This document discusses the differences between a Scrum Master and a Project Manager in an Agile context. A Scrum Master serves the Scrum Team by helping remove impediments and ensure adherence to Scrum processes and values. A Project Manager in a traditional sense is responsible for many tasks like managing schedules, budgets, risks and stakeholders. The document also explores how organizations can adopt Agile values and practices at different levels from just practices to fully embracing values. It provides recommendations for organizations to continuously improve their Agile adoption.
8. Scrum Guide
âThe Scrum Master is responsible for ensuring
Scrum is understood and enacted. Scrum Masters
do this by ensuring that the Scrum Team adheres to
Scrum theory, practices, and rules.â
10. Scrum Guide
âThe Scrum Master helps those outside the Scrum
Team understand which of their interactions with
the Scrum Team are helpful and which arenât. The
Scrum Master helps everyone change these
interactions to maximize the value created by the
Scrum Team.â
17. PMBOK
âThe person assigned by the performing
organization to lead the team that is responsible
for achieving the project objectives.â
18. Common PM Resources
âDeveloping the
project planâ
âManaging the
project budgetâ
âManaging
Communicationâ
âManaging the project
stakeholdersâ
âManaging the
project teamâ
âManaging the
project scheduleâ
âManaging the
project conflictsâ âManaging the
project deliveryâ
âManaging the
project riskâ
Holy
Crap!!
32. Scrum-but
Our scope and
timeline are fixed.
We constantly
rearrange teams.
We create detailed
functional specs.
We have analysis,
design, & QA sprints
We donât have cross
functional teams.
We donât self-
organize.
Our sprints are 4
months long.
We push tons of new
stuff into sprints.
34. Little âaâ vs. Big âAâ Agile
agile
âą Focus on
mechanics
âą Local
optimization
âą Engineering
focused
Agile
âą Focus on
values
âą Organizational
optimization
âą Company
wide
38. Transition vs. Dysfunction
We canât do
Agile thing
XYZ.
Weâll do ABC
in the
meantime.
Here is our
plan to get to
XYZ.
We canât do
Agile thing
XYZ.
Weâll do ABC
like we always
have done.
39. Mechanics Without the Values
Search Catalog
As a registered user I want the ability to
search the online catalog so that I can find
items to purchase.
Business Value: 600 Story Points: 8
46. Identify Your Values & Principles
On time and
on budget Customer
value
Solving
Technology
Problems
Quality
Deliverables
47. Agile Adoption Backlog
Working Software
Individuals &
Interactions
Working Software is our
primary measure of
Progress.
Continuous attention to
technical excellence
and good design enhances
agility.
The best architectures,
requirements, and designs
emerge from self-
organizing teams.
Potentially shippable code
at the end of each Sprint.
Continuous Integration
build every check in.
Test Drive Development
Pair Programming
Daily Standup Meetings
Team dedicates 10% of
Sprint to grooming.
1
2
3
4
5
6
Mastering
Exemplifying
Not
Implemented
Struggling
Striving
Failing
48. Plan for Continuous Improvement
Assess Progress Frequently
Form Communities of Practice
Prioritize Areas of Concern
Make Incremental Improvements
50. Little âaâ vs. Big âAâ Agile
agile
âą Focus on
mechanics
âą Local
optimization
âą Engineering
focused
Agile
âą Focus on
values
âą Organizational
optimization
âą Company
wide
51. What You Can Start Doing Tomorrow
Focus on Agile Values
Educate Everyone
Create an Agile Adoption Backlog
Inspection & Adapt