In today’s software delivery organizations, we see three roles as Scrum Master, Project Manager, or Delivery Manager when executing a project/product development/deliveries. What role is best for the betterment of the business and the team? Let’s discuss it.
One of the most vital definitions for the Project manager is keeping the project team on track, on time and on budget, enforcing the process, communicating progress and seeking help from sponsors when the team is blocked.
And Scrum Master is a servant leader who can protect the team from obstacles. Scrum master facilitates all the communication and collaboration between leadership and team players to ensure a successful outcome
Will both above definitions make your organization /project healthy? My suggestion is “NO”, and why I am saying no.
Now the teams focus more on trust, flexibility and coaching instead of roles centred on controls, processes and documentation. If you have carefully evaluated most successful organizations, they have a similar culture like this, and that’s why they are on the ladder up.
Instead of an SM or a PM, the Delivery Manager is conversant with many different methodologies, tools, processes, and techniques and can choose the most suitable to help the team accomplish their objectives as proficiently as possible. The delivery manager’s role is essentially to coach the team to help them define and adapt their process to their own needs, the problem they’re trying to solve, the characteristics of that particular problem, the environment they’re in, even the skill sets in the team.
Let’s see how Delivery Manager can coach the team in the above areas.
Processes
Most software development organizations now follow different processes such as Scrum, Kanban, ScruBan, Lean, TDD, waterfall, etc. However, can we use a single process for all the project/product development? My answer is “No”. Instead of blindly applying a single approach, if you can be open up with your client and the team and understand what value they want to produce, you should be able to come up with a better approach. Before defining a process, understand and evaluate the below components as well.
Understanding the problem
It could be a unique problem you are trying to solve. Therefore, go with an open mind and understand each piece of the problem. Understand what value you could add to the product/team. Visualize the pain team experience, do not try to execute a solution your team is not onboarded. Also, do not implement any solution if both parties can not agree.
The environment
This is an essential parameter. Without knowing the environment you are in and the support you should provide, your involvement will be a waste. Yes, it will be a complete waste. Your client may be looking for a partner who could do what he wants. Or maybe he needs a partner who could educate, inspire or provide directions to them. Therefore, understand the landscape and see how you could involve.
Skillset
If you have done your assessment with the above critical parameters, now you know how you should play your role. Plan accordingly. Understand the skills which you need to plant within the team. Prepare your expectations and discuss them with the team. Introduce new skills which everyone needs, including your client. Finally, implement a mechanism where you can review the objectives.
My suggestion is, only the delivery manager can contribute to the above expectations. The role Delivery Manager defines how it could continuously improve the team contribution.
What do you think?
