The Scrum Master and his relationship with an internal project manager

The Scrum framework includes the Scrum Master, Product Owner, and Development Team roles.

There is no project manager in Scrum. However, many CEOs of software companies also appoint an additional project manager to the team just in case.

In the article, we describe an example situation in which your director appoints a project manager without the necessary real project management knowledge. Your new project manager was only a financial risk manager.

Here is the reaction to the Scrum Master role.

The reaction of the Scrum Master regarding the appointment of the project manager

First I will say to the director that his idea to include James in the team is great and I will thank Ivanov for presenting his professional experience in detail. Reference: “Why use the Scrum framework for your projects?“, https://www.dobrojutro.net/why-use-the-scrum-framework-for-your-projects/

I will tell them briefly about the team, the tasks, and the way of working at the moment:

Our team currently consists of a total of six people – a Senior Project Manager, a Scrum Master and four developers, two of whom are Junior and two are Senior. For organization and tracking of tasks, we use different flexible approaches, mainly in the Scrum management framework. Reference: https://bvop.org/learnagile/scrum/

My role in the team is that of Scrum Master and I am directly responsible for organizing the tasks daily, tracking the work done by the team, and meeting the deadlines.

The senior project manager is responsible for the organization of the overall work process, communication with other units and external vendors to a large extent, the follow-up of all the projects that are being worked on, communication with the senior management, and prioritization according to its requirements.

Developers mainly work on internal developments for the optimization of various processes in the departments at the request of the heads of the relevant units, agreed with the management, or placed directly by the top management.

The work is quite dynamic and varied, the requests are different and numerous, and to maintain our concentration and focus, we have organized the stages of each new product into Sprints, with each Sprint lasting a certain time interval – usually two weeks.

These stages are in a continuous process of iteration, i.e. after the completion of each Sprint, the new one is planned and the organization is repeated for each subsequent one. At the end of each Sprint, we provide a new product or a new added value of the product, depending on the development.

Project inspection is continuous and an integral part of every Sprint and the tools and approaches we use are:

Development planning and distribution of tasks in the team before the start of each stage (Sprint Planning).

During the entire development, we hold daily morning meetings (Daily Scrum), where we track the implementation and discuss difficulties and changes that have arisen.

Periodic review of the work done and the development to date (Sprint Review) within the sprint.

Inspection of what was done during the Sprint, after its completion, and before the start of the next one (Sprint Retrospective).

I and the Senior Project Manager are responsible for continuous tracking of the development increment ie. we inspect and analyze the state of the current development at the specific moment – what was developed in the previous stages and what is currently being worked on.

In short, this is the way of working in our team and I will be happy to also show visually how things happen daily, for this purpose I can show Mr. Ivanov the projects we are currently working on and invite him to participate in one of our morning Daily scrum meetings.

I suppose that Mr. James will suggest other inspection approaches that we can discuss, according to his experience and vision.

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