敏捷方法的引入旨在建立快速响应客户需求﹑持续提升产品价值
的软件研发能力。但随着新方法的引入，项目经理的角色定位和管理
要求都产生了很大的变化，而关于项目经理在敏捷开发中的职能贡献
成为了在爱立信内部敏捷方法实施中的一大困惑。
为了回答这一困惑，本文先介绍了敏捷开发模式和两种不同的项
目管理效率（资源效率和流程效率），并通过瀑布式研发和敏捷开发
的比较构建出以流程效率驱动为基础﹑价值驱动为目的项目经理贡献
度模型。并以爱立信为实例，分析了该模型在实践中的效用，并论证
了项目经理在敏捷开发模式中存在的价值和不可取代的地位。
本文最后展望了敏捷项目经理在实现企业级敏捷的愿景，并坚信
敏捷项目经理将在其它敏捷项目（非研发项目）的实施中也能够大放
异彩。
关键词: 敏捷方法，价值驱动，流程效率驱动，项目经理贡献度模型THE CONTRIBUTION OF PROJECT MANAGER IN
AGILE DEVELOPMENT: A CASE STUDY OF
ERICSSON
ABSTRACT
In 2008, Ericsson as the world's leading telecommunications operators
to provide equipment and services provider, introduced the Agile methods to
Global R&D departments, in order to closely follow the market development
and meet the increasingly customers demand.
The introduction of agile methods in Ericsson aims to establish software
development capabilities to rapidly response to changes in customers’
demand, continually improve the value of products. With new ways of
workings being introduced, the role of project managers and management
requirement has been changed a lot. The contribution of project managers
has been one of confusions during the agile implementation in Ericsson.
In order to answer above confusion, the article first introduces the
concept of agile models, and two kinds of efficiency (resource efficiency
and process efficiency). And then it builds one the contribution of project
manager in Agile which is based on flow efficiency and value driven as
direction, after waterfall and agile development of comparative research.
More importantly, the article illustrates the real practices in Ericsson in order
to analysis the effectiveness of this model and demonstrates the project
manager’s existing value in an agile and irreplaceable responsibility.
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