i am currently in an exciting and challenging role as process manager within an organisation that follows the agile development methodology (both scrum and kanban). my background is developer(master’s in computer application), albeit, many moons ago, to business consultant and now to process manager. my question is do you see a future in agile process management being a recognised discipline? am i better off moving into either a scrum master or a product owner role? i am not an expert in apm, but you know that in scrum there is no other role than po, sm and developer. if you scale scrum you might have a pmo (scrum at scale) or an area product owner (books by larman & vodde). but i have made the experience that introducing more roles (without the need for scalability) generally creates more waste, because the clean and consistent process becomes ambiguous and decisions take longer. you use the word best practices.
scrum is an empirical process model. you have to try concepts (user stories for example), inspect and adapt. they inspect and adapt it, so the role of an agile process manager would be redundant. the purpose of governance is to assure the quality of agile practice across the organization…and that means not only within the teams but also at the strategic level of programme and portfolio management. perhaps that is the role you are looking for. what tends to throw people off or ruffle a few feathers is when people start thinking or introducing “managers” as command and control personalities. “software in 30 days” (by schwaber and sutherland) talks a bit more into what you are seeking under the scrum studio model. scrum can and does accommodate practices from kanban, so i wouldn’t think there’s a need to create a new role *just* for that. it is currently centered more within teams and around tactical delivery and i am striving to raise the focus to include strategic planning and delivery.
in agile development, the team is self-organizing. scrum masters and development managers bridge the organizational gap between senior management and individual development teams. development managers are key participants in agile organizations and their role is substantial. development managers drive the hiring process and are well positioned to do so because: put simply, when the development manager takes on the tasks of recruiting and hiring, the team is free to focus on the product. one of the big differences between agile and waterfall teams is that the development manager is a partner in the estimation process. a fundamental tenet of the agile process is that those closest to the work are best able to scope and deliver.
scrum masters are project leaders in an agile team who focus on optimizing performance, working between the product owner and the team to ensure consistent, successful sprints. the goal of the scrum master is to keep everyone efficient and on the same page. as the team matures in it’s application of agile, the scrum master focuses less on estimation and more on optimizing the velocity of delivery. to make this work for larger organizations, scrum masters and development managers work together to build an agile culture throughout the organization and act as a buffer between teams and c-level management. focus the scrum master on the team’s adoption and implementation of agile, and the development manager on hiring the right individuals, mentoring existing team members, and ensuring good development culture in every team. a step-by-step guide on how to drive a scrum project, prioritize and organize your backlog into sprints, run the scrum ceremonies and more, all in jira.
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