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How a Scrum Team Looks Like

Non-core Scrum team members are the stakeholders, which is a collective term for customers, users, and executives. They are important in a Scrum project as their feedback is taken into account in shaping the product.

As a Product Owner, understanding the different scrum roles and how they interact with you will help in collaborating better in building a great product together.

The Product Owner

Being the product owner is not an easy feat. As the foundation of project success, they are responsible for setting the vision and helping the team define the work needed to be done. They set the priorities, validate solutions, and verify the quality of the product. They also hold a unique position of being both a customer and a project representative, making it necessary to “fight” on both sides at times. They own the return on investment (ROI) of the product and coordinate the finances needed for product development. The product owner should be able to communicate clearly and be knowledgeable of where the project is in order to steer the team to where they should be.

Interacting with the Scrum Master

The best way to describe what the Scrum Master would be to call them a servant leader. The Scrum Master makes sure that the team understands what Scrum is, what its values are, and how they can use it for their tasks and activities. The Scrum Master also facilitates the removal of project impediments, either by being the catalyst for change or by empowering the team on how to deal with the problems.

Recommended Further Reading

The following materials may assist you in order to get the most out of this course:

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

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