Why do (some) PM's make terrible SM's!

Have you ever had the unfortunate experience of working with a Scrum Master that just transitioned over from being a PM? Freshly Certified!

Project management and Scrum mastery, while related, require different skill sets and mindsets. Here are some of the reasons why some project managers might struggle to effectively practice as a scrum master:

Command and Control vs. Servant Leadership: Traditional project management often relies on a command-and-control approach, where the manager directs the team and ensures tasks are completed. In contrast, Scrum Masters adopt a servant-leadership style, focusing on facilitating team collaboration, removing obstacles, and empowering team members. Project managers accustomed to being in control may find it challenging to shift to a more collaborative, empowering role. It is hard for some Projects Manager's to let go of perceived control!

Mindset Shift: Scrum emphasizes adaptability, continuous improvement, and self-organization. Project managers used to following a strict plan may struggle with the iterative and flexible nature of Scrum. Embracing the mindset of inspecting and adapting rather than strictly adhering to a plan can be a significant adjustment for some. I have seen too many iterations being mini waterfall projects, old habits are hard to break!

Role Definition: While both project managers and Scrum Masters are responsible for facilitating project success, their roles differ in focus and scope. Scrum Masters primarily focus on supporting the Scrum team, removing impediments, and ensuring adherence to Scrum principles and practices. Project managers, on the other hand, often have broader responsibilities, including stakeholder management, budgeting, and risk management. Some project managers may struggle to narrow their focus solely on team facilitation and empowerment. Context switching between responsibilities can lead to focusing on the wrong responsibilities!

Lack of Understanding of Agile Principles: Scrum is an Agile framework, and understanding Agile principles is crucial for effective Scrum Masters. They need to embrace concepts such as iterative development, customer collaboration, and responding to change. Project managers without a solid understanding of Agile principles may struggle to implement Scrum effectively, leading to conflicts with Agile values and principles. When you don't truly understand the principals, you find yourself falling back on previous behaviors.

Resistance to Change: Transitioning from traditional project management to Scrum requires a willingness to embrace change and adopt new practices. Some project managers may resist this change, clinging to familiar methodologies and processes. Overcoming resistance to change and embracing new ways of working is essential for success as a Scrum Master. The best scrum masters are the ones who let the team figure out there best practices with minimal direction!

Skills Gap: While project management skills are valuable in the role of a Scrum Master, additional skills such as facilitation, coaching, and conflict resolution are also critical. Project managers who lack these skills or are unwilling to develop them will struggle to excel as Scrum Masters.

None of these pitfalls are fatal but it is important to be mindful of them and if I had to chose one principal, one area to focus on it would be servant leadership. Even seasoned scrum masters will at times display the same bad behaviors and we need to be reminded of our role and principals.