Scrum Master
The Scrum Master managed the progress of a project, and ensures that everyone is on pace to finish their own work. Part of this responsibility is making sure that developers leave enough time for testers to adequately test a feature once it is written. If developers write code up to the last day of a sprint, testers might be unable to run through all scenarios and verify that a feature is as bug free as possible. It is the duty of the Scrum Master to determine if a story should split, or if testers or developers should be reallocated from other stories to finish the request in time.
Scrum (Development) Team
The Scrum Team or Development Team is the central entity that produces a working software product. Testers are part of the Scrum Team, so they typically have a very close working relationship with other testers and developers on the team. At the most basic level, testers test what developers code. This dynamic is what drives the entire development process. However, the dynamic between testers and the Scrum Team is much more complex than this simple explanation.
For many teams, testers might have a better working knowledge of how a system works and the intended behavior than developers. Because of this expertise, testers may be able to clear up confusion that developers might have in how a feature integrates with the rest of a product. The testers usually know the intended behavior of a new feature, and understand how it connects with related features. Their test plan may serve as a sort of road map to stories and specifications.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios