Many project managers will be reluctant to introduce Scrum, at first. Scrum knows no project management role. That role is divided over the three only roles that Scrum knows: The Product Owner, the Scrum Master and the (*drops the bomb*: self-managing) Scrum team.
So if there is no place for a project manager, then what happens to me as a project manager? That completely depends on the organisation, the sizes of the project(s) and the size and workload on the team. It could well be that you become the Scrum Master, guiding the team and organisation to adopt (and adept) Scrum as good as possible and guiding the Product Owners to become and stay Product Owners. Perhaps you become the Product Owner, the organisation’s central point for feedback and feature requests – maintaining all those on a backlog for the team to pick up.
No place for (micro)management. Scrum centralises the individual and the team, they are leading when it comes to deciding what can and what can’t be picked up during this sprint. The team decides what they can and want to commit to. That said, the Product Owner decides which stories on the backlog are priority. The Product Owner makes sure that the stories are complete enough for the development team to pick them up (refinement) (note: the Scrum Master should facilitate and support this process). This is also why it is important that the Product Owner is present at the sprint planning meeting, if and when developers have any questions about a certain story, the Product Owner will be able to clarify and explain and the Product Owner will know if and why a certain story does not get picked up.
The shift to Scrum makes you, a facilitator, as a former project manager. That’s a fact, it doesn’t matter wether you become a Scrum Master or a Product Owner within your organisation. Becoming a facilitator is something that is natural to most project managers, as most project managers already apply basic principals that often function as starting points for the shift in role(s).
Facilitating instead of dictating gives the team power which ultimately leads to better results. The team feels responsible for their commitment and delivery, as they should. You’re not ‘lesser’ for becoming a facilitator. Managing and delivering products and projects has always been a teamgame, the project manager has always been a part of that team, not the leader of that team. Scrum just emphasises that.