Project Manager vs Scrum Team 🤔
Summary
TLDRThe video script addresses the role of project managers in Scrum environments, challenging the necessity of their involvement. It emphasizes Scrum's foundation on trust and self-management, arguing that the Scrum team, including the Product Owner and Scrum Master, can handle project management activities more effectively. The speaker shares insights on distributing responsibilities like progress tracking, stakeholder engagement, and risk management within the team, advocating for transparency and lean practices to streamline product delivery and empower team members.
Takeaways
- 🎥 The video aims to address the common confusion between the roles of a Project Manager and a Scrum Master, especially for project managers looking to transition into Scrum.
- 🔍 The speaker emphasizes that the Scrum team does not need a project manager, as the roles and responsibilities are different and can lead to micromanagement if combined.
- 🤔 The video challenges the traditional belief that project management activities are too complex for a Scrum team to handle, advocating for trust and empowerment within the team.
- 💡 Scrum is based on trust, and the speaker prefers to mentor the Scrum team to handle responsibilities such as budget management and product delivery effectively.
- 🛠️ Scrum is misused in some organizations as a micromanagement tool, which is contrary to its principles of inspiring and leveraging team members' intelligence and self-management.
- 📊 The speaker suggests automating the status of product delivery to make progress transparent for stakeholders and senior management, reducing the need for individual progress reports.
- 📝 The video outlines an exercise to map project management activities to Scrum team roles, demonstrating that the Scrum team can perform all necessary activities without a project manager.
- 📉 The speaker argues that if project management activities seem overwhelming, it might be worth questioning their value to the customer and considering if they are wasteful.
- 👥 The Scrum team, including the Product Owner, Scrum Master, and developers, shares accountability for various activities, from tracking progress to managing risks and continuous improvement.
- 🚀 The Scrum Master's role extends beyond the team, often working at an enterprise level to improve the company's agility and advising senior management on scaling Scrum.
- 🔄 The video encourages unlearning traditional project management perspectives and adopting a product perspective to fully leverage the benefits of Scrum and team self-management.
Q & A
What was the initial motivation behind creating the video comparing project managers and Scrum Masters?
-The creator was motivated to make the video to address frequent questions from project managers about the differences between their role and that of a Scrum Master, aiming to help project managers who want to transition into Scrum Master roles.
Why has the video been viewed more than 30,000 times according to the script?
-The video's popularity likely stems from its relevance to a common confusion among project managers about the role of Scrum Masters and the demand for clarity on the differences between these roles.
What is the 'elephant in the room' the speaker refers to in the video?
-The 'elephant in the room' refers to the controversial topic of whether project managers are still needed when a team is using Scrum, a question that the speaker aims to address.
What is the speaker's stance on the necessity of project managers in Scrum teams?
-The speaker believes that Scrum teams do not need a project manager, as the roles and responsibilities traditionally held by project managers can be distributed among the Scrum team members.
How does the speaker describe the misuse of Scrum in some companies?
-The speaker describes the misuse of Scrum as a micromanagement tool, which some people use to feel in control, but this approach is not in line with Scrum's principles and can be detrimental to the team's autonomy and motivation.
What is the speaker's view on managing smart people in a Scrum environment?
-The speaker believes that smart people in a Scrum environment should not be managed but rather inspired with goals and visions, allowing them to self-manage and take ownership of their work.
According to the script, what is the role of the Scrum Master in handling impediments?
-The Scrum Master's role is to cause the removal of impediments, meaning they facilitate the process but do not necessarily remove the impediments themselves; they empower the team to address and resolve these issues.
What does the speaker suggest as an alternative to assigning project managers to Scrum teams?
-The speaker suggests removing any obstacles in the way, allowing the Scrum team to be nimble and enabling faster value delivery to the customer, rather than adding project managers to the team.
How does the speaker propose to make the status of product delivery transparent?
-The speaker proposes the use of automation to make the status of product delivery transparent, allowing stakeholders and senior management to view progress reports on the fly without needing to ask an individual for updates.
What is the main purpose of mapping out project management activities to accountabilities in Scrum, as described in the script?
-The main purpose is to demonstrate that all project management activities can be performed by the Scrum team members, highlighting that a Scrum team does not need a separate project manager.
What does the speaker suggest about the distribution of responsibilities in a Scrum team?
-The speaker suggests that responsibilities should be distributed across the whole Scrum team, with trust as the key principle, allowing for self-management and collaborative work.
How does the speaker view the role of the Product Owner in Scrum?
-The Product Owner is viewed as having significant responsibilities, including managing the budget for product development, tracking progress towards the product goal, and reporting to senior management and stakeholders.
What is the speaker's opinion on unlearning traditional project management perspectives when adopting Scrum?
-The speaker encourages unlearning traditional project management perspectives to embrace Scrum's principles of transparency, self-management, and team accountability, which can lead to more effective value delivery.
Outlines
🤔 Scrum vs. Project Management: Addressing the Elephant in the Room
The speaker begins by sharing their motivation for creating a video comparing project managers and Scrum Masters, addressing a common query from project managers about the differences. The video has gained significant views, leading to a discussion about the necessity of project managers in Scrum. The speaker anticipates backlash for challenging the status quo but is determined to share the 'brutal truth' about the role of project managers in Scrum teams. They argue that Scrum is based on trust and empowerment, suggesting that traditional project management roles can undermine the self-management and accountability of Scrum teams. The speaker advocates for transparency through automation and the removal of unnecessary project management activities that do not add value for customers.
📊 Redefining Project Management Activities within a Scrum Framework
This paragraph delves into the specific activities traditionally performed by project managers and how they can be redistributed among Scrum team members. The speaker refutes the idea that Scrum teams cannot manage projects without a project manager, arguing that tasks such as tracking progress, reporting, engaging stakeholders, and breaking down work can be effectively handled by the Product Owner and developers. The paragraph emphasizes collaborative effort, with developers taking on technical responsibilities and the Product Owner managing the product vision and stakeholder expectations. The speaker also introduces the concept of mapping project management activities to Scrum roles, demonstrating that a Scrum team can self-manage without a project manager.
🛠️ Scrum's Emphasis on Team Empowerment and Trust
The speaker continues to outline various project management duties, such as estimating work items, identifying risks, assigning work, and managing expectations, and explains how these can be the responsibility of the Scrum team. They stress that in Scrum, developers are trusted with technical decisions, the Product Owner with business risks and value estimation, and the Scrum Master with facilitating and mediating. The paragraph highlights the importance of self-management and the Scrum team's collective responsibility for performance management, conflict resolution, and continuous improvement. The speaker also touches on the unique role of the Scrum Master in systemic changes and advising senior management on scaling Scrum.
🚀 Transitioning from Project to Product Perspective in Scrum
In the final paragraph, the speaker discusses the shift from a project management perspective to a product development perspective, which is central to Scrum. They argue that the Scrum Master's role extends beyond the project lifecycle and involves making systemic changes for company-wide agility. The speaker emphasizes that all activities in Scrum should be distributed across the team, with a focus on trust and self-management. They conclude by encouraging viewers to create action items for transparency, value delivery, and team improvement, and to embrace unlearning to gain more than they lose. The video ends with a call to action for viewers to deliver amazing products to customers.
Mindmap
Keywords
💡Scrum Master
💡Project Manager
💡Product Owner
💡Self-management
💡Trust
💡Lean Thinking
💡Product Goal
💡Sprint Goal
💡Micromanagement
💡Continuous Improvement
Highlights
The video aims to address the common questions about the differences between project managers and Scrum Masters, particularly for project managers interested in becoming Scrum Masters.
The video has been viewed over 30,000 times, exceeding the creator's expectations.
The speaker challenges the necessity of project managers in Scrum, suggesting that Scrum teams can be self-managing and trust-based.
Scrum is described as a framework that empowers teams rather than using it as a micromanagement tool.
Developers dislike Scrum being used for micromanagement, which stifles their creativity and autonomy.
The video emphasizes the importance of trust in Scrum, allowing teams to handle responsibilities such as budget management.
The speaker prefers mentoring Scrum teams for competence in product delivery from start to end, rather than traditional project management.
Scrum is based on lean thinking, keeping the framework simple and focused on delivering value to customers.
The video suggests automating status reports to make product delivery transparent to stakeholders and senior management.
The mapping exercise is introduced to distribute project management activities among Scrum team roles, showing they can manage without a project manager.
Tracking progress is divided between the Product Owner for product goal progress and developers for Sprint goal progress.
Reporting progress is the responsibility of the Product Owner, with an emphasis on transparency through Sprint reviews.
Engaging stakeholders is a shared responsibility among the Scrum team, including developers for direct clarification.
Work breakdown and defining technical dependencies are collaborative efforts in Scrum, involving the Product Owner and developers.
Estimation of work items in Scrum is a collaborative process between the Product Owner for value and developers for effort.
Risk identification in Scrum is distributed, with developers responsible for technical risks and the Product Owner for business risks.
Assigning work in Scrum is self-managed by developers, contrasting with project management where a project manager assigns tasks.
Managing stakeholder expectations is a role of the Product Owner in Scrum, not the project manager.
Team composition in Scrum is a collaborative decision involving the Product Owner, Scrum Master, and developers.
Developing team members is the Scrum Master's role, focusing on training, coaching, and mentoring.
Performance management in Scrum is a collective responsibility, involving the Product Owner, developers, and Scrum Master.
Resolving conflicts in Scrum is expected to be handled by the team members themselves, with the Scrum Master facilitating if needed.
Creating project plans and roadmaps in Scrum is a shared responsibility of the entire Scrum team, not just a project manager.
Managing the budget in Scrum is the Product Owner's responsibility, aligning with their role in product development.
Managing contracts and partnerships in Scrum is typically handled by the Product Owner, reflecting their entrepreneurial role.
Impediments in Scrum are to be removed with the facilitation of the Scrum Master, emphasizing the team's self-management.
Continuous improvement in Scrum is a collaborative effort across the whole team, not just the responsibility of one individual.
The video concludes that all project management activities can be distributed among Scrum team members, promoting self-management and trust.
The speaker encourages moving from a project perspective to a product perspective to fully leverage Scrum's benefits.
Unlearning traditional project management methods can lead to gains in agility and value delivery in Scrum environments.
Transcripts
One day right after New Year 2020, I was
so motivated to make a video that
compares the project manager with the
Scrum Master. I kept on getting
questions from project managers about
the differences between project manager
and Scrum Master. So I made that video
mainly to help project managers who want
to be a Scrum Master. But surprisingly,
until today that video has been viewed
more than 30000 times. That is just
beyond my expectation. In today's video
folks
let's talk about the elephant in the
room. This is not going to be fun for me.
I know the whole universe is going to
frown upon me for telling the brutal
truth in this video.
But I have to say it. Do we still need
project managers when using Scrum.
If you've been following my channel for
a while, I think the answer is quite
obvious right?
But if you're ready to open up your mind
and unlearn. Stick around folks for my
explanation right after this one.
So whenever I was in a meeting room and
said that the Scrum team does not need a
project manager, there's always someone
in the room who will be defensive and
find a justification why the Scrum team
still needs a project manager. Managing
the project will be overwhelming for the
team they're just executors,
just let them write codes, that's what
they're paid for. Why would we want them to
manage your project. Well we can't trust
the Scrum team to manage the budget, it's
too much accountability for them. How can
we ensure that we don't go over budget
if we put the accountability to manage
the budget to the Scrum team? Do you
know how much effort it is to manage a
project? Don't underestimate this. The
amount of details that you need to pay
attention to in a project, do you know
how much effort that I need to go
through to pass that certification in
project management? And now you want the
team, the Scrum team,
the lowest entity in the company to
manage a project? Are you kidding me?
And of course there are many more
justifications that people will say. Now
check this out... this is what's
interesting about Scrum. Scrum is based
on trust rather than coming up with
justifications that undermine the Scrum
team. I prefer leveraging the Scrum team
to be more trustworthy with handling the
budget. I also prefer mentoring the Scrum
team to be more competent with managing
the whole product delivery from the
start to the end. With trust and
empowerment I know the Scrum team is
able to do it because I've seen it
happen. A lot of companies out there in
another universe misuse Scrum as a
micromanagement tool.
Some people like using Scrum as a
micromanagement tool. It makes them
feel like they're in control.
But on the flip side developers hate it
when Scrum is used as a micromanagement
tool. Scrum believes that you do not need
to manage smart people. You inspire them
with goals and visions. Rather than
managing the Scrum team, you should
tickle their imagination and their
intelligence. Adding more layers who
manage the Scrum team will weaken
self-management itself. And it does not
encourage the Scrum team to have
ownership with the product they're
developing. So rather than adding project
managers to the Scrum team I personally
prefer removing any obstacles in the way
so the Scrum team can be nimble and the
value delivery to the customer can be
faster. As we have read from Scrum guide,
Scrum is also based on lean thinking.
Scrum strives to keep the framework as
simple as possible but yet sufficient
enough for delivering value to the
customers. If the project management
activities are seen as overwhelming for
the Scrum team, perhaps we should ask
ourselves whether those project
management activities actually add value
for the customer
or it's actually just a waste. Rather
than adding more project management
activities, I prefer making the whole
status of the product delivery
transparent through automation. And yes
these days it's doable. The stakeholders
and the senior management should be able
to look at all of the progress reports
on the fly without having to ask it from
a certain individual. In today's video, I
will also answer iapan's question that
he left on my youtube channel about how
the project management activities are
distributed in the whole Scrum team. Now
rather than telling people, I personally
like facilitating this exercise that
maps out the project management
activities to accountabilities in Scrum.
Because that way people in the company
know that the Scrum team can do all the
activities that project managers do and
people know that the Scrum team does not
need a project manager. So when doing
this exercise in a company, I start with
asking people in the room to come up
with lists of activities that the
project managers do on several sticky
notes. I will then ask them: "who in the
Scrum team are able to do those
activities.?" All right folks let's go to
our virtual board here, we will map out
all of the activities that project
managers do and let's see who in a Scrum
team can and should do these activities.
Okay let's start with the first activity.
Tracking progress .. So in project
management, it's the project manager's
job to track the progress of the project.
In Scrum this is split into two. The
progress towards the product goal is
tracked by the Product Owner while the
progress within the Sprint towards the
Sprint goal is tracked by the developers.
Now folks, there are quite a few videos
on youtube that say tracking the Sprint
progress is the Scrum Master's
responsibility. And I can tell you that
is totally wrong .. anything that happens
in the Sprint is the developer's
responsibility. Now in relation to
tracking progress, let's move on to the
next activity in project management that
is reporting the progress to the senior
management and other stakeholders. In
project management, it is the project
manager's responsibility to report the
whole progress of the project to the
stakeholders and the senior management.
Now as the Product Owner is the one
responsible to track progress towards
the product goal in Scrum, it is the
Product Owner's responsibility to report
the whole progress towards the product
goal to the senior management and also
to the stakeholders. As the company's
understanding about Scrum improves the
company should move away from getting
progress reports from an individual
towards getting the progress report by
attending the Sprint review. Attending
the Sprint review would cut down
excessive activities done by the Product
Owner. All right folks, now let's move on
to the next activity that the project
managers do that is engaging the
stakeholders
in Scrum.
Everyone in the Scrum team can engage
the stakeholders. The Product Owner, the
Scrum Master and even the developers can
communicate directly to the stakeholders.
In fact, the developers are empowered to
get clarification for unclear product
backlog items directly to the end user
without going through the Scrum Master
or the Product Owner. Now let's move on
to the next activity ... breaking down the
work into small pieces. In project
management, the project manager is the
one responsible to break down the work
items and also create the work breakdown
structure or known as the WBS.
The project manager is also the one
responsible to define the technical
dependencies within the project. In Scrum,
breaking and refining the product
backlog items is a collaborative effort
between the Product Owner, the Scrum
Master and also the developers. Now I
have already made a video about product
backlog refinement on this channel, go
find and watch that video if you haven't
already watched it.
Now when it comes to defining the
technical dependencies in the product,
this is the developer's responsibility
because the developers are the one who
has the technical expertise. The next
activity that project managers do is
estimating the work items both in effort
and also in value. So in Scrum estimation
is done collaboratively by the Product
Owner and also the developers the
Product Owner would estimate the value
of each Product Backlog items while the
developers would estimate the effort to
develop those Product Backlog items and
turn it into a usable releasable
increment.
Now let's talk about risks. There are two
types of risks, business opportunity risk
and also technical risk. Now in project
management, the project manager would be
the one who identifies both the
technical risks and also business
opportunity risks. In Scrum, we trust the
developers as professionals who have the
competencies to define the technical
risk and also the technical dependencies
for the product. We also trust the
developers have the capability to define
the technical solution for the product.
Now in Scrum, business risk
identification is done by the Product
Owner. In practice, as a Scrum Master I
like to pair up with the Product Owner
just to challenge their thought process
when defining the business risk because
oftentimes when it comes to identifying
business risk it's also related with
experimentation for seeing future
possibilities looking at the current
market trends. So as a Scrum Master I'm
there to brainstorm and to challenge the
Product Owner's thought process. Now
let's move on to the next project
management activity ... assigning the work
to the developers. In project management,
in many cases, it is the project manager
who assigns the work to the developers. As
Scrum is based on self-management, it is
the developers themselves who assign the
work to themselves. In project management,
the project managers are expected to
manage the stakeholders expectations. Now
in Scrum it is the Product Owner who
manage the stakeholders expectation
because it is the Product Owner who
knows the progress towards the Product Goal
and also the ones managing the budget
for the product development. Now let's
talk about team composition. In project
management, oftentimes the team
composition is defined by the project
manager. In some companies the team
members are given by the line managers
or the upper managers. Now in Scrum the
Scrum team composition is defined
together by the Product Owner, the Scrum
Master and also the developers. The
Product Owner is the one who manage the
budget for the product development, is
the one who comes up with the criteria
from the business perspective and also
the salary threshold for each team
member. The developers is the one who
comes up with technical skill sets and
also the traits that they need for the
team. Now the Scrum Master do not define
the team composition. They are there to
facilitate the conversation between the
Product Owner and also the developers.
The next project management activity,
even though I don't see many project
managers do this, is to develop the
people in the team either through
training, coaching and mentoring. In Scrum
this is clear this is the job of the
Scrum Master. All right, now let's talk
about the next activity that the project
manager is expected to do, that is
performance management. Now based on my
personal opinion, performance management
is somewhat a blanket term that has
different meanings in different
companies. Now from Scrum perspective,
performance management means leveraging
people to be more awesome at what they
do. Now from that perspective, performance
management is the whole Scrum team's
responsibility. The Product Owner is
involved in performance management
because the Product Owner is the one who
knows which team members delivers more
value to the customer. The developers
also do performance management usually
they do this through pair programming,
collaborative, code review
or even during the retrospectives. While
the Scrum Master has an overview about
who is self-managed, the process,
improvement done by the Scrum team and
also the collaboration within the Scrum
team. Now because of this reason, in Scrum
performance appraisal should be a 360
degree review. Sometimes in teams there's
going to be conflicts. In project
management, it is the project manager who
is responsible to resolve conflict. In
Scrum, whenever there are conflicts we
expect the Scrum team members to resolve
it themselves.
If they have hit the ceiling, the Scrum
Master can mediate and facilitate the
conflict because as we have learned from
the 8 Scrum Master hats video that I
have already made, one of the hats the
Scrum Master wears is the facilitator
hat. Alright folks, for the next two
activities I have slightly enhanced it
to be more Scrum oriented as Product
goal and Sprint goal does not exist in
project management. So in project
management, the project manager is the
one who is responsible for creating the
whole project plan and also the project
roadmap. And they usually do this using
Gantt chart. In Scrum it is the whole
Scrum team's responsibility to create
the Product goal and also the roadmap
towards achieving that product goal. This
is done so that the whole Scrum team
will have a shared understanding and
also shared ownership for the process
and also for the product. Besides Product
goal the Scrum team also collaborates to
create the Sprint goal during the Sprint
planning first. Now let's talk about
managing the budget. In project
management, as we all know it is the
project manager who manage the budget
for the project. Now in Scrum, until this
point it should be obvious that it is
the Product Owner who manage the budget
for the product development. Now let's
talk about managing contracts and also
partnerships. In project management it is
the project manager who manage
contracts and partnerships, either with
third-party suppliers or prospective
partners. Now in Scrum it is quite
obvious, as the Product Owner who is
entrepreneurial in the Scrum team,
they're the ones who manage contracts
and also partnerships with third-party
suppliers and also prospective partners.
Now let's talk about impediments. In
project management, the project manager
are expected to remove impediments. Scrum
guide mentioned that the Scrum Master
caused the removal of the impediments,
which means the Scrum Master does not
need to remove it but can have someone
else to remove that impediment. We have
to remember that the Scrum Master is a
leadership position. This is not an
administrative or a secretarial position.
The Scrum Master is the one who removes
organisational or enterprise scale
impediments, while the developers are
empowered to remove any technical
impediments because they are the ones
who have the technical expertise. And the
last activity on my list here is
managing continuous improvement. In many
cases the project managers are expected
to manage continuous improvement in the
project. Now in Scrum this is done
collaboratively by the whole Scrum team.
In Scrum, continuous improvement is not
just one person's responsibility. As the
one with the budget, the Product Owner
needs to manage which improvements needs
to be implemented first. The developers
may also come with improvements from
technical perspective. And the Scrum
Master can also bring in their
perspective from a whole corporate
structure and also process perspective.
So i think in general those are all of
the project management activities mapped
out to the accountabilities in Scrum. Yes
of course there would be more project
management activities that we can put on
this list.
Some companies have more project
management activities on their list
while some do not do the activities on
the list that I have here. The purpose of
this exercise is to show people in the
company how all of the project
management activities can actually be
done by the whole Scrum team rather than
just by one person like the project
manager or the program manager or the
portfolio manager. I personally believe
there aren't any project management
activities that can't be done by any of
the Scrum team members. The Product Owner
can do it. The Scrum Master can do it.
Even the developers can do it. Some
activities are done collaboratively. Some
activities are done only by the
developer and the Product Owner. Some
activities are done by the Scrum
<aster and the Product Owner. The spirit
in Scrum is, the whole Scrum team will
collaborate and will self-manage to do
all of the activities for delivering
value to the customer. Now as you have
just seen, most of the project management
activities are done by the Product Owner.
And here's what's interesting
some companies from another universe
ended up having product proxies rather
than Product Owners because all of the
things that should be managed by the
Product Owner are managed by the project
manager. It sounds like a paradox isn't
it? A Product Owner who does not have
ownership with the product. Scrum Master
as you can see on this mapping is also
interesting. In the scope of the whole
product development process the Scrum
Master may seem not having much
contribution compared to the developers
and the Product Owner. And even when
they're involved they will actually
brainstorm facilitate the discussion
between the Product Owner and the
developers and also challenge the Scrum
team's thought process. Unlike popular
misbelief, the Scrum Master cannot
actually be mapped to project manager
because the Scrum Master is the
leadership position that has a scope
beyond just the Scrum team. As you have
watched on my previous video much of the
work the Scrum Master does is about
making systemic changes that will
improve the whole company's level of
agility. And also as you have read on
Scrum guide one of those works outside
of the Scrum team is advising the senior
management how to scale out Scrum
throughout the company with minimum
level of resistance. Some of the best
Scrum Masters I have worked with
actually work at the enterprise level
and report to the senior management. And
because Scrum is about product
development rather than project
management, the Scrum Master's
accountabilities extend beyond just the
project lifecycle. Because product
lifecycle is much longer than project
lifecycle. To get the most out of Scrum,
start moving away from project
perspectives into product perspectives.
Go find my video on this channel that
explains the differences between project
perspective and product perspective, if
you haven't watched it already. Because
Scrum is based on whole team
accountability, all of these activities
are distributed across the whole Scrum
team. And hear me out ... the whole Scrum
team can do all of these activities. The
key is trust. Paradox is expecting the
Scrum team to self-manage but yet still
having a project manager to manage them.
Well this has been a long video and it
sounds more like a podcast now. I will
just end it here and I hope I get my
point across through this video. Thank
you for still keeping an open mind until
the end of today's video folks. If you
don't like hearing what's been mentioned
in this video I can totally understand
that. But let me tell you this ... everything
that i have just mentioned on this video
is based on my personal experience
working with several awesome clients. So
it can be done if people in the company
are open to unlearning. You may feel that
when you're unlearning you will lose
everything that you already know but by
unlearning you will actually gain more
than you lose. Now for those of you who
found insights in this video hopefully
after watching today's video you will
create a list of action items to make
information in your company more
transparent through automation, to remove
activities that do not add value for
your customers and most importantly
action items to make your Scrum team
more awesome in continuous value
delivery. If you liked today's video
folks, you can click that like button
down below and don't forget to subscribe
to this channel folks. I will see you in
my next video ... Enjoy the rest of your day.
Now deliver something amazing to your
customers.
Bye now.
Посмотреть больше похожих видео
Scrum vs Kanban - What's the Difference?
Scrum Essentials in Under 10 Minutes
Intro to Project Management | Google Project Management Certificate
Scrum Explained Under 20 Mins | What Is Scrum? | Scrum Master Training Tutorial | Simplilearn
Communicating and Working with Stakeholders | Google Project Management Certificate
Azure DevOps Boards for Project Managers / Analyst (VSTS/ TFS) for beginners - Step by Step.
5.0 / 5 (0 votes)