Question: There are three roles defined in Scrum: Team, Product Owner and Scrum Master. There is no project manager, instead the **project manager job is spread across the three roles**. 

For instance:

* **The Scrum Master:** Responsible for the process. Removes impediments.
* **The Product Owner:** Manages and prioritizes the list of work to be done to maximize ROI. Represents all interested parties (customers, stakeholders).
* **The Team:** Self manage its work by estimating and distributing it among themselves. Responsible for meeting their own commitments.

So in Scrum, there is no longer a single person responsible for project success. There is no command-and-control structure in place. That seems to baffle a lot of people, specifically those not used to agile methods, and of course, PM's. 

I'm really interested in this and what your experiences are, as I think this is one of the things that can make or break a Scrum implementation.

***Do you agree with Scrum that a project manager is not needed? Do you think such a role is still required? Why?***

Answer: 
There are a few things that a Project Manager can do that a Scrum Master or Product Owner might not be able to.

* Project Managers usually have extensive experience in running projects (surprise!).
* They are aware of common pitfalls, and can spot them and help head them off before they happen.
* They are usually experienced negotiators, and can support other team members in discussions around deadlines, scope and conflicting requirements (very important if the PO is fairly new in the role).
* They can manage the money. They have the power to hire and fire, and can help if someone on the team is incapable of performing in their role (through arranging training, counselling out, etc).
* They can help ensure that the project fits effectively into a larger programme of work.
* They can get stuff out of the team's way.
* They can help guide company policies to be effective alongside Scrum (for instance, if testers are still being measured by the number of bugs found).
* They can manage governance.
* They can move the furniture.
* Their vocabulary is that of the larger enterprise, and they can discuss the project - and the Scrum approach - in terms of risk, impact, ROI, options and differentiation.
* They can explain to the board why the sudden transparency and occasional news of failure, coming through a sea of green reports, is good and useful to know.
* A good PM can help you feel safe, sound cool and look great.

Scrum doesn't mandate having a PM. But you might want to have one anyway.
I'd be fair and say that in my view what works for me is the Scrum master acting as the Project manager as well. Being a Scrum master isnt a full time job - once the team is mature the scrum master doesnt even need to attend the daily stand ups.  

There are more and more vacancies that I see for a Project Manager/ Scrum Master where companies do not want to differentiate these roles - rather have the same person handle both roles - ie: an Agile project manager.