The Scrum Roles
Behind every great product made is a great team who toiled hours of craftsmanship together. For software development, the secret sauce to making Agile work is to build a team that upholds the Agile manifesto and principles. Scrum, a popular Agile framework, is built on the three pillars of empiricism: transparency, inspection, and adaptation. Its fact-based, experience-based, and evidence-based approaches to software development helps teams address complex problems together and deliver a product with the highest possible value.
How a Scrum Team Looks Like
The first thing to know about a Scrum team is that it only has three core scrum roles:
● The Product Owner – manages the value of the product being developed
● The Scrum Master – enables the team by coaching them on Scrum practices
● The Development Team – understands the requirements and develops the product
Scrum does not require a project manager, a task manager, or a team leader. It also does not put distinction in the traditional software engineering roles, such as programmer, designer, or analyst. Everyone has collective ownership over what they committed together to finish within a sprint and a release. Being a typically small team of five to nine people makes collaboration more manageable. If a project will require more people, they will be divided into several Scrum teams and will hold Scrum of Scrum meetings for coordination.
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