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Northlake College Project Management and the Project Manager Discussion

Northlake College Project Management and the Project Manager Discussion

Question Description

Please provide reply to this student’s discussion board question answer post.


For this assignment discuss the role of Project Management and the Project Manager in an agile context. Is “Agile Project Management” an oxymoron? Why or why not? You are welcome to use any additional source you find appropriate for this assignment. Remember to cite and list your references.

Person 1 Rospond:

A project produces unique services or products, it has a start and an end, and a project manager is a person responsible for leading the project. PMI (2017) has a chapter discussing the role of project manager and states that the role is critical to the implementation and the success of the project from the initiating the project until the closing of the project. The project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives” (PMI, 2017, p. 52). Furthermore, a project manager must possess leadership, strategic, and business management (involve the ability to implement and support organization business strategy and to make sure that the projects are meeting them) and technical project management (skills and knowledge to deliver the project to meet its outcomes)– which the PMI calls the PMI Talent Triangle.

Anantatmula (2010, p.16)) does a literature review on project manager roles and responsibilities and concludes the project managers’ common factors: a. defining project goals and project expectations and communicating them clearly to all stakeholders, b. refining team effectiveness to meet the goals of the projects by defining roles and responsibilities of project teams, c. governing project processes by continuously improving project implementations, managing risk, and reducing ambiguity, d. establishing trust and promoting transparency to all stakeholders, e. obtaining support from organization leadership on the project, f. managing project outcomes and controlling project success. Between what PMI defines and Anantamula (2010) literature review paper, it can be concluded that project manager has a strategic and be a central leader for any projects.

The agile framework is more of a mindset with the need to improve the process and product over time to achieve greater customer satisfaction and creating better products with on-time delivery. Findings from the research was done by Corbucci, Goldman, Katayama, Kon, Melo, & Santos (2011) show that the top three reasons for organizations adopting the agile method are to increase productivity, to enhance the ability to manage changing priorities, and to enhance software quality. Thus, it can be concluded that organizations that are adopting an agile framework have the same desire as organizations adopting traditional project management. All want to increase their organizations’ value proposition.

It is easy to spot project managers’ roles and where they reside in traditional project management processes and/or life cycle. A question arose whether agile projects have the same notion about project managers as the traditional projects; since the agile frameworks do not discuss project managers or list the title on their life cycles and/or processes. There are different ways to lead and manage projects. Processes in the traditional or plan-based methodology can be used to lead agile projects. Sometimes people hang up on the names/titles/jargons and they do not review the roles and responsibilities on hand and only make an assumption that there is no project manager in an agile project. Shastri, Hoda, & Amor (2016) state that the project manager role still exists in agile projects, especially when the majority of the team members’ locations are scattered and when the project has large teams. The roles of a project manager in Scrum can be seen in the project owner and scrum master roles and responsibilities. Similar to Scrum, XP also has roles of the traditional project manager with different names, such as coach, consultant, etc (Shastri, 2016).

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