Exploring the Agile Project Manager - A Case Study at Scania R&D

Abstract

Background: Organizations implement agile methodologies with the aim to increase their ability to
respond quickly and adapt to changing environments. Agile transformations include changes in the
organizational structure, processes, and roles. Most agile frameworks and approaches introduce new
leadership roles, such as the scrum master and product owner; however, the project manager role is not
addressed. As the project manager contributes to the success of many project management methods,
researchers call for research to address the agile project manager role. The absence of the project
manager role in agile frameworks has also created uncertainty about if there is a need for the agile
project manager role and what the role should entail for the case company, which is transitioning to
agile.

This single case study explored the agile project manager role at the R&D department YS within
Scania. First, CSFs in agile were identified to provide factors that are important to consider for
understanding the need for the agile project manager role. Then, the need for the agile project manager
and factors that affect the need for the role were explored. Last, the definition of the agile project
manager was explored by investigating the role’s key responsibilities and competencies.

Purpose: The purpose of this thesis is to explore the need and definition of the agile project manager
role at YS.

Research Questions:
RQ1. What are the most prominent critical success factors in agile?
RQ2. What does the need for the agile project manager role look like?
RQ3. How should the agile project manager role be defined?

Methodology: Holistic single case study.

Conclusion: The theoretical and empirical study findings show that no conclusion can be drawn
regarding the general need for the agile project manager role. A discrepancy was identified regarding
sources stating that there is a great need for the role while other sources mean that there is no need for
the role. However, the study found six factors that affect the need for the role:
• Organizational aspects
o Agile organizational maturity
o Organizational structure
• Process aspects
o Hybrid of traditional and agile project management process
• Project aspects
o Level of cross-functional requirements
o Project size
o Project complexity

The study found that the main responsibilities and competencies of the agile project manager
correspond to the traditional project manager. However, an overlap of responsibility areas for the agile
project manager and agile roles was identified, such as coordinating and facilitating communication.
Agile framework competency and servant leadership skills were found to be extra important for a
project manager in an agile setting.

Popular Abstract

As more and more organizations adopt agile principles, project managers might find themselves a bit lost. What is the role of the project manager in the context of self-organizing teams, scrum masters and product owners? Are the project manager’s days numbered?

If your organization is embracing agile methodologies, you might already be familiar with agile principles such as planning in small iterative phases and embracing changes throughout the project management process. Agile is a change method for project management, or for transforming entire organizations.

Organizational change is not a walk in the park. Implementing new processes and roles often raise issues and uncertainties. Organizations can get help along the way using agile frameworks. There are a range of agile methods available to assist. But with the absence of the agile project manager in common agile approaches, as well as the introduction of new agile roles, there is growing confusion about what the normally crucial function of the project manager is in agile organizations.

This master thesis aims to shed some light on the need for and definition of the agile project manager role. The study found that the agile project manager plays an essential role for organizations during their agile transformation journey. Moreover, the agile project manager proves crucial for development efforts that utilize a hybrid approach, combining agile and traditional project management practices. While highly mature agile organizations with minimal reliance on traditional project management practices may not require an agile project manager, the role can still be valuable for large and complex development efforts that demand extensive cross-functional coordination.

For project managers employed at organizations transitioning to agile, it can be reassuring to discover that many of the key responsibilities and competencies of the project manager remain relevant in both traditional and agile settings. However, the study found areas of overlap in responsibilities with agile roles, such as planning and coordinating. Therefore, the agile project manager may find new and valuable collaboration opportunities with agile roles.

Just like traditional project managers, successful agile project managers demonstrate flexibility, strong communication and coordination skills. However, the study revealed that agile project managers can benefit from acquiring new skills such as agile framework competency and servant leadership skills. In summary, the project manager can still play a vital role in contributing to the success of many agile projects. The key difference is that an agile project manager serves and leads the teams, rather than solely managing the project.

• author: Sjöblom, Ebba
• supervisor: Dag Näslund
• organization: Engineering Logistics
• course: MTTM05 20231
• year: 2023
• type: H2 - Master's Degree (Two Years)
• subject: Technology and Engineering
• keywords: critical success factors (CSFs), agile methodology, agile project management, agile project manager, project manager competencies, project manager responsibilities
• report number: 6002
• language: English
• id: 9128492
• date added to LUP: 2023-06-26 22:20:26
• date last changed: 2023-06-26 22:20:26