For project managers aspiring to become Scrum Masters, understanding the project management Team Performance domain in a different light is crucial. This domain, traditionally associated with the management of project teams, takes on a new dimension in Scrum. It's no longer about directing teams to deliver project outcomes but about fostering a self-managing, cross-functional team that thrives on shared ownership and collaboration.
Potential dangers for project Managers, just picking out two from my experiences
- Command-and-Control Leadership: Project managers are often accustomed to directing team efforts. In Scrum, this approach can hinder the development of a self-managing team, crucial for Scrum effectiveness.
- Fixed Role Mindsets: Traditional project roles can limit the cross-functional and collaborative nature of Scrum Teams. Adhering to rigid roles can prevent team members from contributing to their full potential in various aspects of the initiative.
Useful Experiences and Skills:
- Vision Communication: Your ability to articulate a clear vision and objectives can help in ensuring that all team members are aligned and understand the purpose of the initiative. Especially support your Product Owner with visioning.
- Empowering Team Dynamics: Skills in fostering trust and collaboration are key to building a high-performing Scrum Team. Your experience in empowering teams can be leveraged to promote a culture of shared ownership.
- Interpersonal Skills: Your leadership in applying critical thinking and interpersonal skills can guide the team in adopting suitable approaches to tackle complex challenges in the Scrum environment.
Steps you can take as Project Manager to transition to a professional use of the Scrum framework:
- Promote Shared Ownership: Encourage team members to collectively own the initiative's deliverables and outcomes, moving away from individual ownership.
- Cultivate a Self-Managing Team: Focus on developing a team that trusts each other, collaborates effectively, and feels empowered to make decisions relevant to their work.
- Adapt Leadership Style: Shift from a directive approach to one that supports, mentors, and facilitates the team, recognizing the unique contributions of each member.
Conclusion:
Transitioning to a Scrum Master involves redefining your approach to team management. It's about nurturing a high-performing, self-managing team that embodies shared ownership and diverse leadership skills. Your experiences as a project manager, coupled with a shift in mindset towards the Scrum values, can significantly contribute to this transformation.
Next step:
Reflect on your current team management practices and consider how you can adapt them to foster a thriving Scrum Team.
Exploring this project management aspect within Scrum reveals a complex relationship between project management skills and agile practices which we only just touched upon. Project Managers can bring valuable expertise to a Scrum team, but realizing its full potential only happens when the skills are adapted and applied to each unique Scrum Team’s context.
I hope you find value in these short articles and if you are looking for more clarifications, feel free to take contact.
If you want to take a deeper dive into the concepts we are covering in this blog series, then surely check out our Professional Scrum MasterY workshop.
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Wishing you an inspiring read and a wonderful journey.
Scrum on.
Steven
