras Clave Product Manager, Scrum, Product Owner, Scrum Master, self-organize, efficiency, authority, role. 1. INTRODUCTION Agile and Scrum is a new way of living in our Software Industry and for that reason for companies that are used to Permission to make digital or hard copies of all or part of this work for personal or classroom use is only granted for Jalasoft employees or use at the Jala Foundation respectively; copies must bear this notice and the full citation on the first page. To copy otherwise, or republish, to post on servers or to redistribute to lists, requires prior specific permission and/or a fee. TechZone 13, November 2013, Cochabamba, Bolivia. Copyright c Jalasoft TechZone. work in a Waterfall way all this new approach will come alone with the necessity of some changes; where we have different options and those come with the most important part of the Agile consideration: People and their interaction. As the Agile Manifesto refers it is more important than the process and tools. Beside that consideration during all these years, I was able to coach several teams and one concern they always had is where to move from a Product Manager for and also the same question from Team Lead that are wondering his new role inside the Scrum team. [1] During this paper we will review different circumstances and options we may be able to take in concordance with the people s expertise and commitment. 2. THE WATERFALL WAY [2] It is most likely that old organization or any one that follows this indoctrination and more common to occur specially in big organization, they would like to follow this Waterfall procedure because they have move to a more impersonal one and believe that control is the key to solve their needs; that will of course damage or decrement innovation. Their style is more like a process that requires long term plans with detailed planned delivers, that will end up after a long period of time without the opportunity to adapt and consider situations that comes from the real world because those just changed while they were making plans. Here, is where we see the Scrum Master going against the Product manager role; you will see a very common situation that this organization is demanding from the development team. Most likely they will not care much about how this is done as far as the delivery is done according to the plan staged. These types of organization usual procedure are taken care by a Product Manage role with his Development Lead assistance with the main purpose of full control as a PM does. We may find ourselves in this type of situation with organizations that need to plan and control their deliveries and let the team handle his own scrum process but this organization does his own way. The team there may be fully potential to perform in a very productive way, but there we have the

2 6 A PROJECT MANAGER AS AN ADMINISTRATOR OF RESOURCES properly matter. Most important to ask ourselves if that PO role is not done in the best way possible, what will be result of a development team? What can a SM do about it? Since the whole Scrum Team will not perform in their best way. Figure 1: Project Manager to Product Owner proxy most important aspect as matter of facts the change is not part of their innovation and creative need to progress. Unfortunately all this waterfall process may lead to loss of interest and relax of the agile process and will be kind of easy allowing to move for a controlled scenario to target only the requested and planned delivers without proceeding with the most important part giving that innovation extra mile. 3. SCRUM MASTER COMING FROM OUT- SIDE When you have these deliveries of obsolete products and a need to include The Change in their process an initial approach for these companies will be to consider bringing a foreign SM. That doesn t really look so good, actually it may be a best approach if the people inside their organization that already know their business will become a Scrum Master or Scrum Coach; also it is important to help the company choosing and finding candidates for SM roles, help them training and initially guide and coach them adopt Scrum; then let them organize and work on their own. It is important that those chosen SM(s) be mentally prepared to server their teams. During this Company transition to Scrum you may find all type of situation, people characters and roles. In that reorganization you may have several tasks for a team that a SM may take over but if those are like the old PM tasks is more likely that those should move to a PO since those are more natural for that role. Main reason of this disconnection is because companies are doing this transition from waterfall to agile. It is like using Agile practices in terms of Waterfall, so for this type of organization the need of key people to support this transition is critical for their future. Those should be people with Scrum training and experience. (see figure 1). 4. AN AGILE PROJECT MANAGER [3] There may be several companies that are doing this, and these are missing the important reason of being Agile; it is like hoping for Agile to work and just in case if it fails, let s have a safety net with a Manager to work things out. An Agile PM sounds like a description of the PO role with an authority, but I am not so sure if we want to have PO(s) struggling between that and performing their real job in the Immediate reaction in my perspective will be the need to handle with demotivated people and maybe we will have people leaving the company. In some other cases we can consider that this organization is also looking for people Agile Project Manager that will help them organize several Scrum teams, in the good sense like managing and coordinating several PO(s) in several Scrum teams. That can also happen in organizations distributed along different locations or with diferent outsourcing and sites. This situation again may be a transition that these companies are suffering and that is why they need at the same time the expertise of a traditional PM and the need of a Agile Scrum Coach or Scrum Master role. 5. AN STRATEGIC PROJECT MANAGER ROLE How about considering the Project Manager PM more like a manager of a bigger portfolio of projects, where there may be the need of several release plans and a good coordination between several small Scrum teams. That may be also a good idea to bring people that worked in the old ways and willing to embrace the Agile way. Using this approach may facilitate the work for the team working with their SM(s), measure the progress and construction of software while they actually deliver value at a good rate. With those result you may finally get convinced and learn that micro managing is less need it and the Agile way is a good solution for everyone. 6. A PROJECT MANAGER AS AN ADMIN- ISTRATOR OF RESOURCES There are some companies that have people working as PM but more likely as people that manage resources and that may also include aspect like Human Resources, Accounting, etc. In the first part we will see tasks like compiling time reports and stuff like that; in those companies when they move for Scrum, immediately you will notice that this type of tasks is no longer need it, since in Scrum the team has become self-organize and also a collaborative team that commits for a goal; so compiling time report will become a waste; since it doesn t really contribute value for the project so there is no need for that role. The second part of those PM roles was to plan and find requirements for the products, well that part is well absorbed by a good Product Owner and those skills are need it in the Agile way. So why do we have this session? Because in the good old ways PM were leads in the vision and purpose of the product and also as important of this, it is the involved that they have in requirements and prioritization and all of that kind. That ability provided them with all the necessary details to understand, what the product does and especially why it 2

3 7 A PROJECT MANAGER BECOMING A SCRUM MASTER Figure 3: Product Manager to Scrum Master Figure 2: Quality does it in that way. With that expertise, they will being really be prepared to answer questions when those clarifications are required, and also as important as the other, they are able to take responsibility and decisions when building a winning solution. This is the most important contribution we can have instead of controlling Product Manager. 7. A PROJECT MANAGER BECOMING A SCRUM MASTER [4] This is an idea that some companies in the industry try to follow, but if they really review the task that this role are meant it may not be such a good idea after all, because it requires specials attitudes and behavior for those that want to move in Scrum as this new role SM. When working as a Project Manager you have several responsibilities that will create some consequences like believing that: you need to have products on time, you need to fix in a better way schedule, you need to track processes more carefully and also you need to make sure that the team does good estimations. After all of that, the next step is to have detailed schedules, good analysis for estimations and in a good detail about those detailed requirements. Please notice that actually all that is very expensive and as a business it may not be a guaranty to be on time, cost as in the budget and scope of all the requirements with the appropriate quality. (see figure 2). So working on the schedule may not create the success we are looking for, but caring about people will do; that importance is for that people doing the job, so it is critical to set the right vision and being a clear inspiration leader that will in a way guide the team to this goals. Making sure the team is protected from interruptions and their obstacles are clear as soon as possible. As important of these considerations already noted, we have the communication and a good open source of information. If you are on that path and are making a good progress on this way; you are ready to become a Scrum Master. There may be some of those considerations that allow you to think in this feasibility, the approach is sustained in the fact of being a good leader. There we have to consider that the type of leadership a SM has is more like a facilitator, for a good team synchronization, for the work need it in the team like testing and programming; it is in certain way to help focusing in the work performing that in small steps and there for a small and complete delivery of work done. The SM role is not to look like a manager does in a traditional project is more as an informal lead by example. The relationship a SM is promoting is more like a trust and respect for and within the whole team. We should also consider that the freedom that a team has may also promote choosing a SM, for example for certain periods of time and criteria for those elections are more according to a service role more than a manager one. All of this is also very common and has strong opinions in the Scrum work that a Project Manager must never become a Scrum Master. [5] Anyhow it may be possible in very rare occasion that this may have worked out, but essentially the main reason is that those new SM are not the manager in the team, so no one in the team will be reporting for him. When you are trying to make this work; the hardest think to fix is that people in the team will have that reminding idea, that he is the boss and that part is very hard to fix. (see figure 3). Just because we are adapting scrum in an organization and people with this old role, it doesn t mean that they don t have the expertise to transform into another Scrum role like SM in this new Agile organization. Main consideration to take care is the personal qualities and right skills they should have. Those may be some like: respect for the team, trust that they can do the job in the right time and mater, and believe that the best way to get result is with motivated people and with well set of priorities and a clear goal. A SM is a facilitator and a helper for the whole team, SM is like a good coach, but is important to understand that is not managing the project or the development team. No matter what, all those questions about the product should be handling by the PO. Sometimes we also see while a team is gaining track in Scrum; that they look for guidance when the time comes to resolve issues. There the SM has an important job to do; it is to promote problems solving maybe the need to look for people with skills and experience. Another key aspect of 3

4 9 A PROJECT MANAGER BECOMING A PRODUCT OWNER the SM job is make sure that all changes or requirement are communicated and handle by the PO and by no one else in the team. 8. A PROJECT MANAGER BECOMING A PROXY FOR THE CLIENT OR PROD- UCT OWNER [3] Now, we understand that a PO and a SM are key factor for the team but sometimes there is this problem when the client is not able to assume her natural PO role or feels it to be really busy for that, so the logical approach will be to have a proxy role inside the team. For that role a good person may be the old days Project Manager since she was able to actually do that type of job that interacts with multiple stakeholders and manage those different types of requirements in a logical and well prioritized backlog. For most of those PM some of their usual behavior may not be a SM responsibility, so it is clear and important that before moving to and Scrum role the organization and the people itself has a good perspective of those needs and new role to accomplish in a better way and with a compromise for success. For a PM moving to this proxy role is more likely since those managers responsibilities are part of the deal that a PO has especially on those that have to do with the product itself. [6] Moving to these roles is actually a matter of knowledge, a good attitude, good skills and those qualities a person has. Actually this possibility is a good chance but we always have to implement it, and make sure we evaluate periodically. Review and although is not usual that a person can take more than a role and perform well, so the important aspect is to go by our basic process in scrum that will Inspect and Adapt. Taking this Proxy role or PO or even SM is important to be very active since a dead PO or SM will become a serious impact in the team so is best if that PM in transition would take other role and not the PO or SM, some of this also applies if the Proxy is not working; but actually moving to a PO role may be the best option since the necessary expertise is almost the same, with a critical consideration that is important, the one to be part of the team; since a PO role will mark up the success and the product and even the Scrum process. (see figure 4). 9. A PROJECT MANAGER BECOMING A PRODUCT OWNER [6] This may be the best suggestion and most likely a path for PMs, we will have to take some basic considerations, all those should go alone the new role itself but more important is the change in philosophy. Figure 4: Project Manager to Product Owner Proxy Out of this, it is very important to communicate how this framework works; all risks you see and the plans you are making. All this is as important is so we should provide accurate information, that will support Scrum in the organization and will afford the necessary material to adapt on any unique condition and situation that the team and the project will encounter while providing continues deliveries of value. The role of a PO is quite big and strategic important for the success of the product, since the PO has to describe and prioritize the product while the requirements change in the real business. That obligation will require contact with the outside world, it is to acknowledge their needs and adjust as soon as possible to become a winning product that fixes in the best way possible the needs of all those clients. That process at the beginning may not be what we end up doing so the need of feedback and a PO handling those ones is critical. Not only for one product but also for many others in the team that will be essential to define a solid one. The goal is not only to produce a product that one client is asking, it is more a product result from a wider audience and all that should be managed in the product backlog by a smart PO. A traditional PM role may be easier to understand but there are several restrictions that this role has as a structured position where the predefined specification are forward for the team without any possibility to innovate and change. All that useless protection now in scrum is gone, because the change has to be handling on daily basis without a real effective contribution of several analysis and change request forms. When moving from a PM to a PO, those decisions are important to the new flow in the projects, so that is an approach that not many PMs are willing to take, small changes that promotes later a big effect in the product. In this way the PO owns the product and for that reason he is willing to protects the team from interruptions from the outside world and the SM will take care of those that pass the PO actually from the inside of the organization. PO owns the product and the SM owns the process both work together with the team making sure the upper management is happy and we as a Scrum Team are successful. 4

5 11 MY CONCLUSIONS When we have those uncomfortable silent moments where no one wants to speak, be peaceful having those and don t run for a solution, her is where you have to let someone else in the team speak and allow them to find their own solution to their problems. All those may start with crazy ideas, like thinking if no limitation where there, what will be the best way to do certain tasks? In this way the team will question the limitations they have and find better ways to solve the assumption they are doing. Figure 5: Project Manager to Product Owner All these combinations maybe a good idea but on each circumstance, we will have a PO and a team taking the one that makes more sense, with the availability you have and go alone since in the future you have for sure the opportunity later on to inspect and adapt. A PO is a rare combination of people that understands technology and also the other side the market. That PO has to be an interface between those two worlds, and be able to speak both languages, which will require a good part of creativity that will be a key characteristic for a PO. The agile process requires to success a PO, but that person must also feel as she is part of the team; during the execution of the sprint the PO is actually the responsible for the functionality that is being address is the most important and with the highest priority; so it is critical that interaction with each team member while the functionality is created. Even more, we could say that any functionally problem in the review meeting is more a responsibility of that PO, actually more that the team itself. The other part that a PO has to accomplish is taking care of the outside, like customers, exhibitions and sales conversations. Not an easy job at all. (see figure 5). 10. MOVING FROM A PROJECT MANAGER TO AN AGILE COACH. Another alternative that may work for some people moving into the Agile and Scrum word is to move for this new role called Agile Coach. An Agile Coach has to stay focus on how is the team working and not on what details they have to do, so it is important to be detached from the outcomes, the coach is just one more opinion. The team needs it on space to come out with the best ideas and product, since the main idea for the coach will be to help them improve the quality and completeness for their work to be done. In this way the team will win their result and of course you as the coach are not the new responsible for those. That responsibility is for the team, since as a coach you may not be the best person to guide those decisions; the team by their own need to do so. Instead of planning new ways for solving a problem just let the team know since they will handle those in a better way. That will be more like acting as a mirror to just reflect for the team what they are seeing without any extra judgment. Another important aspect as a Coach is to let the team fail; of course not on a catastrophic one but is important for everyone to learn together from their mistakes and after those; they will become stronger and faster than any other. So there is where for a coach is important to wait and trust them, I m positive that you will see at the end good results. Being proud of their accomplishment is not because of their required work is not what makes them better, actually the most important part is about getting better as individuals and much healthy and better as a team. Agile coach should have following attitudes and expertise like: - Servant leader, to serve the team rather than the team serving from, making sure that people s highest priorities needs are being served. - Battle Tank, to be able to handle impediments out of the team ways. - Shepherd, to get the team back in Agile practice and principles on any time need it. - Guardian of quality and performance, so is to see not only what the team produces and how they do, but to be able to offer them observation on how this human s team produces. When making this move from Project Manager to Scrum Coach you may also notice that a PM is visible for the whole organization, where she is entitle to explain all the functionality and are the voice for their team and visibility of all the activities done inside and out the product and project. In the contrary as an Agile Coach you won t be seen by the organization and you can only say that you enable and facilitated. That is actually what will happen, nothing is for the organization to see, the coach as an important person in the team. This will be a hard journey without ego, hard to pin and without many rewards along the way. In this entire journey as a Scrum Coach you had promote a highly collaborative agile team to become a high performance team. From my perspective that is actually the biggest gold to accomplish. (see figure 6). 11. MY CONCLUSIONS When adapting to a Scrum and Agile world, it is an important situation and decision how to move from the current role of the Project Manager, that PM is used in the Client s working structure. To be successful with this critical move, we need to go alone with a precise understanding of what this new Scrum roles are and what are they need for. It is also important to understand how are to be worked and 5

6 13 REFERENCES Name.DOI= scrum-master-is-not-a-project-manager-by-another 3 [6] Dan Bergh J., Agile Product Owner - the New Project Manager Role.DOI= 4 Figure 6: Product Manager to Scrum Coach address in the new process and organization. The organization should also have a clear expectation for those Product Owners that are chosen for that role, since they will be responsible for those products and will be making all those adapting calls up on changes in requirement when meeting the clients needs, and scope decisions in the product. Sort of that role was done in the old ways by the role of a Project Manager but without much possibility to adapt for a chance without a complicated change management process. Another usual misunderstanding is that some organization will consider the SM as a Project Manager but here when implementing Scrum, it is important for the whole organization to understand that the SM is more a full time coach and mentor for the team. And even for the project success is important that the SM and the PO make sure the all take their responsibilities and the organization know about this new process so that everyone is clear with those expectations 12. ACKNOWLEDGMENTS My special thanks to Pablo Azero and Bernando Sanchez; for being a special Team member in those good discussions days where we share those crazy ideas. 13. REFERENCIAS [1] Q2 Associates,Spot the Agile PM. DOI= 1 [2] Mike Cohn, What is Agile Project Management? Role.DOI= 1 [3] Lyssa Adkins, Michael Spayd July 23th Scrum Alliance Transforming the word of work, DOI= 2, 4 [4] Mary Poppendieck, Before There Was Management. DOI= 3 [5] Steve Huntonr, A Scrum Master Is Not a Project Manager by Another 6