Facilitating an Effective Development Team
To facilitate an effective development team, the Product Owner needs to unleash creativity and innovation. A good development team is full of variety, and different developers are going to be good at different tasks. One of the core tenants of the Agile Manifesto is the idea that “The best architectures, requirements, and designs emerge from self-organizing teams”. Therefore, the development team will do their best work when allowed to organize themselves appropriately. Any developer can follow explicit instructions to complete an assignment, but they can often come up with a superior or faster option when given room to work with the Product Owner and Scrum Master.
Sharing responsibility across the entire team creates accountability for the project results throughout the team. This shared responsibility helps to increase the feeling of ownership within the team and boost performance. The Product Owner is responsible for ensuring that the product vision and the feature priorities are clearly understood to foster the best performance.
Finally, a Product Owner should improve effectiveness and reliability by implementing strategies, processes, and practices. Don’t force developers to manage, or stakeholders to prioritize the backlog. Allow each part of the team to do what they’re good at, and handle the overarching goal for them.
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