Forming The Scrum Team
Product owners are often the starting-point of scrum team projects. A product owner may have a specific idea or general vision for what should be accomplished and is responsible or selecting specialists in relevant fields to form a development team. The relevant roles and their impacts on the product owner will be discussed in the following section; followed by cross-functional requirements of a scrum team, things to consider when forming a team, and Bruce W. Tuckman’s (1965) four stages of group formation. This article aims to outline the role of product owners in forming scrum teams.
Roles and their Impacts on Product Owner
Three roles that are important when forming a Scrum Team include the product owner, scrum master, and development team. First, the product owner is responsible for communicating a vision and focuses on the big picture, or product success, by assessing whether final results meet goals and user needs.
Secondly, the Scrum Master provides essential support to the Product Owner through facilitating and encouraging communication and collaboration (backlogs) among all stakeholders. The Scrum Master acts as a bridge between diverse stakeholders to eliminate distractions, issues, and obstacles surrounding the Scrum Team. For example, the Scrum Master may facilitate understanding and functionality of scrum among necessary stakeholders (HR, external departments, etc).
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