傳統的項目經理在敏捷開發中怎麼弄？

 

很是好的一篇文章，爲了本身學習和方便你們，翻譯了一下~~

 

Who handles conventional project manager duties in agile development?

在敏捷開發中誰來分擔傳統項目經理的責任？

Traditional project managers usually take on a great deal of responsibility. They are responsible for managing scope, cost, quality, personnel, communication, risk, procurement and more.

傳統的項目經理擔負着巨大的責任，比方項目的範圍，預算，質量，交流，風險，採購和其它。

Agile project management often puts the traditional project manager in a difficult position. He or she is told, for example, to make scope/schedule tradeoff decisions knowing that a product manager or customer might second-guess those decisions if the project goes poorly.

敏捷項目管理使得傳統的項目經理常常水土不服。舉個例子，他或她常常被叫來對項目範圍/時間表之間作權衡決策，由於產品經理或客戶在項目運行不佳時，可能會猶豫之前作的決定。

Agile acknowledges this difficult position, and distributes the traditional project manager's responsibilities. What is agile about this new paradigm is that many of these duties, such as task assignment and day-to-day project decisions revert back to the team where they rightfully belong.

敏捷認可這個複雜的狀況，用分散項目經理的責任方式解決。敏捷的新模式是，工做分配和每日的項目決策迴歸到了團隊手中，而這些原本就應該是團隊來決定的。

Responsibility for scope and schedule tradeoff goes to the product owner. Quality management becomes a responsibility shared among the team, a product owner and Scrum Master. Other traditional tasks are distributed as well among a team’s agile project management roles.

項目範圍和責任歸於產品負責人負責。質量管理被團隊成員，產品負責人和Scrum Master共同承擔。其它一些傳統的任務也被敏捷項目管理中的角色分擔。

 

 

 

Do agile projects scale with agile project management?

敏捷項目是否按敏捷項目管理進行規模化？

Agile processes like Scrum are definitely scalable. While the typical agile project has between five and 20 people across one to three teams, agile implementation has been successful on projects with 200 to 500 – even 1,000 people.

敏捷流程，例如Scrum，固然是可伸縮的，雖然典型的敏捷項目通常是5~20人，1~3個團隊，敏捷也在200~500，更甚至是1000人的項目中成功實施

As you might expect, projects of that size must introduce more points of coordination and agile project management than small-scale implementation.

你可能會認爲，大型項目比小想項目可能須要更多的協做

To coordinate the work of many teams, larger projects sometimes include a role called 「project manager.」 While involving someone on the project with this title or background can be very helpful, we need to be careful of the baggage associated with the project manager title.

爲了多團隊的工做協做，大型項目常常會引入一個叫作「項目經理」的角色。固然在項目中引入這個角色和相關背景的人頗有幫助，只是咱們須要注意一下項目經理這個頭銜和他應該負責的事情

Even on a very large agile project, the team will still do much of the project management. For example, teams decide how to allocate tasks, not a project manager; so the project manager role becomes more of a project coordinator.

即便在很大型的敏捷項目中，團隊自己仍是作不少項目管理的工做。好比：團隊決定怎麼分配任務而不是項目經理，所以項目經理角色更像是項目協調員

Duties would include allocating and tracking the budget; communicating with outside stakeholders, contractors and others; maintaining the risk census with guidance from the teams, Scrum Masters and product owners; and so on. This is a true agile project management role.

 任務將會是分配和跟蹤項目預算；與外部項目干係人，合做商以及其餘人交流；根據團隊，Scrum masters和產品負責人的引導來維護風險列表；以及其它。這纔是真正敏捷項目管理的角色

 

原文出處：https://www.mountaingoatsoftware.com/agile/agile-project-management