Scene:
A group of people are developing a product in their organization. They realise that the customers that will use the product may change their minds about what is required. The customers may even change their requirements several times. The development team accept that the end product is difficult to grasp and define. They decide to use Scrum to help them deliver quickly and to be able to respond quickly to changing requirements. They self-organize the development team, boost collaboration in the team and hold daily face-to-face communication meetings.


 

Through our work at Å we meet many teams using Scrum for product development. We deliver workshops and coaching to help Scrum teams succeed. Find balance between structure and flexibility. Better communication with traditional waterfall project management methods. OR maybe we just find out they are using ScrumBut.


 Scrum links and resources:


Diagram showing the Scrum process

1280px-Scrum_process.svg


The official Scrum guide

scrumguide


Video Intro to Scrum


The Scrum master
A common role in agile is that of the Scrum master, who is seen as a servant leader. The Scrum master facilitates and coaches the Scrum process whilst removing impediments identified by the team working at the delivery level. It could be said that there is no equivalent role in PRINCE2. The team manager is the most obvious candidate, but in Scrum and in many agile belief systems the team does not need to be ‘managed’ per se – it needs to be ‘led and coached’. When using agile in a PRINCE2 environment there will need to be a team manager or equivalent who is ultimately accountable for the delivery of a team’s products, but this will need to be handled appropriately.
The Product Owner
Another common and perhaps pivotal role in agile is that of the product owner, and this role is often regarded as the key stakeholder. It is difficult to draw a simple parallel with a PRINCE2 role as it depends on the number of delivery teams involved on a project. Even making a general rule is difficult as there may be many teams with many product owners. The business ambassador role in DSDM is similar to this.

The Project Manager (and team manager)
There is a significant body of opinion in the agile community that suggests there is no longer a need for the project manager role. This view is quite significant and has arisen primarily for two reasons:
There is a view that any work can be carried out and managed as if it were BAU by breaking the work down to a size and a level of certainty that allows it to be handled as routine work.
The term ‘manager’ is regarded as having negative connotations to many in the agile community as it infers a lack of trust in the people who make up the team – the belief being that they do not need a manager as they manage themselves collectively through self-organization.

PRINCE2 and PRINCE2 Agile see the project manager role as essential for a project, although in an agile context the behaviors, relationships and responsibilities may be emphasized differently.