{"id":354444,"date":"2024-05-20T22:48:32","date_gmt":"2024-05-20T22:48:32","guid":{"rendered":"http:\/\/savepearlharbor.com\/?p=354444"},"modified":"-0001-11-30T00:00:00","modified_gmt":"-0001-11-29T21:00:00","slug":"","status":"publish","type":"post","link":"https:\/\/savepearlharbor.com\/?p=354444","title":{"rendered":"<span>Scrum \u2013 where are Project and Project Management<\/span>"},"content":{"rendered":"<div><!--[--><!--]--><\/div>\n<div id=\"post-content-body\">\n<div>\n<div class=\"article-formatted-body article-formatted-body article-formatted-body_version-2\">\n<div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\">\n<p>Today, many companies are transferring their development processes to Agile frameworks. In this article, I discuss how the concept of a Project and the position of classic Project Manager are transformed in accordance with the Agile paradigm. <\/p>\n<h2>What happens with the paradigm of Project?   <\/h2>\n<p>If we consider the pure Scrum, then instead of <strong>Project<\/strong> we only have a paradigm of <strong>Sprint<\/strong> \u2013 development iteration having duration 1 \u2013 6 weeks. In Scrum, it is considered that a Sprint includes the whole development lifecycle:<\/p>\n<div>\n<div class=\"table\">\n<table>\n<tbody>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong><u>Dev lifecycle:<\/u><\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\"><strong><u>In Scrum:<\/u><\/strong><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>1. Initiation<\/strong> <\/p>\n<\/td>\n<td rowspan=\"2\">\n<p align=\"left\">Performed in advance, not within Sprint. Owned by Product Owner<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>2. Definition<\/strong> <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>3. Design<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\"><strong>Sprint<\/strong> Planning<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>4. Construction<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\">Development, the <strong>Sprint<\/strong> itself<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td rowspan=\"2\" data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>5. Validation<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\">Validation is expected to be integrated into execution of the <strong>Sprint<\/strong> \u2013 into development process (e.g., applying some of Test-Driven Development (TDD) approaches)<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td>\n<p align=\"left\"><strong>Demo<\/strong> (light analogue of Acceptance Testing)<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>6. Implementation<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\">Production Delivery (it is supposed that it is used a CD (Continuous Delivery), therefore everything is deployed dynamically during the <strong>Sprint.<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n<p><strong>Sprints replace Projects<\/strong> in case <strong><u>you<\/u><\/strong> are able to <strong><u>fit<\/u><\/strong> your Development Lifecycle into the duration of a <strong><u>Sprint<\/u><\/strong>, as suggested by the Scrum paradigm.<\/p>\n<p><strong>IF<\/strong><\/p>\n<ul>\n<li>\n<p>your Company is not friendly with TDD and CI\/CD,<\/p>\n<\/li>\n<li>\n<p>OR it seems not possible to divide all the development activities into separated chunks, executed by separate Scrum teams (teams, each of them less than 10 persons),<\/p>\n<\/li>\n<li>\n<p>OR the teams have significant interdependencies, <\/p>\n<\/li>\n<\/ul>\n<p>THEN <strong><u>you do not fit<\/u> with your development lifecycle into the <u>Sprint<\/u><\/strong> and you need something extra that takes the activities, executed previously via <strong>Project<\/strong> paradigm. Here are the SCRUM enhancements, such as <strong>LESS<\/strong> or <strong>SAFe<\/strong>, that give you the required bricks. E.g. in <strong>SAFe<\/strong> there is a paradigm of <strong><u>Program Increment<\/u><\/strong><u> <\/u><strong><u>(PI)<\/u><\/strong>: Program Increment contains of 5 iterations (+1 \u201cinnovation-tech\u201c) that lasts about a <strong>quarter<\/strong> (8-12 weeks), and has its special PI Planning event.   <\/p>\n<h2>Areas of Development Management remain the same in Agile \u2013 how they are distributed<\/h2>\n<p>All that means that the <strong>Project<\/strong> concept in Agile does not disappear, but is transformed, and in any case, the development process is divided mainly into the same pieces, as in classical development lifecycle. Just to remind you what they are, let\u2019s take them from <strong>PMBoK<\/strong> guide (<strong>PMP<\/strong>), where the following areas are outlined: <\/p>\n<blockquote>\n<p><code>10 Knowledge areas from PMBoK:<\/code> <\/p>\n<p><code>(1. Integration)<\/code><\/p>\n<p>2. <strong>Scope<\/strong> <em>and Changes<\/em>, <\/p>\n<p>3. <strong>Schedule<\/strong>, <\/p>\n<p>4. <strong>Cost<\/strong>, <\/p>\n<p>5. <strong>Quality<\/strong>, <\/p>\n<p>6. <strong>Resources<\/strong>, <\/p>\n<p>7. <strong>Communications<\/strong>, <\/p>\n<p>8. <strong>Risks<\/strong>, <\/p>\n<p>9. <strong>Procurement<\/strong>, <\/p>\n<p><code>Vendors,<\/code> <\/p>\n<p>10. <strong>Stakeholders<\/strong>.<\/p>\n<\/blockquote>\n<p> Let\u2019s try to distribute PM activities taken from PMBoK, among the new roles in Scrum \/ SAFe. In Scrum we have only two management roles: <strong>Scrum Master<\/strong> and <strong>Product Owner<\/strong>. In SAFe these roles are a bit extended:<\/p>\n<div>\n<div class=\"table\">\n<table>\n<tbody>\n<tr>\n<td data-colwidth=\"198\" width=\"198\">\n<p align=\"left\"><strong><u>Roles in Scrum:<\/u><\/strong><\/p>\n<\/td>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><u>Extra roles in SAFe:<\/u><\/strong><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"198\" width=\"198\">\n<p align=\"left\"><strong>Scrum Master<\/strong> <\/p>\n<\/td>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><em>Program manager <\/em><\/strong><em>\/ <\/em><strong><em>Release Train Engineer<\/em><\/strong> (RTE, member of Agile Program Management Office (APMO) \u2013 head of Scrum Masters in correspondent Program, responsible for the organization of Program Increment process<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td rowspan=\"2\" data-colwidth=\"198\" width=\"198\">\n<p align=\"left\"><strong>Product Owner<\/strong><\/p>\n<\/td>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><em>Business Owner<\/em><\/strong> (key stakeholder \u2013 business&amp;marketing), <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><em>Product Manager<\/em><\/strong> (Feature-level Product Owner)<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"198\" width=\"198\">\n<p align=\"left\"><strong>Development team<\/strong>. <\/p>\n<p align=\"left\">Its hierarchy is flat, any heads \\ team-leads are forbidden.<\/p>\n<\/td>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><em>System architect<\/em><\/strong><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n<p>But these SAFe extensions do not bring us any new dimensions beyond the Scrum basis: Scrum Team, Scrum Master and Product Owner. Therefore, to understand how development management activities are distributed in Agile compared to the classic development life cycle, it is enough to distribute the PM responsibilities assigned in PMBoK between <strong>Scrum Master<\/strong> and <strong>Product Owner<\/strong>.   <\/p>\n<p>Let\u2019s describe the responsibilities of Scrum Master and Product Owner. We have a Scrum guide for it, plus I also have something from my personal experience. And to verify\/fulfill the picture, I have made some express analysis through several dozens of vacancies for these roles published in <strong><u>LinkedIn<\/u><\/strong>, analyzing their section \u201c<em>you will be responsible for<\/em>\u201d. <\/p>\n<p>Here are the results:   <\/p>\n<h2>Scrum Master<\/h2>\n<p><strong>Responsibilities:<\/strong><\/p>\n<ul>\n<li>\n<p><strong><u>a master of SCRUM procedures<\/u><\/strong> (moderate daily standups, sprint planning (story points) goals, demos (reviews), <u>retrospectives<\/u>, user stories, acceptance criteria \/ definition of done)<\/p>\n<ul>\n<li>\n<p>facilitate setup of Product goal, Sprint goal<\/p>\n<\/li>\n<li>\n<p><em>(SAFe)<\/em> facilitate PI-planning<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<blockquote>\n<p><strong>owner of Retrospectives<\/strong>, run a special board for monitoring improvement<\/p>\n<\/blockquote>\n<ul>\n<li>\n<p><strong><u>Scrum coach for Team &amp; Product Owner<\/u>: <\/strong>responsible for Team Agile trainings, games with the team<\/p>\n<ul>\n<li>\n<p>Organize high-performance team, <\/p>\n<\/li>\n<li>\n<p>Team work, team development, lifelong learning, team dynamics, knowledge sharing, continues experiments.<\/p>\n<\/li>\n<li>\n<p>facilitate <u>communications<\/u> between devs, product owners, stakeholders<\/p>\n<\/li>\n<li>\n<p><em>(SAFe)<\/em> Organize high performance Agile Release Train (ART)<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<blockquote>\n<p>=> <em>SM partly covers Project Management areas: <\/em><strong><em>Communications<\/em><\/strong><em>, <\/em><strong><em>Stakeholders<\/em><\/strong><\/p>\n<\/blockquote>\n<ul>\n<li>\n<p><strong><u>Facilitator<\/u><\/strong> for the team, product owner and organization<\/p>\n<ul>\n<li>\n<p><u>A servant leader:<\/u> Fight against a directive approach to management<\/p>\n<\/li>\n<li>\n<p>Detect &amp; remove <strong>impediments<\/strong> (process related)<\/p>\n<\/li>\n<li>\n<p>Optimization of i<u>nter-team collaborations<\/u><\/p>\n<\/li>\n<li>\n<p>Assist in process-related <strong>conflicts resolutions<\/strong> <u>inside<\/u> and <u>outside<\/u> the Scrum team, <strong>problem solving<\/strong><\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<blockquote>\n<p><em>=> SM partly covers Project Management areas: \u00a0<\/em><strong><em>Resources<\/em><\/strong><em>, <\/em><strong><em>Conflicts<\/em><\/strong><\/p>\n<\/blockquote>\n<ul>\n<li>\n<p><strong><u>Gather Agile Metrics<\/u>: <\/strong>Sprint Burndown, Epic\/Release Burndown, Velocity, Focus Factor, Bugfix etc.  <\/p>\n<ul>\n<li>\n<p>Sometimes: control <u>deadlines<\/u>, manage <u>risks<\/u><\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<blockquote>\n<p><em>=> SM partly covers Project Management areas: \u00a0<\/em><strong><em>Time Management<\/em><\/strong><em>, <\/em><strong><em>Risk Management<\/em><\/strong><\/p>\n<\/blockquote>\n<ul>\n<li>\n<p><strong><u>some dev-ops activities<\/u>: <\/strong>JIRA, Git; setup bild-processes, testing, continuous integration   <\/p>\n<\/li>\n<\/ul>\n<p>Concluding the gathered responsibilities, the <strong>Scrum Master <\/strong>is <strong>similar to the coordinator from PMO office<\/strong>: he\\she sets up processes, his\\her responsibilities are organization of development SCRUM team, maintenance of Scrum methodology and coaching the Agile thinking. He\\she is <strong>not a manager<\/strong>, but rather a <strong>consultant<\/strong>, a <strong>coach<\/strong>. Even though he\\she is responsible for team performance, he\\she is <strong>not project-responsible<\/strong>, he\\she is not responsible for the production-result. Scrum Master does not provide ready-made solutions, but only directs the team. He\\she should not personally take any project decisions \u2013 he\\she educates the team to be self-organized. All the <strong>\u201cwhat\u201d decisions<\/strong> should come from <u>Product Owner<\/u>, and all <strong>\u201chow\u201d decisions<\/strong> \u2013 from <u>development Team<\/u>. Scrum Master can only recommend something, and only concerning Scrum Processes, not aspects of Business or IT.<\/p>\n<p>The Scrum Master is so much a coach that many consider Scrum Master as a temporary position, just for the first time, until the team is Scrum-adjusted. But, of course, according to the theory of team management, any team goes through a cyclical path of ups and downs, and it is good to have a permanent person (Scrum Master) who constantly facilitates the team.<\/p>\n<h2>Product Owner<\/h2>\n<p><strong>Responsibilities:<\/strong><\/p>\n<ul>\n<li>\n<p><strong><u>(SME) Subject-matter expert<\/u><\/strong> for sales &amp; marketing   <\/p>\n<ul>\n<li>\n<p><strong>gather Product metrics <\/strong>about generated value, market trends and customer behavior<\/p>\n<\/li>\n<li>\n<p>Regular <strong>market analysis<\/strong> and <strong>user research<\/strong>. <strong>Competitive analysis<\/strong><\/p>\n<\/li>\n<li>\n<p>Identify pain points \/needs and industry trends<\/p>\n<ul>\n<li>\n<p>Expertise in UI\/UX<\/p>\n<\/li>\n<li>\n<p>organize <strong>A\/B testing<\/strong>; Analyze <strong>bugs<\/strong> &amp; their fixes, perform <strong>root cause analysis<\/strong><\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Scope management:<\/u><\/strong> <strong>owner of Vision, Strategy, Roadmap, Requirements<\/strong> (functional: epics, features, stories, dev tasks; non-functional).<\/p>\n<ul>\n<li>\n<p>Perform Business process modelling, develop &amp; manage <strong>requirements<\/strong>; write user stories.<\/p>\n<ul>\n<li>\n<p> <strong>Product backlog<\/strong> management, <strong>prioritization<\/strong>, e.g. <strong><u>Quality<\/u><\/strong> vs. Time2Market<\/p>\n<\/li>\n<li>\n<p>Functional specifications, <strong>architecture<\/strong> diagrams, API documents, user manuals<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Planning:<\/u><\/strong> Responsible for <strong>Longer<\/strong> \/ <strong>Mid-term \/<\/strong> <strong>Sprint-level planning<\/strong><\/p>\n<ul>\n<li>\n<p>responsible for <strong>decomposition<\/strong> of features in backlog up to <strong>dev<\/strong> level <strong>tasks<\/strong>.<\/p>\n<\/li>\n<li>\n<p>responsible to pick out and manage <strong>dependencies<\/strong> related to outlined development tasks.<\/p>\n<\/li>\n<li>\n<p>Define <strong>Acceptance criteria<\/strong>, <strong>Definition of Done<\/strong>.<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Schedule Management<\/u><\/strong>: Responsible for <strong>Release<\/strong> <strong>scheduling<\/strong>. Responsible for Change Management<\/p>\n<ul>\n<li>\n<p>Perform Status reporting<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Cost management<\/u><\/strong><\/p>\n<\/li>\n<li>\n<p><strong><u>Resources management<\/u><\/strong> <\/p>\n<ul>\n<li>\n<p>3-rd party suppliers (<strong><u>Vendor management<\/u><\/strong>)<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Communications<\/u><\/strong><\/p>\n<ul>\n<li>\n<p>do Conflict resolution, problem-solving<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p>Perform<strong> <u>Risk management<\/u><\/strong>: assess <strong>risks<\/strong> and suggest <strong>mitigations<\/strong>   <\/p>\n<\/li>\n<li>\n<p><strong><u>Stakeholder management<\/u><\/strong> (internal and external), Customer satisfaction.<\/p>\n<ul>\n<li>\n<p> Communications with Stakeholders on behalf of dev team<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><u>Support management<\/u><\/p>\n<\/li>\n<\/ul>\n<p>From the prepared list of typical Product Owner responsibilities, it follows that Product Owner combines all the responsibilities of <strong>Project Manager<\/strong>, <strong>System Analyst<\/strong> and performs some responsibilities of <strong>Product Manager<\/strong>. <\/p>\n<p>And the areas of Development management described earlier are distributed between Scrum Master and Product Owner as follows:   <\/p>\n<div>\n<div class=\"table\">\n<table>\n<tbody>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\"><strong>Product Owner alone:<\/strong>   <\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\"><strong>Product Owner <\/strong>with assistance of<strong> Scrum Master:<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\"><strong>Scrum Master:<\/strong> <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">2. Scope and Changes, <\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">3. Schedule,<\/p>\n<\/td>\n<td>\n<p align=\"left\">1. Integration:<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">4. Cost,  <\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">6. Resources,<\/p>\n<\/td>\n<td>\n<p align=\"left\">    * Moderating, Facilitating,  <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">5. Quality,<\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">7. Communications, Conflicts,<\/p>\n<\/td>\n<td>\n<p align=\"left\">    * PMO activities   <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">6. Resources > Vendors,<\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">8. Risks,<\/p>\n<\/td>\n<td>\n<p align=\"left\">6. Resources > Couching,<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">9. Procurement,<\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">10. Stakeholders   <\/p>\n<\/td>\n<td>\n<p align=\"left\">\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n<h2>Conclusions<\/h2>\n<ol>\n<li>\n<p>the <strong>Project<\/strong> concept does not disappear in Agile, it transfers into <strong>Sprint<\/strong> or <strong>Program Increment (PI)<\/strong><\/p>\n<\/li>\n<li>\n<p>All the ideas from <strong>PMBoK<\/strong> are very <strong>well applicable to Agile<\/strong>. Of course, they require some adaptation, but their high value remains.<\/p>\n<\/li>\n<li>\n<p><strong>Scrum Master<\/strong> is closer to coordinator from <strong>PMO<\/strong> office, he\\she is more of a facilitator and coach than a Project Manager. <u>Product \/ Project are quite far from him\\her.<\/u><\/p>\n<\/li>\n<li>\n<p><strong>Product Owner<\/strong> performs all activities of <strong>ex-Project Manager<\/strong> plus he\\she extends them with responsibilities of <strong>System Analyst<\/strong> and <strong>Product Manager<\/strong>.   <\/p>\n<\/li>\n<\/ol>\n<p>Thank you for your attention. I would be grateful for your <u>feedback<\/u> and your <u>questions<\/u>.<\/p>\n<\/p>\n<\/div>\n<\/div>\n<\/div>\n<p><!----><!----><\/div>\n<p><!----><!----><br \/> \u0441\u0441\u044b\u043b\u043a\u0430 \u043d\u0430 \u043e\u0440\u0438\u0433\u0438\u043d\u0430\u043b \u0441\u0442\u0430\u0442\u044c\u0438 <a href=\"https:\/\/habr.com\/ru\/articles\/759996\/\"> https:\/\/habr.com\/ru\/articles\/759996\/<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<div><!--[--><!--]--><\/div>\n<div id=\"post-content-body\">\n<div>\n<div class=\"article-formatted-body article-formatted-body article-formatted-body_version-2\">\n<div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\">\n<p>Today, many companies are transferring their development processes to Agile frameworks. In this article, I discuss how the concept of a Project and the position of classic Project Manager are transformed in accordance with the Agile paradigm. <\/p>\n<h2>What happens with the paradigm of Project?   <\/h2>\n<p>If we consider the pure Scrum, then instead of <strong>Project<\/strong> we only have a paradigm of <strong>Sprint<\/strong> \u2013 development iteration having duration 1 \u2013 6 weeks. In Scrum, it is considered that a Sprint includes the whole development lifecycle:<\/p>\n<div>\n<div class=\"table\">\n<table>\n<tbody>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong><u>Dev lifecycle:<\/u><\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\"><strong><u>In Scrum:<\/u><\/strong><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>1. Initiation<\/strong> <\/p>\n<\/td>\n<td rowspan=\"2\">\n<p align=\"left\">Performed in advance, not within Sprint. Owned by Product Owner<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>2. Definition<\/strong> <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>3. Design<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\"><strong>Sprint<\/strong> Planning<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>4. Construction<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\">Development, the <strong>Sprint<\/strong> itself<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td rowspan=\"2\" data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>5. Validation<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\">Validation is expected to be integrated into execution of the <strong>Sprint<\/strong> \u2013 into development process (e.g., applying some of Test-Driven Development (TDD) approaches)<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td>\n<p align=\"left\"><strong>Demo<\/strong> (light analogue of Acceptance Testing)<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"169\" width=\"169\">\n<p align=\"left\"><strong>6. Implementation<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\">Production Delivery (it is supposed that it is used a CD (Continuous Delivery), therefore everything is deployed dynamically during the <strong>Sprint.<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n<p><strong>Sprints replace Projects<\/strong> in case <strong><u>you<\/u><\/strong> are able to <strong><u>fit<\/u><\/strong> your Development Lifecycle into the duration of a <strong><u>Sprint<\/u><\/strong>, as suggested by the Scrum paradigm.<\/p>\n<p><strong>IF<\/strong><\/p>\n<ul>\n<li>\n<p>your Company is not friendly with TDD and CI\/CD,<\/p>\n<\/li>\n<li>\n<p>OR it seems not possible to divide all the development activities into separated chunks, executed by separate Scrum teams (teams, each of them less than 10 persons),<\/p>\n<\/li>\n<li>\n<p>OR the teams have significant interdependencies, <\/p>\n<\/li>\n<\/ul>\n<p>THEN <strong><u>you do not fit<\/u> with your development lifecycle into the <u>Sprint<\/u><\/strong> and you need something extra that takes the activities, executed previously via <strong>Project<\/strong> paradigm. Here are the SCRUM enhancements, such as <strong>LESS<\/strong> or <strong>SAFe<\/strong>, that give you the required bricks. E.g. in <strong>SAFe<\/strong> there is a paradigm of <strong><u>Program Increment<\/u><\/strong><u> <\/u><strong><u>(PI)<\/u><\/strong>: Program Increment contains of 5 iterations (+1 \u201cinnovation-tech\u201c) that lasts about a <strong>quarter<\/strong> (8-12 weeks), and has its special PI Planning event.   <\/p>\n<h2>Areas of Development Management remain the same in Agile \u2013 how they are distributed<\/h2>\n<p>All that means that the <strong>Project<\/strong> concept in Agile does not disappear, but is transformed, and in any case, the development process is divided mainly into the same pieces, as in classical development lifecycle. Just to remind you what they are, let\u2019s take them from <strong>PMBoK<\/strong> guide (<strong>PMP<\/strong>), where the following areas are outlined: <\/p>\n<blockquote>\n<p><code>10 Knowledge areas from PMBoK:<\/code> <\/p>\n<p><code>(1. Integration)<\/code><\/p>\n<p>2. <strong>Scope<\/strong> <em>and Changes<\/em>, <\/p>\n<p>3. <strong>Schedule<\/strong>, <\/p>\n<p>4. <strong>Cost<\/strong>, <\/p>\n<p>5. <strong>Quality<\/strong>, <\/p>\n<p>6. <strong>Resources<\/strong>, <\/p>\n<p>7. <strong>Communications<\/strong>, <\/p>\n<p>8. <strong>Risks<\/strong>, <\/p>\n<p>9. <strong>Procurement<\/strong>, <\/p>\n<p><code>Vendors,<\/code> <\/p>\n<p>10. <strong>Stakeholders<\/strong>.<\/p>\n<\/blockquote>\n<p> Let\u2019s try to distribute PM activities taken from PMBoK, among the new roles in Scrum \/ SAFe. In Scrum we have only two management roles: <strong>Scrum Master<\/strong> and <strong>Product Owner<\/strong>. In SAFe these roles are a bit extended:<\/p>\n<div>\n<div class=\"table\">\n<table>\n<tbody>\n<tr>\n<td data-colwidth=\"198\" width=\"198\">\n<p align=\"left\"><strong><u>Roles in Scrum:<\/u><\/strong><\/p>\n<\/td>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><u>Extra roles in SAFe:<\/u><\/strong><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"198\" width=\"198\">\n<p align=\"left\"><strong>Scrum Master<\/strong> <\/p>\n<\/td>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><em>Program manager <\/em><\/strong><em>\/ <\/em><strong><em>Release Train Engineer<\/em><\/strong> (RTE, member of Agile Program Management Office (APMO) \u2013 head of Scrum Masters in correspondent Program, responsible for the organization of Program Increment process<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td rowspan=\"2\" data-colwidth=\"198\" width=\"198\">\n<p align=\"left\"><strong>Product Owner<\/strong><\/p>\n<\/td>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><em>Business Owner<\/em><\/strong> (key stakeholder \u2013 business&amp;marketing), <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><em>Product Manager<\/em><\/strong> (Feature-level Product Owner)<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"198\" width=\"198\">\n<p align=\"left\"><strong>Development team<\/strong>. <\/p>\n<p align=\"left\">Its hierarchy is flat, any heads \\ team-leads are forbidden.<\/p>\n<\/td>\n<td colspan=\"2\" data-colwidth=\"234,0\" width=\"234\">\n<p align=\"left\"><strong><em>System architect<\/em><\/strong><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n<p>But these SAFe extensions do not bring us any new dimensions beyond the Scrum basis: Scrum Team, Scrum Master and Product Owner. Therefore, to understand how development management activities are distributed in Agile compared to the classic development life cycle, it is enough to distribute the PM responsibilities assigned in PMBoK between <strong>Scrum Master<\/strong> and <strong>Product Owner<\/strong>.   <\/p>\n<p>Let\u2019s describe the responsibilities of Scrum Master and Product Owner. We have a Scrum guide for it, plus I also have something from my personal experience. And to verify\/fulfill the picture, I have made some express analysis through several dozens of vacancies for these roles published in <strong><u>LinkedIn<\/u><\/strong>, analyzing their section \u201c<em>you will be responsible for<\/em>\u201d. <\/p>\n<p>Here are the results:   <\/p>\n<h2>Scrum Master<\/h2>\n<p><strong>Responsibilities:<\/strong><\/p>\n<ul>\n<li>\n<p><strong><u>a master of SCRUM procedures<\/u><\/strong> (moderate daily standups, sprint planning (story points) goals, demos (reviews), <u>retrospectives<\/u>, user stories, acceptance criteria \/ definition of done)<\/p>\n<ul>\n<li>\n<p>facilitate setup of Product goal, Sprint goal<\/p>\n<\/li>\n<li>\n<p><em>(SAFe)<\/em> facilitate PI-planning<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<blockquote>\n<p><strong>owner of Retrospectives<\/strong>, run a special board for monitoring improvement<\/p>\n<\/blockquote>\n<ul>\n<li>\n<p><strong><u>Scrum coach for Team &amp; Product Owner<\/u>: <\/strong>responsible for Team Agile trainings, games with the team<\/p>\n<ul>\n<li>\n<p>Organize high-performance team, <\/p>\n<\/li>\n<li>\n<p>Team work, team development, lifelong learning, team dynamics, knowledge sharing, continues experiments.<\/p>\n<\/li>\n<li>\n<p>facilitate <u>communications<\/u> between devs, product owners, stakeholders<\/p>\n<\/li>\n<li>\n<p><em>(SAFe)<\/em> Organize high performance Agile Release Train (ART)<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<blockquote>\n<p>=> <em>SM partly covers Project Management areas: <\/em><strong><em>Communications<\/em><\/strong><em>, <\/em><strong><em>Stakeholders<\/em><\/strong><\/p>\n<\/blockquote>\n<ul>\n<li>\n<p><strong><u>Facilitator<\/u><\/strong> for the team, product owner and organization<\/p>\n<ul>\n<li>\n<p><u>A servant leader:<\/u> Fight against a directive approach to management<\/p>\n<\/li>\n<li>\n<p>Detect &amp; remove <strong>impediments<\/strong> (process related)<\/p>\n<\/li>\n<li>\n<p>Optimization of i<u>nter-team collaborations<\/u><\/p>\n<\/li>\n<li>\n<p>Assist in process-related <strong>conflicts resolutions<\/strong> <u>inside<\/u> and <u>outside<\/u> the Scrum team, <strong>problem solving<\/strong><\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<blockquote>\n<p><em>=> SM partly covers Project Management areas: \u00a0<\/em><strong><em>Resources<\/em><\/strong><em>, <\/em><strong><em>Conflicts<\/em><\/strong><\/p>\n<\/blockquote>\n<ul>\n<li>\n<p><strong><u>Gather Agile Metrics<\/u>: <\/strong>Sprint Burndown, Epic\/Release Burndown, Velocity, Focus Factor, Bugfix etc.  <\/p>\n<ul>\n<li>\n<p>Sometimes: control <u>deadlines<\/u>, manage <u>risks<\/u><\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<blockquote>\n<p><em>=> SM partly covers Project Management areas: \u00a0<\/em><strong><em>Time Management<\/em><\/strong><em>, <\/em><strong><em>Risk Management<\/em><\/strong><\/p>\n<\/blockquote>\n<ul>\n<li>\n<p><strong><u>some dev-ops activities<\/u>: <\/strong>JIRA, Git; setup bild-processes, testing, continuous integration   <\/p>\n<\/li>\n<\/ul>\n<p>Concluding the gathered responsibilities, the <strong>Scrum Master <\/strong>is <strong>similar to the coordinator from PMO office<\/strong>: he\\she sets up processes, his\\her responsibilities are organization of development SCRUM team, maintenance of Scrum methodology and coaching the Agile thinking. He\\she is <strong>not a manager<\/strong>, but rather a <strong>consultant<\/strong>, a <strong>coach<\/strong>. Even though he\\she is responsible for team performance, he\\she is <strong>not project-responsible<\/strong>, he\\she is not responsible for the production-result. Scrum Master does not provide ready-made solutions, but only directs the team. He\\she should not personally take any project decisions \u2013 he\\she educates the team to be self-organized. All the <strong>\u201cwhat\u201d decisions<\/strong> should come from <u>Product Owner<\/u>, and all <strong>\u201chow\u201d decisions<\/strong> \u2013 from <u>development Team<\/u>. Scrum Master can only recommend something, and only concerning Scrum Processes, not aspects of Business or IT.<\/p>\n<p>The Scrum Master is so much a coach that many consider Scrum Master as a temporary position, just for the first time, until the team is Scrum-adjusted. But, of course, according to the theory of team management, any team goes through a cyclical path of ups and downs, and it is good to have a permanent person (Scrum Master) who constantly facilitates the team.<\/p>\n<h2>Product Owner<\/h2>\n<p><strong>Responsibilities:<\/strong><\/p>\n<ul>\n<li>\n<p><strong><u>(SME) Subject-matter expert<\/u><\/strong> for sales &amp; marketing   <\/p>\n<ul>\n<li>\n<p><strong>gather Product metrics <\/strong>about generated value, market trends and customer behavior<\/p>\n<\/li>\n<li>\n<p>Regular <strong>market analysis<\/strong> and <strong>user research<\/strong>. <strong>Competitive analysis<\/strong><\/p>\n<\/li>\n<li>\n<p>Identify pain points \/needs and industry trends<\/p>\n<ul>\n<li>\n<p>Expertise in UI\/UX<\/p>\n<\/li>\n<li>\n<p>organize <strong>A\/B testing<\/strong>; Analyze <strong>bugs<\/strong> &amp; their fixes, perform <strong>root cause analysis<\/strong><\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Scope management:<\/u><\/strong> <strong>owner of Vision, Strategy, Roadmap, Requirements<\/strong> (functional: epics, features, stories, dev tasks; non-functional).<\/p>\n<ul>\n<li>\n<p>Perform Business process modelling, develop &amp; manage <strong>requirements<\/strong>; write user stories.<\/p>\n<ul>\n<li>\n<p> <strong>Product backlog<\/strong> management, <strong>prioritization<\/strong>, e.g. <strong><u>Quality<\/u><\/strong> vs. Time2Market<\/p>\n<\/li>\n<li>\n<p>Functional specifications, <strong>architecture<\/strong> diagrams, API documents, user manuals<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Planning:<\/u><\/strong> Responsible for <strong>Longer<\/strong> \/ <strong>Mid-term \/<\/strong> <strong>Sprint-level planning<\/strong><\/p>\n<ul>\n<li>\n<p>responsible for <strong>decomposition<\/strong> of features in backlog up to <strong>dev<\/strong> level <strong>tasks<\/strong>.<\/p>\n<\/li>\n<li>\n<p>responsible to pick out and manage <strong>dependencies<\/strong> related to outlined development tasks.<\/p>\n<\/li>\n<li>\n<p>Define <strong>Acceptance criteria<\/strong>, <strong>Definition of Done<\/strong>.<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Schedule Management<\/u><\/strong>: Responsible for <strong>Release<\/strong> <strong>scheduling<\/strong>. Responsible for Change Management<\/p>\n<ul>\n<li>\n<p>Perform Status reporting<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Cost management<\/u><\/strong><\/p>\n<\/li>\n<li>\n<p><strong><u>Resources management<\/u><\/strong> <\/p>\n<ul>\n<li>\n<p>3-rd party suppliers (<strong><u>Vendor management<\/u><\/strong>)<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><strong><u>Communications<\/u><\/strong><\/p>\n<ul>\n<li>\n<p>do Conflict resolution, problem-solving<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p>Perform<strong> <u>Risk management<\/u><\/strong>: assess <strong>risks<\/strong> and suggest <strong>mitigations<\/strong>   <\/p>\n<\/li>\n<li>\n<p><strong><u>Stakeholder management<\/u><\/strong> (internal and external), Customer satisfaction.<\/p>\n<ul>\n<li>\n<p> Communications with Stakeholders on behalf of dev team<\/p>\n<\/li>\n<\/ul>\n<\/li>\n<li>\n<p><u>Support management<\/u><\/p>\n<\/li>\n<\/ul>\n<p>From the prepared list of typical Product Owner responsibilities, it follows that Product Owner combines all the responsibilities of <strong>Project Manager<\/strong>, <strong>System Analyst<\/strong> and performs some responsibilities of <strong>Product Manager<\/strong>. <\/p>\n<p>And the areas of Development management described earlier are distributed between Scrum Master and Product Owner as follows:   <\/p>\n<div>\n<div class=\"table\">\n<table>\n<tbody>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\"><strong>Product Owner alone:<\/strong>   <\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\"><strong>Product Owner <\/strong>with assistance of<strong> Scrum Master:<\/strong><\/p>\n<\/td>\n<td>\n<p align=\"left\"><strong>Scrum Master:<\/strong> <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">2. Scope and Changes, <\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">3. Schedule,<\/p>\n<\/td>\n<td>\n<p align=\"left\">1. Integration:<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">4. Cost,  <\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">6. Resources,<\/p>\n<\/td>\n<td>\n<p align=\"left\">    * Moderating, Facilitating,  <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">5. Quality,<\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">7. Communications, Conflicts,<\/p>\n<\/td>\n<td>\n<p align=\"left\">    * PMO activities   <\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">6. Resources > Vendors,<\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">8. Risks,<\/p>\n<\/td>\n<td>\n<p align=\"left\">6. Resources > Couching,<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td data-colwidth=\"218\" width=\"218\">\n<p align=\"left\">9. Procurement,<\/p>\n<\/td>\n<td data-colwidth=\"251\" width=\"251\">\n<p align=\"left\">10. Stakeholders   <\/p>\n<\/td>\n<td>\n<p align=\"left\">\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n<h2>Conclusions<\/h2>\n<ol>\n<li>\n<p>the <strong>Project<\/strong> concept does not disappear in Agile, it transfers into <strong>Sprint<\/strong> or <strong>Program Increment (PI)<\/strong><\/p>\n<\/li>\n<li>\n<p>All the ideas from <strong>PMBoK<\/strong> are very <strong>well applicable to Agile<\/strong>. Of course, they require some adaptation, but their high value remains.<\/p>\n<\/li>\n<li>\n<p><strong>Scrum Master<\/strong> is closer to coordinator from <strong>PMO<\/strong> office, he\\she is more of a facilitator and coach than a Project Manager. <u>Product \/ Project are quite far from him\\her.<\/u><\/p>\n<\/li>\n<li>\n<p><strong>Product Owner<\/strong> performs all activities of <strong>ex-Project Manager<\/strong> plus he\\she extends them with responsibilities of <strong>System Analyst<\/strong> and <strong>Product Manager<\/strong>.   <\/p>\n<\/li>\n<\/ol>\n<p>Thank you for your attention. I would be grateful for your <u>feedback<\/u> and your <u>questions<\/u>.<\/p>\n<\/p>\n<\/div>\n<\/div>\n<\/div>\n<p><!----><!----><\/div>\n<p><!----><!----><br \/> \u0441\u0441\u044b\u043b\u043a\u0430 \u043d\u0430 \u043e\u0440\u0438\u0433\u0438\u043d\u0430\u043b \u0441\u0442\u0430\u0442\u044c\u0438 <a href=\"https:\/\/habr.com\/ru\/articles\/759996\/\"> https:\/\/habr.com\/ru\/articles\/759996\/<\/a><br \/><\/br><\/br><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-354444","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/savepearlharbor.com\/index.php?rest_route=\/wp\/v2\/posts\/354444","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/savepearlharbor.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/savepearlharbor.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/savepearlharbor.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/savepearlharbor.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=354444"}],"version-history":[{"count":0,"href":"https:\/\/savepearlharbor.com\/index.php?rest_route=\/wp\/v2\/posts\/354444\/revisions"}],"wp:attachment":[{"href":"https:\/\/savepearlharbor.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=354444"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/savepearlharbor.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=354444"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/savepearlharbor.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=354444"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}