Mapping the role of traditional project manager to Scrum project management roles

As more and more companies are adopting Scrum as preferred project management method over traditional waterfall method, the subject of mapping of the roles is becoming more critical. Probably one of the biggest challenges organizations face when they move to Scrum is where does a Project Manager fit in Scrum?
We are so used to the role of Project Manager that we often forget that it is merely a role which does not specify a position in an organizational hierarchy. The term ‘project manager’ has become so obvious that in organizational set up also people are permanently designated as Project Manager in many organizations. We have to understand the fact that project manager is not a permanent designation in an organization but a role of person in a particular project when he manages that project. A person may have necessary skillsets to manage a project but is not a project manager in that project until he plays the role of the same. The role of a project manager is defined by the responsibilities performed in that project and a named individual (Project Manager) just plays the role. While transitioning to Scrum from Waterfall, we often do the mistake of trying to fit in a named individual (the Project Manager) into different Scrum Roles. Do not try fit in a Project Manager in Scrum project management setup; rather you should map the roles and responsibilities of a traditional project manager with Scrum roles and responsibilities and accordingly a named individual will play the role as per his skillset.
People often try to find synergy between the roles of a traditional Project Manager with that of a Scrum Master. In practice, both are very different. A traditional Waterfall Project Manager works as a manager or leader for the project. He plans, makes decisions and manages the project and is accountable for accomplishing the project objectives. On the other hand, the Scrum Master only works as a facilitator and he or she is at the same hierarchical level as anyone else in the Scrum team. Any person who learns to facilitate Scrum projects can become the Scrum Master for a project or for a sprint.
The duties and responsibilities of a traditional Project Manager have been divided among all the three core roles in a Scrum project. The Guide to the Scrum Body of Knowledge (SBOK^TM) has captured the differences of traditional project management roles and Scrum roles very nicely.

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SCRUMstudy Scrumvideo about Confirming Benefits in Scrum

Confirming Benefits, the Scrum Way
It is not the delivery of project’s outputs that determines the success or failure of a project but the
delivery of the project’s benefits. In this piece of writing, let’s try to understand Scrum’s approach to

realization and confirmation of expected benefits of a project.
Throughout a project, it is important to verify whether benefits are being realized. Whether the
products of a Scrum project are tangible or intangible, appropriate benefit realization planning and
verification techniques are required to confirm that the project deliverables with benefits and value
are being created by the Scrum team members. So a well-structured benefit realization plan helps
the teams map benefits of individual projects to the overall programme and corporate strategic
objectives. This also helps in tracking the identified benefits even after completion of Scrum project
and handover of deliverables
At the beginning of the project, all the project outputs, outcomes and benefits expected by the
user groups and other key stakeholders should be identified and documented. And a means of
measuring benefits, key responsibilities and accountabilities associated with benefits, time of benefit
realization, etc. should also be agreed. At pre-determined intervals, the team should review the
benefit realization plan to assess the status of expected benefits and to incorporate any changes in
the forecast of realization of benefits.
Now, let’s look at some of the ways of confirming benefits. Some useful techniques are use of
prototypes, simulations, workshops, demonstrations etc. Demonstrating prototypes to customers
and simulating their functionalities are commonly used techniques for confirming value. Often,
after using the features or having them demonstrated, customers can more clearly determine
whether the features are adequate and suitable for their needs. They might realize a need for
additional features, or may decide to modify previously defined feature requirements. In product
development, this customer experience has come to be known as IKIWISI (I’ll Know It When I See It).
Through demonstrations or access to early iterations, customers can also evaluate to what degree

the team has successfully interpreted their requirements and met their expectations.
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