Project managers are sometimes called upon to lead agile projects, and since agile is about distributing the workload, this creates a situation where part of the project manager’s job is to manage just a little bit less. Mark Norman writes in his blog about what to know when it comes to managing a scrum project.
Scrum can be broken down into the three roles of product owner, scrum master, and the wider team. The product owner needs to make sure the correct product is being created, and it is up to the project manager to talk with the team and make decisive choices about the project in a quick and authoritative manner. The scrum master in turn manages the progress of the team, attempting to streamline processes and minimize hiccups, making the scrum master most similar in nature to a traditional project manager. The team then is the driving force that conceives ideas and gets work done according to the agreed upon iterative process. Norman recognizes that this way of structuring can demand a shift in thinking for some project managers:
This is a step change for some project managers who suddenly find themselves in an agile environment. It is an environment where responsibility is devolved down to the team. The team can set workloads and control scope whilst the product manager is empowered to make scope/time/cost tradeoffs . For a project manager moving into Agile teams this can be a liberating process and, given the right project, can demonstrate how powerful a process agile can be.
Successfully navigating an agile work environment will work to increase the versatility of a project manager, as well as introduce a new range of potential tricks to recall in future projects. Always take advantage of all of the options available to you. You can read the original post here: http://theprojectlens.wordpress.com/2013/03/20/agile-project-management/