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:
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