Project Manager vs Scrum Master: what about team management?

The AGILE methodology is changing the role of project managers. How are they adapting and what are the implications for managing IT project teams?

Team Management in an AGILE Organization

The AGILE methodology is based on principles of flexibility, collaboration, and continuous improvement. Within this framework, team management undergoes a fundamental transformation. Teams become more autonomous and self-organized, reducing the need for direct supervision. The traditional role of the project manager, often focused on planning and control, shifts to that of a facilitator and coach.

The project manager must now focus on creating an environment conducive to team efficiency by removing obstacles and ensuring smooth communication between team members and stakeholders.

But what happens when things go wrong within the team?

Should the project manager turned Scrum Master retain HR skills?

As a facilitator, the Scrum Master ensures adherence to AGILE principles and Scrum practices. But should they also take on human resources responsibilities?

Although the Scrum Master is not a direct manager of the team members, they must have human resource management skills to understand team dynamics, handle conflicts, and promote professional development. They should also work closely with HR managers to:

• Align individual development goals with the organization's needs
• Facilitate conflict resolution within the team
• Anticipate and mitigate counterproductive stress within the team, as projects are often under high pressure even though the AGILE methodology aims to minimize it

Indeed, without contact with the Scrum Master, the HR Manager may lack crucial information needed to anticipate and properly manage the AGILE team. A Scrum Master who avoids any HR responsibilities risks facing backlash when things go wrong.

Challenges and Opportunities for Project Managers in an AGILE organization

The transition to an AGILE framework presents both challenges and opportunities for project managers. Among the challenges are the need to shift mindset, move from a managerial role to that of a facilitator, and navigate a less structured and more dynamic environment.

However, this transition also offers significant opportunities. By leveraging their past skills, including HR, project managers can develop new competencies in leadership, change management, and facilitation. They also have the chance to work more closely with teams and stakeholders, and to see more directly the impact of their work on the final product.

Ultimately, this can lead to greater job satisfaction and more successful project outcomes.