传统的项目经理在敏捷开发中怎么弄？

非常好的一篇文章，为了自己学习和方便大家，翻译了一下~~

Who handles conventional project manager duties in agile development?

在敏捷开发中谁来分担传统项目经理的责任？

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.

传统的项目经理担负着巨大的责任，比方项目的范围，预算，质量，交流，风险，采购和其它。

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.

敏捷项目管理使得传统的项目经理经常水土不服。举个例子，他或她经常被叫来对项目范围/时间表之间做权衡决策，因为产品经理或客户在项目运行不佳时，可能会犹豫以前做的决定。

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.

敏捷承认这个复杂的情况，用分散项目经理的责任方式解决。敏捷的新模式是，工作分配和每日的项目决策回归到了团队手中，而这些本来就应该是团队来决定的。

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.

项目范围和责任归于产品负责人负责。质量管理被团队成员，产品负责人和Scrum Master共同承担。其它一些传统的任务也被敏捷项目管理中的角色分担。

Do agile projects scale with agile project management?

敏捷项目是否按敏捷项目管理进行规模化？

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，当然是可伸缩的，虽然典型的敏捷项目一般是5~20人，1~3个团队，敏捷也在200~500，更甚至是1000人的项目中成功实施

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

你可能会认为，大型项目比小想项目可能需要更多的协作

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.

为了多团队的工作协作，大型项目经常会引入一个叫做“项目经理”的角色。当然在项目中引入这个角色和相关背景的人很有帮助，只是我们需要注意一下项目经理这个头衔和他应该负责的事情

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.

即使在很大型的敏捷项目中，团队本身还是做很多项目管理的工作。比如：团队决定怎么分配任务而不是项目经理，因此项目经理角色更像是项目协调员

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.

任务将会是分配和跟踪项目预算；与外部项目干系人，合作商以及其他人交流；根据团队，Scrum masters和产品负责人的引导来维护风险列表；以及其它。这才是真正敏捷项目管理的角色

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