The Scrum Roles
Scrum is a useful tool for the creation, maintenance, plan, and execution of diverse products and services. The tool consists of important roles, rules, events, and artifacts that create “a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value”.
Scrum Master
The Scrum Master is at the core of project success, They are involved at each stage and helps remove impediments or issues that may hinder success. They are a key promoter and translator of the framework, with a central tasking being to help the scrum team understand the Scrum theory and principles, the scrum practices, rules, and values”. Additionally, one central responsibility of the Scrum Master is maintaining, coordinating, and facilitating communication and /or relations between each of the core and non-core roles.
Roles and their Differences in Scrum Projects
Understanding and applying roles within scrum is central to project success. The roles involved in the scrum process can be categorized into two groups: core and non-core. Briefly, core roles consist of the central and every day involved members of a scrum team, while the non-core roles consist of external persons, organizations, or groups that are interested in or involved in the project but are less hands-on than core members. These roles, and how they are related to the Scrum Master, will be discussed below.
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