A problem cannot be solved by the same level of thinking that created it

One of the thorniest problems in the transition to agile software development is finding the right role for a traditional project manager. Here are some of the prevalent options and attitudes:

Strong management is absolutely critical to the successful adoption and application of agile methodologies.

"Underperformers take an inordinate amount of energy to manage," says Jim Bolton, CEO of Ridge Associates, a communications consulting firm. "You not only have to manage their performance, but, as chronic offenders, they become problems in yourperformance."

Advanced PM strategies: Communication, Amicability, Priorities, Focus time, Skills development, Motivation, Reflection

The best project managers aren’t just organizers – they combine business vision, communication skills, soft management skills and technical savvy with the ability to plan, coordinate, and execute. In essence, they are not just managers – they are leaders.

Let us understand that often our process for dealing with a problem, setting a goal or resolving an issue is flawed.

• That we are repeating old habits, trying to accomplish new tasks with outmoded thinking.
• That we may have the knowledge or the potential to solve the issue but our process boxes us in.

Reflection: Which of these attitudes corresponds with the behaviour seen in your organisation? Is the behaviour of your project manager influenced by the expectations of the organisation? What role do you think your project manager would play in an agile team?