Shifting into Agile ways of working also means a complete shift in behaviour, the fundamentals in which people collaborate / deliver, and ultimately a shift in role. It sounds daunting; in many ways it is. You feel like you’re being asked to hit the delete button, on everything you’ve ever been, to meet the demands of Agile.

Believe it or not, you’re more Agile than you think. Simply put, you just haven’t been shown how the skills you already possess as a Project Manager, Business Analyst, Project Admin/Coordinator, Developer, Tester, etc. can be applied in Agile, and what those roles might be.

For a Developer, Tester, UI/UX Designer, or otherwise, the transition may be less inconspicuous, as the actual delivery methods are similar. The primary difference being the whole development lifecycle is compressed into 2-week sprints, with limited and defined goals over an iteration (a group of like-sprints).

The ambiguity lies within the non-development roles; the Project Managers, the Administrators / Coordinators, the Business Analysts, and the like. Depending on which Agile framework you are following (DSDM, Scrum, SAFe), the roles will vary. So, what better way to solve this problem than to provide you with AMO’s guide to transitioning between your current role and Agile. We hope this provides you some clarity… (although not an exhaustive list).


Project Manager
Responsible for the end to end management and delivery of project scope, time and budget.

Both roles oversee the completion of delivery requirements, ensure allotted tasks are being completed and supports the team both up and down the line.

Iteration Manager
Responsibility for the team’s deliverables, resolves issues, acts as an escalation path.

Senior Project Coordinator
Often supports one or many project managers / teams in a range of areas including scheduling, finance and risks.

Both roles coordinate project tasks, help teams when they get stuck, although not responsible for the delivery itself, check statuses, and balance organisational relationships, including creating awareness of what’s coming up.

Scrum Master
Managing the day to day activities of the project team. Manages the Backlog (requirements) and ensures things are on track. Helps drive out issues and ensure alignment across the enterprise and with other dependent teams outside theirs.

Business Analyst
Elicits requirements and acts as an integrator between project and operations, will often support testing and run stakeholder workshops.

Program Manager
Ultimately accountable for what is delivered by the program/projects. Responsible for delivery multiple project teams to delivery a common outcome to time, budget and scope.

Both roles are accountable for what is delivered as they are actively involved from beginning to end and are really the facilitator of inputs and outputs.

Product Owner
Product owners bridge the gap between stakeholders and the delivery teams. Owns the wider implications of any business change from an organisational perspective and defines the vision for the project, and acts as a final arbiter of any disagreements between team members.

Speaking to a lot people, there is fear when it comes to Agile. Often, people are led to believe that they will be out of a job, that they now have to spend a lot of money learning new skills. Know that a lot of your existing capabilities are transferrable and can naturally fit within an Agile environment. Likewise, there is a lot of things people should unlearn if they are to be truly Agile. These include, but are not limited to:

  • Fixed mindset,
  • Lack of curiosity,
  • Rigid and inflexible,
  • One size fits all approach,
  • Not a team player,
  • Unable to adapt quickly, and
  • No sense of urgency.

There are many things that need to be learnt and unlearnt. As long as you’re open to change, are curious and want to learn, willing to fail and be flexible in your approach; you have the starting steps to becoming Agile.