Scrum Team
The Scrum team sets the scrum framework apart from other Agile frameworks or traditional development. One way Scrum teams are unique is that they are cross-functional. This means that several different roles work together on the same team. Instead of having development broken up into individual departments, a single team has representatives of every part of the process. Analysts, developers, testers, and other roles all work together in the same place.
Cross-functional teams have numerous benefits. One of the most obvious is how quickly different roles can interact. Instead of waiting on delays in communication between departments, each role can work directly with other roles on the same team. This improves the efficiency and timeliness of communication and allows each role to get back to their own work. If developers have questions, they can go directly to the source and get answers quickly.
Scrum teams are also able to work more closely with stakeholders. In traditional development, customer feedback filters through several layers of a company before developers have any indication of success. Scrum teams have a product owner role, which serves as a representative of stakeholders. The product owner interfaces directly with stakeholders frequently and relays information to the Scrum team regularly. As such, the Scrum team knows what stakeholders think of existing features, and what they want in future pieces.
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