Project Management Institute

Learn before you leap

Transitioning to an agile process like Scrum can be challenging. This article reports how one project manager's organization transitioned to agile quickly and notes how the organization failed to ready all stakeholders for the new standard. It overviews how the new approach required a product owner to spend at least half of his or her work week focused on the project, which exceeded the few hours per week business partners had historically budgeted for status meetings. It also looks at how Scrum has no defined role for the project manager. The article then details how the organization paired project managers with business partners to help them manage their new Scrum-related responsibilities. It also explores how team members were transitioned to their new roles and tasks and how all of the developers received the Manifesto for Agile Software Development. It notes how differing interpretations of this document created problems. The article concludes by identifying how the teams were brought together to a commo
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