scrum roles : scrum master | product owner |team

Saket Bansal

PMP , PMI-ACP, CSM

The Scrum Roles

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3 Core Scrum Roles ( Pigs)

2 Ancillary Scrum Roles (Chickens)

The Chicken & Pig

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Roles committed towards project development in scrum process. They are responsible for product delivery.

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Core Roles- The Pig

Product

Owner

Development

Team Scrum Master

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I never teach my pupils; I only attempt to provide the

conditions in which they can learn. —Albert Einstein

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He is the one who observes

the development team and ensures that the entire team is adhering to the project rules and regulations.

Responsible for enacting Scrum values and practices

Introduces Scrum Roles to the team and make sure that every member comprehends all the roles and functions.

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Ensures the productivity

and smooth functioning of

the time

Acts as a team moderator-

send daily scrum invites,

plans & reviews sprints,

product backlog

management.

The Facilitation of daily

Scrum

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Remove hurdles or any other

external interference hampering

the smooth functioning of the

team.

Coach & Manage Team Members

Shield the team from external

interferences

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Remove the barriers between

development and the Product

Owner so that the Product Owner

directly drives development.

Teach the Product Owner how to

maximize ROI and meet his or

her objectives through Scrum.

Improve the lives of the

development team by facilitating

creativity and empowerment.

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Enable close cooperation across

all roles and functions.

Improve the engineering practices

and tools so that each increment

of functionality is potentially

shippable.

Keep information about the

team’s progress up-to-date and

visible to all parties.

Bulldozer: Helps the team bulldoze impediments to get them

out of the way (Cohn 2005)

Shepherd: Guides the team back to agile practices and

principles when they stray (adapted from Schwaber 2004)

Servant leader: Serves the team rather than the team

serving you(Cohn and Schwaber 2003)

Guardian of quality and performance: Examines both what

theteam produces and how they produce it to offer

observations that help them tune the human system they are

(Douglas 2007)

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Dos Don’ts

Guides and facilitates Direct or drive

Keeps everyone focused on

delivering

business value

Stick to deadlines and

approaches that

no longer work

Has a keen interest in the

team’s overall

performance

Become attached to

specific outcomes

from the team

Coaches the team for high

performance

Get involved in task-level

direction

Promotes the skills and

growth of every team

member

Become the only voice of

the team

Hence, Scrum Master protects and shields the team

from any negative influence and keep it focused to

attain sprint objective

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Mouthpiece of stakeholders

and customers. Facilitate the

scrum financing.

Ensures profit returns from

the product development and

its launch in the market (ROI).

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Visualizes the conception,

management, outcome, and

launch of the product.

Decide on release date and

content

Prioritize features according to

market value

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Controls the right use of

backlog.

Has right to accept or reject

the outcome of the project.

Adjust features and priority

every iteration, as needed

Accept or reject work

results

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Committed to the work and

engaged in it fully

Responsible for the outcome

Authorized by the person paying

the bills to make decisions about

the product under development

and to know which decisions can

be made solo and which require

consultation with others

Collaborative as a normal mode of

interacting with people

Knowledgeable about the business

purposes of the endeavor and the

business domain itself

An effective product owner is Committed,

Responsible, Authorized, Collaborative, and

Knowledgeable CRACK. (Boehm and Turner 2003):

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Dos Don’ts

Say “what” needs to get done.

Say “how” the work will get done or

“how much” effort the work will

take.

Challenge the team

Bully the team.

Demonstrate a commitment to

building a high-performance team.

Focus on short-term deliveries only.

Practice business-value-driven

thinking

Stick to the original scope and

approach “no matter what.”

Protect the team from outside noise

Worry the team about changes until

they become real.

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Hence, the product owner is the

real motive behind the project

development.

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Responsible for product

quality, estimation, and

delivery.

Responsible for converting

product backlog into

shippable product

Responsible for managing

their day to day tasks

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Makes Rules for living

together

Identifies missing items in

Product Backlog

Prepares Sprint Backlog

Prepares definition of Done

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It is right sized i.e. 7 +/-2 Unlike traditional project

teams the scrum development team is self dependent which means it is self managed and self organized.

It is also multifunctional. Other than deciding sprint goals and product development strategy it can also aid in analysis, estimation, technical requirements, documentation, et al.

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Interlaces with customers,

end users, PO, and even

PMOs (project management

organizations)

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Team is set at the onset of project planning

and is committed towards quality

deliverance of the end product.

No formal equation in the project development process

or scrum yet taken into account for feedback.

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Ancillary Roles- The Chicken

Constitutes the area of responsibility

They comprise of end users, customers, marketing

officials, even top management.

Have no direct involvement in the scrum.

Are actually the people for whom product reaps benefits.

Aids in collaboration, offers suggestion, and give feedback.

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Organizational change artist

Boundary keeper: Reinforces healthy role boundaries

Value maximize: Manages the portfolio of projects

Lean manager: Uses lean thinking to improve organizational

flow

Organizational impediment remover

Team champion: Offers observations from the team boundary

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Saket Bansal

Saket.Bansal@iZenBridge.com

M: 9910802561

Web: www.iZenBridge.com

LinkedIn: www.linkedin.com/in/saketbansal

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