Yuval Yeret's List: agilemanagers

• The Project Manager works with the Product Owner to insure that cost is always a consideration when evaluating the Product Backlog.
• "Super Scrum Master"
• Among the Project Manager's responsibilities:

  • sounds like what some organizations will call "Program Manager"
  Add Sticky Note
• Facilitate the Product Owner's role (backlog maintenance and meetings)
• Tracking costs, especially for production
• Tracking project risk
• As each Scrum team on the project evolves their practices, the Project Manager will insure that they are continuing to work effectively with the other teams
• The Project Manager on a Scrum project has to be a Scrum expert and evangelist.
• One example of this would be the application of Test Driven Development and similar practices to build stability. It doesn't make sense for some teams to use TDD while others don't. The PM would have to step in and work with all the teams to insure that practices won't interfere or cancel each other out.

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• support the team in its use of Scrum
• contribute their wisdom, expertise and assistance to the project
• In Scrum, these individuals replace the time they previously spent “playing nanny” (assigning tasks, getting status reports, and other forms of micromanagement) with more time “playing guru” (mentoring, coaching, playing devil’s advocate, helping remove obstacles, helping problem-solve, providing creative input, and guiding the skills development of team members).
• resolving organizational impediments
• manager also does other tasks like hiring, firing, pay reviews, appraisals etc.

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• Jens Ostergaard
• managers handle 'external stuff' to the team
• ontract negotiations and procurement.
• he role that a line manager plays in an employee's personal and professional development, often in the form of coaching or assisting in HR-related issues
• - (1) Provides organizational vision
  - (2) Removes impediments
  - (3) Assists with individual development
  - (4) Challenges team beyond mediocrity while respecting team boundaries
  - Helps individuals without sucking the responsibility out of the team
  - Balances observer and contributor roles
  - Gives individuals tools to be a great team member
  - Coaches teams through conflict resolution
  - Advocates for continuous improvement for teams and the organization at large
  - Buys things for the team (manages budget)
  - Provides the right environment
  - Manages portfolio of projects
• 1. Providing organizational vision: Often teams flail because there is no vision 'from on high'. Having this vision is important for team members to be able to relate their daily actions.
• manager's role in this process to remove escalated impediments from the team(s).
• 3. Assists with individual development: We all have managers who mentor us in professional and sometimes personal growth. We felt that this is an important role for the manager to continue to play. Not all scrummasters have the authority or expertise to help in this regard.
• The principle of self-managed teams would say "let them be; let them find their own way." A principle of leadership, however, is to challenge teams. We discussed the fine line between challenging teams and taking away their ability to self-manage.
• a manager role would be like a 'ScrumMaster on steriods'- a person whose job it is to remove all escalated impediments for the team, take care of external stuff to the team, lead the team by challenging it, and assists direct reports with individual development and other HR-related challenges.
• CMMI Level 5 Requirement 2.4.10 Review the activities, status, and results of the Agile Methods with higher level management and resolve issues (GP2.10)
• ensure that higher level management has appropriate visibility into the project activities.
• provide strategic vision, business strategy, and resources

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