Roles of the Scrum Team
The Scrum Master coordinates the team. If developers or other roles have problems that inhibit their duties, the Scrum Master is the role that handles the issues. This ensures that the Scrum team works at the most efficient rate possible. Developers must understand when to approach the Scrum Master about issues. Similarly, a good Scrum Master should be aware of each team member, and what they might need without always having to make contact. A perceptive Scrum Master anticipates these problems and deals with them quickly. Developers and Scrum Masters work together effectively when they can communicate problems clearly and without wasting time.
The Product Owner represents the customer and manages the product backlog. Because of this duty, Product Owners determine what features developers will work on. Although this process flows only one direction, it is important that developers understand what Product Owners prioritize as important. Developers who work together on a team must then determine who works on which part. When forming the team, it is important that developers accept the authority of the Product Owner in setting priorities, and the Product Owner allows developers to figure out details of programming themselves.
Cross-Functional Teams
Having each of these roles represented in a single group is a concept known as “cross-functional teams.” A team that is cross-functional consists of several people with different skill sets working toward a common goal. Instead of having multiple redundant roles, many cross-functional teams have only one or two members for each duty. As such, it is important that every team member be able to fulfill their roles fully and appropriately.
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