Non-Core Roles
Roles that take a more hands-off approach to Agile software development are called non-core roles. They rarely have a direct impact on the code, but still, have a connection to the process. These roles still have enough involvement that developers will regularly have to work with them.
Stakeholders
As the name implies, stakeholders are anyone who has a stake in the success of a project. Most frequently, this consists of customers and end users. Technically, it also includes core roles such as the Development team and the Product Owner, but roles with titles are called by their name. Stakeholders benefit when a project does well, and features are released on schedule. Likewise, stakeholders suffer when projects encounter problems and fall behind.
Since developers are part of the Scrum team, they are actually stakeholders themselves. However, unlike other stakeholders, developers have an effect on how the project comes along. Being the ones who write code, developers are directly responsible for making sure features make it into a release when they should. In addition to working for the benefit of other stakeholders, developers also work for their own benefit. However, the users and other stakeholders for a project may need to supply information that developers cannot discern on their own. In this case, the Product Owner acts as a liaison for stakeholders. Stakeholder concerns come through the Product Owner, before reaching developers in a form that is useful.
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