Is Scrum has a role called "project manager"?

In the Scrum framework, there is no specific role called "project manager." Scrum defines three primary roles that collectively make up the Scrum Team: Product Owner, Development Team, Scrum Master.  In the Scrum framework, the absence of a designated role known as a "project manager" is deliberate and reflects Scrum's distinct approach to team collaboration and self-organization. Instead of a project manager, Scrum defines three core roles that collectively form the Scrum Team: the Product Owner, the Development Team, and the Scrum Master.

The Product Owner plays a crucial role in Scrum by representing the stakeholders and ensuring that the team delivers value through the product or project. Their responsibilities include defining and prioritizing the product backlog, communicating requirements, and making decisions regarding the product.

The Development Team, on the other hand, consists of professionals who work together to deliver increments of potentially shippable product functionality at the end of each Sprint. They are responsible for analyzing, designing, developing, testing, and delivering the product, working collaboratively and self-organizing to meet Sprint goals.

The Scrum Master serves as a facilitator and coach for the Scrum Team, ensuring that Scrum principles and practices are understood and followed. They remove impediments, foster collaboration, facilitate meetings such as Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives, and help the team continuously improve.

Scrum's emphasis on collaboration, self-organization, and empowerment means that traditional project management responsibilities are distributed among the Scrum roles rather than centralized in a project manager. This distributed approach fosters a sense of ownership, accountability, and teamwork within the Scrum Team.

Organizations transitioning to Scrum may need to realign their structures, processes, and roles to embrace the collaborative and self-organizing nature of Scrum fully. This may involve redefining roles, empowering teams to make decisions autonomously, promoting transparency and communication, and fostering a culture of continuous improvement and adaptation.

While Scrum does not have a predefined "project manager" role, its framework provides a robust structure and set of principles that enable teams to deliver value effectively, adapt to changing requirements, and continuously improve their processes and outcomes.