Essential Scrum
Essential Scrum

Chapter 13: Managers

In a world where teams self-organize, is there a place for managers? Absolutely. Even though the Scrum framework doesn’t specifically mention the manager role, managers still play an important part in an agile organization. After all, plenty of non-Scrum roles exist within organizations that are nonetheless crucial to the company’s operations. (Accountant isn’t a Scrum role, but I haven’t met a Scrum team member yet who doesn’t want to get paid!)

In this chapter I discuss the responsibilities of functional-area managers (also called resource managers), such as development managers, QA managers, and art directors, within a Scrum organization. I conclude by discussing the project manager role within a Scrum organization.

This chapter is more immediately relevant to organizations that have functionalarea managers and project managers. If your organization is small and relatively light on managers, you can skip this chapter. However, you will probably still find it valuable to read as it will provide insight that will be necessary later on as your organization grows.

Chapter Contents:

  • Overview
  • Fashioning Teams
    • Define Boundaries
    • Provide a Clear Elevating Goal
    • Form Teams
    • Change Team Composition
    • Empower Teams
  • Nurturing Teams
    • Energize People
    • Develop Competence
    • Provide Functional-Area Leadership
    • Maintain Team Integrity
  • Aligning and Adapting the Environment
    • Promote Agile Values
    • Remove Organizational Impediments
    • Align Internal Groups
    • Align Partners
  • Managing Value-Creation Flow
    • Take a Systems Perspective
    • Manage Economics
    • Monitor Measures and Reports
  • Project Managers
    • Project Management Responsibilities on a Scrum Team
    • Retaining a Separate Project Manager Role
  • Closing