The Scrum Framework — Second Edition

This chapter retains the second edition’s historical and practical teaching context. The third-edition curriculum is also available in the contents below.

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How does the Scrum Framework work without a Project Manager? - International Scrum Institute

In a traditional project, a product manager often defines requirements and a project manager coordinates their implementation.

The Scrum Framework does not define a “project manager” in the classical sense although these activities are of course required. In Scrum, those responsibilities are distributed among the Product Owner, Scrum Master, and developers rather than assigned to a separate Scrum project-manager role.

The Product Owner provides clear accountability for product value and Product Backlog decisions, including the product priorities that inform release planning and cost trade-offs. This avoids conflicting directions from a separate content owner and project manager. Planning still requires collaboration: the developers decide how to do the work, and the Scrum Master supports effective Scrum practice.

The Scrum Master may support activities that a traditional project manager previously handled, particularly helping remove impediments and making collaboration effective. The developers, however, own and adapt their Sprint Backlog and track their progress toward the Sprint Goal. Handling these topics within the team supports direct, efficient coordination.