Product Owner
For developers, the Product Owner serves as a filter to make sure only valuable requests reach development. Instead of speaking directly with customers, developers receive requests from the Product Owner. This removes distractions that would otherwise inhibit developers. Furthermore, it makes sure that developers do not waste time on requests that are impractical or less valuable than other features. In the event that a request or user story is not detailed enough, the Product Owner provides more details. If developers need a decision made for product behavior, they may contact the Product Owner to make the decision. If the Product Owner does not have enough information on the matter, they can then contact stakeholders.
Scrum Master
The primary duty of the Scrum Master is to maintain order in the Scrum team. The Scrum Master handles any questions or requests that other roles are uncertain about. This allows roles to get back to their other duties, instead of wasting time searching for answers. However, the Scrum Master should not be the first point of contact for problems. If other team members know who to contact, they should speak with the person directly. In addition to answering questions, the Scrum Master also keeps the daily stand-up meeting on track.
Developers most benefit from the Scrum Master role by being able to focus on their work. For administrative tasks and other issues that do not involve writing code, developers may be wasting valuable time. Unless they can handle the issues easily, it is often better to defer to the Scrum Master, who can more effectively deal with these 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