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.

1. Scrum Master & Agile Project Manager:
A Tale of Two Different Roles
Tommy Norman, Agile Practice Lead

2. Agenda
Scrum Masters & Project Managers
The Agile Project Manager
Agile Adoption Implications
Making It Work

3. Tommy Norman
Agile Practice Lead Scrum Certified Microsoft MVP
AgileNashville.com TommyNorman.com @tommynorman
Scrum Videos

4. Nerds of Rock, May 7th

5. Survey
Scrum Master / Agile Organization
Project Mgr. / Waterfall Org.
Agile PM / Mixed Org.
I don’t know what the hell I am!

6. SCRUM MASTERS &
PROJECT MANAGERS

7. Scrum Master
Responsibilities?
Qualities?

8. Scrum Guide
“The 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.”

9. Scrum Guide
“The Scrum Master is a
servant-leader for the Scrum Team.”

10. Scrum Guide
“The Scrum Master helps those outside the Scrum
Team understand which of their interactions with
the Scrum Team are helpful and which aren’t. The
Scrum Master helps everyone change these
interactions to maximize the value created by the
Scrum Team.”

11. Product Owner
Development Team
Organization

12. Development Team
Team Self-Organization
Remove Impediments
Facilitate Events
Scrum Coach

13. Product Owner
Backlog Management
Empirical Planning
Maximize Value
Scrum Coach

14. Organization
Scrum Rollout
Scrum Coach
Foster Change
Increase Effectiveness

15. Collaborative Teams
Maximize
Product
Value
Maximize
Agile
Adoption
Maximize
Product
Delivery

16. Project Manager
Responsibilities?
Qualities?

17. PMBOK
“The person assigned by the performing
organization to lead the team that is responsible
for achieving the project objectives.”

18. Common PM Resources
“Developing the
project plan”
“Managing the
project budget”
“Managing
Communication”
“Managing the project
stakeholders”
“Managing the
project team”
“Managing the
project schedule”
“Managing the
project conflicts” “Managing the
project delivery”
“Managing the
project risk”
Holy
Crap!!

19. Vendors
Functional
Manager
Other
Departments
Business Owner
Development
Team
Organization

20. Maximize
Product
Value
Maximize
Process
Adoption
Maximize
Product
Delivery
Audit
Budget
Maintain
Servers
Business
Case
Allocate
Resources
Deliver
Services
Deliver
Features
Cooperative Teams

21. THE AGILE PM

22. Agile Project Manager
Responsibilities?
Qualities?

23. Agile
How is the Agile PM Different?
Waterfall

24. Waterfall vs. Agile

25. Waterfall vs. Agile
Command & Control Self-Organizing

26. Waterfall vs. Agile
Jan Dec
Analyze Design Develop Test Deploy
Design
Develop
TestDeploy
Analyze
Design
Develop
TestDeploy
Analyze
Design
Develop
TestDeploy
Analyze

27. Waterfall vs. Agile
Dictatorships gets stuff done Democracy is messy

28. Agile
Why Do We Sometimes Have Both?
Waterfall

29. New Agile Team
What do
we do?
We’re supposed to
self organize, I
think.
What does
that mean?
This Agile
stuff is kinda
stupid.

30. Agile & Non-Agile Teams / One Product

31. Agile Inside Waterfall
Analyze Design Construction Deploy
Design
Develop
TestDeploy
Analyze
Design
Develop
TestDeploy
Analyze
Design
Develop
TestDeploy
Analyze

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 don’t have cross
functional teams.
We don’t self-
organize.
Our sprints are 4
months long.
We push tons of new
stuff into sprints.

33. AGILE ADOPTION
IMPLICATIONS

34. Little ‘a’ vs. Big ‘A’ Agile
agile
• Focus on
mechanics
• Local
optimization
• Engineering
focused
Agile
• Focus on
values
• Organizational
optimization
• Company
wide

35. Agile Values & Principles

36. Agile Values
Individuals and
Interactions
Processes and
Tools
Working
Software
Comprehensive
Documentation
Customer
Collaboration
Contract
Negotiation
Responding to
Change
Following a
Plan

37. Agile Values
Individuals and
Interactions
Processes and
Tools
Working
Software
Comprehensive
Documentation
Customer
Collaboration
Contract
Negotiation
Responding to
Change
Following a
Plan

38. Transition vs. Dysfunction
We can’t do
Agile thing
XYZ.
We’ll do ABC
in the
meantime.
Here is our
plan to get to
XYZ.
We can’t do
Agile thing
XYZ.
We’ll 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

40. Story Points & Velocity

41. What are some others?
Waterfall Values
Agile Practices

42. Setup for Failure Help!!!!

43. MAKING IT WORK

44. Know Which One Your Are
A man’s got to know
his limitations.

45. Study the Agile Values & Principles
Value Mechanism

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

49. Systems Thinking
Lean
Agile
Agile Maturity Models
Scrum
Kanban XP
TDD…

50. Little ‘a’ vs. Big ‘A’ Agile
agile
• Focus on
mechanics
• Local
optimization
• Engineering
focused
Agile
• Focus on
values
• Organizational
optimization
• Company
wide

51. What You Can Start Doing Tomorrow
Focus on Agile Values
Educate Everyone
Create an Agile Adoption Backlog
Inspection & Adapt

52. Q & A
tnorman@hollandsquare.com
@tommynorman
www.hollandsquare.com