There’s no definitive answer to this question, as a successful project requires both a skilled project manager and capable developers.

First and foremost, the right person needs to be assigned to the right role. For a project manager, success depends on skills like leadership, organizational ability, and relevant experience.

For developers, the skill level must match the project's complexity, and factors like team stability and capacity for teamwork are equally important (see the Tuckman Ladder model). Ideally, a stable team is maintained, and all necessary skills are covered to ensure success.

You could have an exceptionally talented project manager, but if they don’t have the right team members, it can severely impact the project.

So, my answer is: the most important party is whoever is responsible for assembling the team and selecting the project manager. This is not necessarily the project manager but could be a supervisor or a board making those decisions.

Hi ​@Daniel Strassenburg! I agree with you, there’s no definite answer to this question, and I really like you mentioning that the person assembling the team might be the most important one, since it’s the one trying to find all the right people for a project. Interesting. 

Have you  been in charge of putting a team together? 

IMO, it’s not something that could be put on a measurement matrix as these roles are not competing but complementary. Each role has unique responsibilities and contributes significantly to the project's success, depending on the phase and nature of the project. Both roles have their own expertise and excel in what they do.

For sure, Project Managers often have to take on the 'herding cats' job early on—ensuring the team aligns, processes are established, and priorities are clear. However, once the team becomes self-sufficient and disciplined, Project Managers can shift focus to their core responsibilities, such as reporting, invoicing, pricing, managing timesheets, steering committee communication, and ensuring deliverables are on track.

That said, I’ve noticed a growing trend toward techno-managerial roles, where tools and automation are leveraged to handle some traditional Project Manager responsibilities. With the right tools and a well-structured setup, certain tasks like reporting, monitoring progress, and even resource allocation can be streamlined, reducing the manual effort needed. This allows Project Managers to focus more on strategic aspects and less on routine operations.

It’s also worth mentioning Scrum Masters, especially in agile setups. Sometimes, the role of a Scrum Master is taken on by a team member who switches hats during different ceremonies, such as stand-ups, sprint reviews, or retrospectives. This can work effectively when the individual has the ability to context switch seamlessly and remains efficient without getting biased by their core expertise (e.g., being a developer or tester). However, this approach requires careful consideration—it works best when the individual is skilled and genuinely capable of balancing these responsibilities. Otherwise, it can lead to inefficiencies or decisions skewed by their primary role rather than the Scrum Master perspective.

Lastly, it’s important to highlight that success doesn’t rest on these two roles alone. Other roles, like Architects, Testers, Business Analysts (BA), Product Owners (PO), and support teams, play equally critical parts. For instance:

• Architects ensure the solution aligns with technical standards and future scalability.
• Testers uphold quality by ensuring deliverables meet expectations.
• BAs and POs bridge the gap between business needs and technical execution, keeping the team aligned with stakeholder expectations.

Ultimately, successful project delivery requires balance and collaboration among all roles. Each brings unique skills and expertise to the table, and it’s this synergy—along with the ability to adapt roles and responsibilities intelligently—that drives the project forward.

A great answer and very complete ​@Pankaj!  Have you been a Scrum master or project leader yourself? What position did you find more challenging?

Thanks ​@Lily 
 

Yes, In my career, I’ve had the opportunity to wear multiple hats on the same project, such as Solution Architect, Technical Lead, and Scrum Master. While it was undoubtedly a challenge, it was also a rewarding experience. Based on the project’s success and the positive feedback from clients and peers, I can confidently say that I did justice to the responsibilities entrusted to me.

Now, the fun part—yes, there were challenges. Each role required a different level of expertise, and context-switching between them was not always easy. Some specific challenges I encountered included:

1. Avoiding Bias:

   • As an architect and a technical expert, it was tempting to step in and drive decisions. However, I had to consciously let the team take ownership, even if it meant allowing them to make small, non-critical mistakes. This approach helped build their confidence and encouraged self-sufficiency.

2. Balancing Responsibilities:

   • Juggling leadership, technical problem-solving, and Scrum Master duties (like facilitating ceremonies) often required prioritizing tasks while ensuring no aspect was neglected.

3. Maintaining Focus:

   • Switching from technical deep dives as a Solution Architect to facilitating team discussions as a Scrum Master was challenging. Staying present and effective in both roles demanded a lot of mental agility.

4. Time Management:

   • Managing time effectively to address architectural challenges, support the team, and fulfill Scrum Master responsibilities without burnout was crucial.

On the positive side, wearing multiple hats provided some unique advantages:

1. Streamlined Communication:

   • I didn’t have to wait for answers from others when it came to key areas like estimates, complexity, or architectural decisions. This autonomy made it easier to maintain momentum and reduce bottlenecks.

2. Deeper Understanding:

   • Being involved across different roles gave me a 360-degree view of the project, helping me anticipate challenges and proactively address them.

3. Team Empowerment:

   • Guiding the team to become self-sufficient while overseeing delivery ensured a healthy balance of control and trust.

4. Faster Decision-Making:

   • Having technical expertise and leadership responsibilities in one place allowed for quicker and more informed decisions, keeping the project on track.

5. Adaptability:

   • The experience honed my ability to adapt and thrive in dynamic environments, a skill that continues to serve me in other projects.

In retrospect, both the challenges and positives contributed significantly to my growth.