Core Roles
Core roles can be understood as the project team, which typically includes roles that are directly involved in daily project tasks, goals, and visions. There are three core roles: the product owner, development team, and scrum master.
Firstly, the product owner is often the visionary of a product or project. They may present an idea and organize a group to work on this idea. They are responsible for maintaining the quality of the product and keeps an eye on the big picture. The Scrum Master should support the product owner’s vision, goals, and backlog management. This can be done through planning products in an empirical environment, translating visions to the scrum team, communicating daily progress to the product owner, and enabling project agility.
Secondly, the development team is self-motivated and focuses on the practical tasks necessary for the development and production of a concept. The Scrum master aids the team by coaching, promoting self-organization, removing barriers, facilitating communication, and communicating with external stakeholders when additional expertise is necessary.
The Scrum Master’s role rests heavily in facilitating these core relations. For example, if the development team and product owner develop misaligned visions as the project transforms, the Scrum Master should take the lead in facilitating cooperation and understanding on both sides. If the development team has computer malfunctions or a lack of equipment, the Scrum Master may take the appropriate measures to solve these issues so that processes can continue and deadlines can be met. Additionally, the Scrum Master is responsible for arranging scrum events (such as daily stand-ups, sprint plans/goals, retrospectives, etc) and should remain aware of the development team’s progress and needs surrounding these events.
The Scrum Master’s role does not end at facilitating relations among the core roles, they must also facilitate and manage relations among non-core roles.
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