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I think one of the most frequent challenges that I see a scrum master turned PM have is that the PM needs to be an authority. As SM you’re typically going through the motions and helping the team, but the team is essentially self-directed. As the PM, you’re the single throat to choke. If team members make a decision that adversely affects the scope or budget, it’s not just as simple as moving things out of the sprint and into the backlog; now you need to address why they did it, deal with the consequences, and in some cases, dole out consequences. While it’s important to have a good relationship with the team, the PM is the accountable party and needs to act with the authority that comes with the position.
I agree with the poster above - learn how to say no effectively is important.
The other thing I would highly recommend is build strong relationships with your team members - protect them when needed. If your team trusts and respects you, they are more likely to deliver and really hear your requests.
Plus, it makes coming to work better when you’ve made connections with people :)