Overcoming the SM/PM Paradox: A Manifesto-based Approach to Agile Team Leadership

Are you a project manager, a scrum master, or both? As Agile development has become more mainstream, there has been increasing tension between traditional roles and responsibilities and the principles and values of Agile. For example, job descriptions for Scrum Masters often include project management responsibilities, even though the two roles can have distinct and at times competing priorities.

Many agilists are convinced that Agile equals Scrum, and that the Scrum guide must be followed by the letter. However, others are experienced agilists who oppose Scrum altogether, favoring instead a more flexible and adaptive approach. And then there are those of us who believe that these concepts are hard to find in human behavior, and that the reality of Agile development is far more nuanced and situational.

But there is a way to transcend the SM/PM paradox and reconcile the tensions between traditional roles and Agile principles. It starts with a deeper understanding of the Agile Manifesto.

At its core, the Agile Manifesto emphasizes the importance of individuals and interactions, working software, customer collaboration, and responding to change. This means prioritizing the needs of the customer and working closely with them to ensure that their requirements and feedback are integrated into the development process. It also means prioritizing collaboration and communication, both within the development team and with other stakeholders.

The Manifesto emphasizes the importance of responding to change, which requires a willingness to be adaptable and to continuously review and reassess the development process. This may require a shift away from traditional approaches to project management and a greater focus on self-organizing teams and servant leadership.

Adapting the PM role is a key part of overcoming the SM/PM paradox. Traditional PM roles can be rethought in an Agile context to be more like servant leaders, as exemplified in Google's Project Oxygen. Successful PMs in Agile development need to be able to shift styles from directing to supporting and many other stances. This requires a broad set of skills, including both technical expertise and strong interpersonal skills.

Individuals with "M-shaped" skills can be particularly effective in bridging different areas of expertise and perspectives. These individuals can bring a depth of knowledge in a particular area, while also having a broad range of skills and knowledge that allows them to work across multiple domains. This type of individual can be particularly valuable in the SM/PM role, helping to promote collaboration and communication across different areas of the development team.

The SM/PM paradox can be further resolved by emphasizing the importance of psychological safety and diversity of thinking. Successful teams prioritize these values over strict adherence to specific frameworks or methodologies. This requires a willingness to experiment and to continuously review and reassess the development process, in order to identify areas for improvement and to adjust course as needed.

In conclusion, the SM/PM paradox is a real challenge for Agile development, but it can be overcome by prioritizing the core principles and values of the Agile Manifesto, while also remaining adaptable and responsive to the specific needs and context of the project. By emphasizing the importance of collaboration, experimentation, and continuous improvement, teams can transcend the limitations of traditional roles and promote a culture of innovation and success.