In a Scrum team there is no role of a project manager. Does that mean that project manager jobs will eventually disappear? What is a project manager supposed to do when organization starts to shift over to Scrum?
The Project Management role grew from needs to coordinate in the traditional environments. If the title sticks around, the role still has to change. I've seen PMs take on higher level coordination, become a PO, become a SM or design a new role altogether. This is all depending on your organization, quality of agile adoption and access to coaching. If not thought put carefully you can create duplicated work and unnecessary role confusion.
A year ago I put together a graphic to help some other PMPs with the discussion. Maybe it will also bring you some clarity. This in no way is an exhaustive list or view, just an illustration of how some responsibilities might shift and the importance of understanding how people share roles.
Probably not. The main job of a PM is to drive all the stakeholders in the same direction, which is sometimes more diplomacy and communication than actually project organisation.
Scrum is a methodology to deliver product in accordance with requirements. However, a project is usually not limited to simply delivery a product, it may involve business, communication, strategic planning... aspect in which a PM can still have a real part to play.
In a organization using Scrum, PM can shift from technical to more managerial aspect "representing" the project outside of the development team. It may also sometimes merge/collude with some team management job.
I agree with Valeuf; in our organisation the 'scrummaster' role is taken up by the team-leads. But this is only for more maintenance/support/ small changes kind of work (and they are often working more in a Kanban style)
However, the larger projects often have multiple scrumteams working in parallel, so there remains a lot of project setup work, coordination, budget-follow up, communication with operations teams etc.
Besides the list valeuf has proposed, I would definitley add Risk Management!
If you want to be relevant in the agile world, update your skills. If you want to stay with traditional methodologies, target the right job sectors.
Project Management in the Market
Does it mean that the project manager job eventually will disappear?
Not in the foreseeable future. Project management as a career will be around as long as there are valid business cases for the role. Traditional project management will likely be around for a long time in the manufacturing, construction, and government sectors, and anywhere that modern agile practices are not a good fit.
Agile methodologies are not restricted to IT projects, but in my personal experience I have seen limited uptake in other types of business units. Your mileage may certainly vary.
What is a project manager supposed to do when organization starts to shift over to Scrum?
This seems to be the real heart of your question. You appear to be asking what you should do to prevent your current career path from becoming obsolete. The answer is really no different than any other career in an information economy:
- Maintain market relevance.
- Continually improve your skill set.
- Shift your career goals based on your abilities and market demand.
If your current market segment is "going agile," then educate yourself about agile methodologies and update your skills. If you can't or won't do that, then you'll likely have to shift your career focus towards market segments where traditional project management practices and career progressions remain relevant.
Arguing from analogy, people still make money doing COBOL programming. It's a niche market, but it hasn't died out the way everyone predicted. Even if some new project control hotness comes along in the future that makes both traditional and agile methodologies look old-school, there will likely be areas where those methodologies still apply.
Currently, there are careers to be made in both the agile and traditional project management camps. Which one is best for you is a personal choice; there's no canonical answer that applies to everyone.
I'll let you know which career track is the "best" choice when my crystal ball starts working again, or when the future gets around to becoming the present. In the meantime, good luck!
Despite the hype, there will not be a Scrum world! Scrum has its place, and that place is very specific: Scrum applies where a company has a simple architecture and competes based on its time-to-market ability to deliver user-driven functionality/features.
In any other market, Scrum (pure Scrum) imposes so many constraints that it is neither realistic nor viable.
Think in terms of regulated companies; Companies that don’t compete based on time-to-market, but instead on some other metric; Companies that have proprietary technology; TBTF companies; Companies with a complex architecture; Companies that have long lead times; Companies that have a lock on the market...
The reality is that Scrum is only realistic for the subset of companies that need to compete based on ability to deliver new features in a specific timeframe AND they have an architecture that allows iterative/incremental Agile design.
Fully agree ... "the rumors of my death are greatly exaggerated ..."
The project-manager's role, fundamentally, is to be the liaison between "the project" and "the business."
IMHO, "far more than being a managerial role, this is a communications role." When the business needs to know something about the project, and/or wishes to exert some control over the project to meet business objectives, "the PM, by design, is 'in the Hot Seat!'"
(S)He is: "The Buck-Stopper.™" The go-between. "(S)He is Janus ... the two-headed god." And you seriously do not appreciate what it actually means to live beneath his/her shadow.
This very-essential role of the PM remains the same, no matter how the team chooses to organize itself. (And, the team's internal organization will never eliminate it – nor should it try.)
Changes to the team's internal organization will of course call for changes to the PM's "inward-facing half" of its appointed role, but "never to the other half!" (No, you really don't want to know ...)