Roles In Scrum
There are
three main roles in the Scrum development process:
The Scrum Master
The Scrum Master is a combination of coach, fixer and gatekeeper. The Scrum Master meets with the team every day in brief meetings, Daily Scrums. When someone outside the project has an important issue to discuss with the team, the Scrum Master tries to ensure that the designers are disturbed as little as possible in their work.
The Scrum Master always adopts a here-and-now perspective to the work. The focus is always on providing the team with the best possible circumstances for realizing the goals fixed for the Sprint.
After each Sprint, the Scrum Master holds an Evaluation Meeting with the Scrum team – a Sprint Retrospective – during which experiences and conclusions are reviewed. The purpose is to elevate the team’s level of knowledge and heighten motivation prior to the next Sprint.
The Product Owner
The Product Owner represents the voice of the customer and ensures that the Scrum Team works with the right things from a business perspective. The Product Owner administers a Product Backlog – a current to-do list where all the specifications for a product are listed according to how profitable they are deemed to be. The document is visible to the entire organization so that everyone is aware of what to expect in future releases of the product.
The Product Owner is often a customer, but can also be part of the internal organization. The task requires comprehensive knowledge about engineering, marketing and business processes.
The Scrum Team
The Scrum Team performs the actual work of problem solvers and designers. The team normally consists of 5-9 people – a group size that experience and research has shown to be best for this type of work.
The team members decide how the work is arranged and how assignments are distributed. There are no set project roles – everyone should be able to swap tasks with another member. Naturally, this does not prevent individual members from being experts in a field. In fact, the more cross-functional a team is (for eaxmple a team may include programmers, UI Specialists, QA Specialists, etc.), the better that team will be able to function in order to achieve its goals.
The Scrum Master
The Scrum Master is a combination of coach, fixer and gatekeeper. The Scrum Master meets with the team every day in brief meetings, Daily Scrums. When someone outside the project has an important issue to discuss with the team, the Scrum Master tries to ensure that the designers are disturbed as little as possible in their work.
The Scrum Master always adopts a here-and-now perspective to the work. The focus is always on providing the team with the best possible circumstances for realizing the goals fixed for the Sprint.
After each Sprint, the Scrum Master holds an Evaluation Meeting with the Scrum team – a Sprint Retrospective – during which experiences and conclusions are reviewed. The purpose is to elevate the team’s level of knowledge and heighten motivation prior to the next Sprint.
The Product Owner
The Product Owner represents the voice of the customer and ensures that the Scrum Team works with the right things from a business perspective. The Product Owner administers a Product Backlog – a current to-do list where all the specifications for a product are listed according to how profitable they are deemed to be. The document is visible to the entire organization so that everyone is aware of what to expect in future releases of the product.
The Product Owner is often a customer, but can also be part of the internal organization. The task requires comprehensive knowledge about engineering, marketing and business processes.
The Scrum Team
The Scrum Team performs the actual work of problem solvers and designers. The team normally consists of 5-9 people – a group size that experience and research has shown to be best for this type of work.
The team members decide how the work is arranged and how assignments are distributed. There are no set project roles – everyone should be able to swap tasks with another member. Naturally, this does not prevent individual members from being experts in a field. In fact, the more cross-functional a team is (for eaxmple a team may include programmers, UI Specialists, QA Specialists, etc.), the better that team will be able to function in order to achieve its goals.
Orginal version found here.
Original Author: Softhouse Consulting