Agile Know-How Magazine • Fall 2017
knowing where your place is now that the business is putting
into practice the Agile approach. But maybe your organization
is trying to fit squares into circles.
Your responsibility is then to question your organization’s
approach or your own. Many of us are attached to our roles,
our status. We sometimes have the impression that they define
our identity within the business. In a way, this is true! But on the
other hand, it’s only part of what we are (however admittedly
important since it takes up more than a third of our lives).
Your responsibility is then
to question your organization’s
approach or your own
(PO) role when Scrum is being used. Those who are more
oriented toward human and team dynamics seem to be comfor-
table in the Scrum Master’s role. Finally, some remain Project
Managers and focus more on what is external to the team, that
is, managing external partners (suppliers, other departments,
etc.) and providing support to the PO regarding financial
aspects, for example.
I believe that copying and pasting the positions developed in a
traditional context and with traditional project constraints into
the Agile approach is a mistake. It does not take into account
all the complexity of the situation and much less the fact that
an Agile transition is a shift in paradigm. You fulfill your duties
under the title of Project Manager? Fine! However, I think it is
essential that the scope of the role be revised and adapted to the
Agile paradigm.
What’s my place in the Agile approach?
So I think the question should be: “W