Is PMP Only for Waterfall? Debunking the Myth and the Role of Leadership in Agile

Recently, during a discussion about various managerial styles, I came across an interesting and somewhat startling statement: "PMP (Project Management Professional) is only relevant for Waterfall projects. For Agile, especially Scrum, the only leadership style should be Servant Leadership, no matter the scenario."

This got me thinking deeply, and I’d like to share my perspective on this, particularly for those navigating the evolving landscape of project management.

PMP: Not Just for Waterfall

First, let’s address the claim that PMP is only applicable to Waterfall. It’s a common misconception that PMP is rigidly tied to traditional project management methodologies like Waterfall. Yes, PMP has its roots in structured, plan-driven approaches, but the PMP framework is far more versatile.

Over the years, the Project Management Institute (PMI) has increasingly integrated Agile practices into the PMP curriculum, recognizing that today’s project environments are complex and often require hybrid approaches.

The PMP certification equips project managers with knowledge in various methodologies, including Agile. It emphasizes adaptability, stakeholder management, risk assessment, and continuous improvement, which are all critical to Agile environments. So, it’s simply not accurate to say that PMP is only for Waterfall. In fact, PMP-certified professionals are increasingly leading Agile transformations and hybrid projects across industries.

Is Servant Leadership the Only Approach in Agile?

The next point that struck me is the assertion that in Agile, particularly Scrum, Servant Leadership is the only style that should be adopted in all scenarios. While Servant Leadership is indeed a cornerstone of Agile, it’s important to understand that leadership is not a one-size-fits-all concept.

In Scrum, the Scrum Master typically embodies Servant Leadership—guiding the team, removing impediments, and fostering an environment where the team can be self-managing and high-performing. However, what happens when the team is not mature enough or when Servant Leadership, despite consistent efforts, doesn’t seem to be working?

This is where the flexibility of a project manager or Scrum Master is tested. Insisting on sticking to one style of leadership, even when it’s clearly not effective, could do more harm than good. The effectiveness of Servant Leadership depends largely on the team’s maturity, culture, and context. If a team isn’t responding well to this approach, it’s important to assess whether a different leadership style or strategy might be more suitable.

Should the Approach Change When Servant Leadership Fails?

If the team remains immature or fails to meet objectives despite the consistent application of Servant Leadership principles, a shift in strategy might be necessary. In some cases, a more directive leadership style or even a hybrid approach could be more effective. The Scrum Master or Project Manager might need to take a more hands-on role temporarily, providing clear direction, setting boundaries, or stepping in to mentor the team in areas where they struggle.

The goal of Agile isn’t just to follow frameworks or stick to principles at all costs—it’s to deliver value and continuously improve. Therefore, leaders should remain adaptable, blending different styles based on what the situation demands.

What Defines What Works in Agile?

The conversation about what defines Agile practices and what doesn’t is ongoing, and rightfully so. The Agile Manifesto emphasizes values and principles rather than strict rules. What works for one team may not work for another. The key lies in inspecting and adapting, experimenting with different approaches, and responding to change rather than following a predetermined path.

Leadership in Agile contexts is dynamic.

While frameworks like Scrum advocate for Servant Leadership, it’s up to the leaders to evaluate their effectiveness in real-time. They must be ready to pivot if certain methods are not yielding the desired outcomes. Ultimately, what defines Agile success is the team’s ability to deliver value, respond to change, and continuously improve—not rigid adherence to one style of leadership.

Conclusion:

The idea that PMP is limited to Waterfall or that Servant Leadership is the only valid approach in Agile is outdated and restrictive. The world of project management is evolving, and successful leaders are those who blend methodologies, tailor their leadership styles, and remain adaptable. As project managers, Scrum Masters, or Agile coaches, our focus should be on understanding the needs of our teams, the nature of our projects, and being open to adjusting our approaches to meet those needs effectively.

In the end, there’s no single “right” way—there’s only what works best in your unique context. That’s what true leadership in Agile is all about.