Project Manager vs Scrum Team 🤔

Summary

The 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

00:00

🤔 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.

05:02

📊 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.

10:03

🛠️ 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.

15:05

🚀 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.

Keywords

💡Scrum Master

A Scrum Master is a leadership role within the Scrum framework responsible for ensuring that the Scrum team adheres to the Scrum principles. The Scrum Master facilitates meetings, resolves conflicts, and helps remove impediments that might hinder the team's progress. In the video, the speaker emphasizes that the Scrum Master is not equivalent to a project manager, as their role extends beyond just managing the team; they work at an enterprise level to improve the company's agility.

💡Project Manager

A Project Manager traditionally oversees the planning, execution, and closing of a project. They are responsible for managing timelines, budgets, and communication with stakeholders. In the video, the speaker contrasts the role of the Project Manager with that of the Scrum Master, arguing that in a Scrum framework, many of the Project Manager's tasks are distributed among the Scrum team, rendering the Project Manager's role unnecessary.

💡Product Owner

The Product Owner in Scrum is responsible for maximizing the value of the product resulting from the work of the Scrum team. They manage the product backlog, prioritize work items, and ensure that the team delivers value to the customer. The video highlights the Product Owner's accountability in tracking progress, managing the budget, and communicating with stakeholders, roles traditionally held by a Project Manager.

💡Self-management

Self-management refers to the ability of the Scrum team to organize and manage their own work without relying on a higher authority. In Scrum, the team is trusted to assign tasks, track progress, and make decisions collaboratively. The video stresses that adding layers of management, such as a Project Manager, can undermine the team's ability to self-manage.

💡Trust

Trust is a foundational principle in Scrum, where the team is trusted to manage their own work and make decisions that best serve the project's goals. The video discusses how trust in the Scrum team to handle responsibilities like budget management and risk assessment is essential for effective Scrum implementation. Without trust, organizations may misuse Scrum as a micromanagement tool.

💡Lean Thinking

Lean Thinking is a concept that focuses on maximizing value while minimizing waste, often through simplifying processes. In the video, Scrum is described as being based on Lean Thinking, which means keeping the framework as simple as possible while still being sufficient to deliver value. The speaker argues that unnecessary project management activities should be removed if they do not add value to the customer.

💡Product Goal

The Product Goal is a long-term objective for the Scrum team that provides direction and purpose. It is collaboratively created by the entire Scrum team to ensure shared understanding and ownership. The video contrasts this with traditional project management, where the project plan and roadmap are typically created by a Project Manager, and emphasizes the importance of collective ownership in Scrum.

💡Sprint Goal

The Sprint Goal is a short-term objective that the Scrum team aims to achieve within a single Sprint. It guides the team's work and helps ensure that their efforts are aligned with the overall Product Goal. The video highlights that in Scrum, the Sprint Goal is collaboratively set by the team during Sprint Planning, unlike in traditional project management where goals might be dictated by a Project Manager.

💡Micromanagement

Micromanagement refers to the excessive control or attention to detail by a manager. The video criticizes the misuse of Scrum as a micromanagement tool, where managers try to maintain control over the team's work, which can lead to frustration among developers. Instead, Scrum promotes empowering the team and trusting them to manage their work.

💡Continuous Improvement

Continuous Improvement is the ongoing effort to enhance products, services, or processes. In Scrum, this is a collective responsibility of the entire team, rather than being managed by a single individual. The video discusses how continuous improvement should be a collaborative effort, with input from the Product Owner, developers, and Scrum Master to ensure the team constantly improves their value delivery.

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.