The role of the project manager in Agile is often a complicated one. While there is little concrete direction by many of the frameworks, it is often understood that a traditional project manager may often find themselves moving into a Scrum Master or Product Owner role. The intent behind this guidance is clear, there’s no need for a Project Management Office (PMO) where we’re going. I disagree. Let me introduce the Lean PMO.
Tracking Agile Projects is about monitoring the project health, and checking adherence to the schedule is a relatively simple exercise. The amount of work actually completed in an iteration is compared with the amount of work expected to be completed. Differentials are feed back into the amount of work expected to be completed in the future iterations, which has a self corrected effect on the project schedule.
Note that this no longer represents my thinking, but is maintained for posterity and ridicule.
Agile Planning and Estimating covers the activities involved in actually planning how the software being developed is going to be built, splitting up the development into manageable pieces and deciding a schedule for the release. This part of my Agile development guide is based on the excellent book by Mike Cohn, Agile Estimating and Planning.