Clear definition of roles, when it comes to a scrum team, is extremely critical. Many companies make the mistake of mixing up such roles and this leads to failing of the project. formação For instance, one of the most common mistakes that virtually every organization makes is to make no difference between the scrum-master and the project manager.
In reality, these two entities are different. They have specific roles to perform and once these “job responsibilities” have been identified and detailed, it can lead to a huge degree of success.
Planning versus assisting
A scrum-master is the facilitator whereas a project manager is the planner. The former is actually a “go-between” when it comes to the customer on one side and the project on the other. But it is the job of the project manager to take all the decisions and to do all the planning that is required for the team and successful project management.
Both these areas require a many different skill set. A scrum chief will never get into the nitty-gritty of managing the team. Whereas, a project manager has to get every piece of information of the same.
Scope of management
Typically, a project manager will get concerned just his project and the way it is accelerating. It is the job of the scrum-master to take a more substantial view of things and act as the communications gateway between the product owner and the project manager.
Doing things like helping to plan and review meetings and describing user experience and even giving feedback about the functionality of the product is the job of a scrum-leader.
Difference in mindset
Some organizations choose a scrum-chief from a pool of project administrators. This isn’t always a successful endeavor because of the difference in mental make-up that is required. Typically, a project manager has to be overly analytical and intensely structured in his approach to work.
Whereas, a scrum Master may have to deal with a lot of fluidity and dynamism to become a successful communicator. Being the mentor to the project, a scrum Master has to be able to take into account building relationships and problem-solving as well. And these are areas that do not lend themselves to a structured approach!
Not taking certain decisions
When it comes to decisions about the product of the project, then the scrum Master will simply not be active in the same. In fact, one of the hallmarks of successful scrum projects is the fact that it is has kept these two individuals completely apart.
Thus, if the scrum Master is talking about product or project decisions then it is not a successful or effective scrum technique.