Chapter 9 – Managing the Managers

Even though the Scrum framework doesn’t explicitly call out the specific involvement and contribution of senior stakeholders, project sponsors, and other managers, it certainly doesn’t imply that these roles don’t exist or that they’re not integral to the success of our projects.

The following three shortcuts offer a range of options for integrating these senior, high-level roles into the Scrum landscape.

Shortcut 25: Perception Is Reality focuses on managing the perceptions of project sponsors who may be unfamiliar with Scrum. Shortcut 26: Our Lords and Masters suggests an option for aligning multiple ScrumMasters in larger organizations through the proposed Chief ScrumMaster role. Finally, Shortcut 27: Morphing Managers in the Matrix details the efficacy of creating and maintaining a team-centric organizational structure and discusses how project managers and functional managers can still work with Scrum teams.

Shortcut 25: Perception Is Reality

  • Build a Relationship
  • Reference Point
  • Involve Them
  • Keep Them in the Loop
  • Maintain Diplomatic Discipline
  • Remember Who Pays the Bills

Shortcut 26: Our Lords and Masters

  • ScrumMaster versus Chief ScrumMaster
  • Core Functions of the Chief ScrumMaster
  • Core Functions of the ScrumMaster Role
  • A Consistent Ecosystem

Shortcut 27: Morphing Managers in the Matrix

  • Evolving Out of the Matrix
  • Project Managers Aren’t Disappearing
  • The Future of Functional Managers
  • Let’s Be Realistic

Wrap Up

The three shortcuts included in this chapter focus on a selection of tactics, tools, and tips to integrate senior stakeholders into the Scrum landscape. Here’s a recap of what is covered:

Shortcut 25: Perception Is Reality

  • The importance of establishing a fluid working relationship with the project sponsor(s)
  • A helpful approach for generating the product vision: the one-pager
  • Tips for ensuring that project sponsors continue to feel included and kept in the loop

Shortcut 26: Our Lords and Masters

  • Differentiating between the role of the ScrumMaster and that of the Chief ScrumMaster
  • Understanding the core functions of the Chief ScrumMaster
  • Understanding the core functions of the ScrumMaster

Shortcut 27: Morphing Managers in the Matrix

  • Why a team-centric organizational structure is preferable to the typical balanced matrix or functional models
  • Potential options for traditional project managers who don’t wish to transition into one of the core Scrum roles
  • The evolution of the functional manager role

This is only one chapter! See the full table of contents

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