“We are going to dissolve the PMO. The Direction wants to take an agile course in the management of the company’s projects, so we are going to change the structure and hire Scrum Masters. ”
I heard this phrase about a year ago, and it left me wondering: Why did the company’s management understand that having a project office was at the expense of managing requirements in an agile way? And why did they think that a Scrum Master could be the “agile” replacement for a Project Manager? What is the future of Project Management, then?
Project Manager: An Obstacle to Agile Management?
My professional journey has been rooted in IT for over 15 years, with a specific focus on project coordination across various methodological models and frameworks (agile, classic, hybrid, etc.). During a conversation about this topic, I presented several arguments. Still, the response was dismissive: “We put more POs and, if necessary, an Agile Coach,” reducing the issue to a simplistic equation: PM = SM + PO + Agile Coach (at x%).
This took me back to an earlier realization, about 7 or 8 years ago, when I first noticed the perceived conflict between “agility” and the role of the Project Manager. I wondered why the PM role was seen as incompatible with an Agile framework and its benefits. Is this role destined to disappear? The job I’m passionate about—could it become obsolete?
Business Darwinism
One reason might be the tendency for new trends to “cannibalize” the old. It’s as if evolution demands that the new must eliminate the old, rejecting coexistence.
Another point is how the word “agile” is perceived by top management. It often translates to a focus on “improving time to market” and reducing costs (“faster”). This interpretation (or misinterpretation, as Cliff Berg in “Agile 2: The Next Iteration” might say) reduces agility to speed and cost-effectiveness, missing the broader principles of trust, self-organization, and iterative improvement that the Agile manifesto emphasizes.
Management vs. Agility
Conceptually, classic project management methodologies do not align directly with the principles of agility. Agile frameworks differentiate themselves from PMI methodologies in significant ways. However, I don’t believe that agility necessitates the elimination of the Project Manager role. On the contrary, a good PM can be a valuable asset to any team.
Projects have evolved, and techniques have adapted, but the need for team leadership focused on results and stakeholder expectations remains crucial. Leaders now need skills that focus on customer experience, empathy, flexibility, and objective-driven management.
The Scrum Master has a reactive role, serving the team that produces the deliverable, while the Project Manager plays an active, proactive role with influence extending beyond the immediate team. Conversely, the PO represents the customer within the project, managing the backlog and ensuring the product meets customer needs.
The Future of Project Management
I believe that Project Managers should adapt rather than reinvent themselves. Today’s PM should not be solely focused on the project plan, wondering which tool to use to recover lost time. Instead, PMs should evolve, combining leadership and team-building skills with a business-oriented approach, staying attuned to team dynamics and external factors.
Frameworks and methodologies will become tools that users can choose from, while routine tasks will be automated. PMs should focus more on outcomes and the value generated, both for business and society.
PMs will be catalysts for transformation, supporting those who bring projects to life and promoting a flexible, innovative culture. They should shield the team, evaluate all aspects of the project, and ensure effective communication with senior management.
A New Era of Project Management
We are transitioning to holistic professionals who integrate various competencies and bring high levels of emotional intelligence. I believe that PMs will orchestrate data, technology, and processes to ensure seamless operation, adding value to companies.
Now, more than ever, PMs need to leverage their management skills to become more Managers than Project managers. They should also develop their soft skills to actively connect with new teams and work methodologies.
In conclusion, it is not yet time to consider the Project Manager role obsolete. On the contrary, as the landscape evolves, so too must the PM, adapting to new challenges and opportunities while continuing to provide indispensable leadership and support.
