Succeeding with Agile

Project Managers

On a project using a sequential development process, the project manager has the difficult job of ensuring that the product a customer wants is the one that is developed. To do this, the project manager must try to manage everything about the project, including scope, cost, quality, personnel, communication, risk, procurement, and more. Some of these responsibilities really belong to others. Scope control, for example, rightfully belongs with the customer. No one else is in the position to make the necessary trade-off decisions that will arise during product development, as priorities, team velocity, and market conditions shift. Prioritization is not a static, one-time, all-at-the-start activity that can be managed by a project ...