Cross Functional Teams
The Scrum team is cross-functional and self-directed. This team style is highly focused on the achievement of the Sprint goals. A cross-functional team is one that has the skills and knowledge needed to complete the development work in the Sprints. A self-organized team is one that is fully responsible for determining how to complete their own work without direction from outside of the team. Micromanagement and command-control leadership styles are not appropriate for Scrum teams.
Customer Value-Based Prioritization
Requirements (user stories) prioritization is based on the amount of value that can be delivered to the customer. When a Scrum project starts, a Prioritized Product Backlog is created. As changes are requested and approved, requirements are then reprioritized. When new or modified requirements are placed into the Product Backlog, they are evaluated during the prioritization process. If the requirement has a higher value then the existing requirements in the product backlog, it is placed relative to its perceived level of customer value.
This way, flexibility is achieved based on the customer’s value-based prioritization needs. The Prioritized Product Backlog is where changes are integrated. To be clear, new requirements and changes to the Product Backlog can lower the priority of existing requirements. This activity will result in lower priority items to be implemented at later time frames. High value requirements should always be worked on earlier than those of lower value.
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