The traditionalists are starting to be quite dangerous in the hostile “take over” of Agile and Scrum (Kanban can’t be far behind).
In this post Glen tries to tell us that it is ok to call “project management” what we do in a Scrum (f. ex.) development effort.
Now, that would not be so serious if he did not go and quote the list of activities in the PMBOK and explain that because you are doing those, then you are (by syllogism, one supposes) doing Project Management. Well, it’s not that simple as I try to explain in my comment to this article:
It’s not that simple. One of the biggest changes that Agile brings to the development of software is that, for most (usually) so-called projects, Scrum (or other methods) change the approach to a more continuous work approach, i.e. the work is always ongoing, just the input (requirements) are being managed in a time frame (release).
So, to answer your question (are you doing project management in Scrum?), in many software projects you DON’T have project management, you have WORK management. Nevertheless you have all of the activities you list (except project initiation). Which also shows how useless the list is, because you always have those activities in any endeavour, project or not.
To sum it up. I think that PMBOK is a good read for newbies and people starting in WORK or PROJECT management, just like many other books are, but PMBOK is dangerous in one aspect: it singles out different aspects that should/must be part of every day work. Take the example of Risk management: in Scrum all activities in the process are risk management activities (planning, daily meeting, demo, retrospective…). If you follow PMBOK you get the idea that Risk Management is actually a different activity that may even include different actors/stakeholders. This is BS, pure and simple.
In my opinion PMBOK and the prevailing approaches to Project Management today are simply dangerous and destroy customer/shareholder value.
We need a new paradigm in project/work management and Scrum is a good start!