The document discusses roles and responsibilities in Scrum, including the Product Owner, Scrum Master, and team. It provides brief descriptions of what each role involves, such as the Product Owner prioritizing features, the Scrum Master removing barriers for the team, and the cross-functional team committing to goals for each sprint. It also emphasizes that the Scrum Master is a facilitator rather than a traditional manager, helping the team without authority over it.
6. No Authority, but Important Responsibility
No Need to Be Expert, but Still Help
Not Necessary to Work, but Move Team Forward
Just Facilitate Meetings, but Add Value
*
8. ► Defines the features of the product
► Manages project features and release to optimize return on investment (ROI)
► Prioritizes features according to market value
► Inspects increment and makes adaptations to project
Product Owner ► Can change features and priority every sprint
► Communicates project progress and status
► Ensures that the team is fully functional, productive and improves quality
► Enables close cooperation across all roles and functions and removes barriers
► Shields the team from external interferences
► Ensures that the process is followed
Scrum Master
► Teaches Product Owner and Team how to fulfill their roles
► Cross-functional, seven plus/minus two members
► Selects the iteration goal and specifies work results
► Commits to what it feels it can accomplish
► Has authority to do everything within existing standards and guidelines to reach the
iteration goal
Team ► Manages itself and its work
► Collaborates with Product Owner to optimize value
► Demos work results to the Product Owner
*
9. * Removing the barriers between development and
the customer so the customer directly drives
development;
* Teaching the customer how to maximize ROI and
meet their objectives through Scrum;
* Improving the lives of the development team by
facilitating creativity and empowerment;
* Improving the productivity of the development
team in any way possible; and,
* Improving the engineering practices and tools so
each increment of functionality is potentially
shippable.
*As Scrum Master,
You Are Responsible
Leader and Facilitator
For
10. An example checklist for Scrum Masters
by Michael James, CST
How Is my Product Owner doing?
How Is my team doing?
How are our engineering practices doing?
How is the organization doing?
【Caution】 A dead scrum master
is a useless scrum master
*
11. * Is not a project manager
* Team manages itself
* Traditional manager
* Part of traditional manager’s responsibility was to “supervise
subordinates”
* You just have to control subordinates. Supervisors can do this:
* Telling people what to do and then make sure they do it properly
* Maintaining the right to authorize decisions of subordinates
* Limit the information or resources available to them
* Supervisors create organizations where employees are driven by management, not
by customers, and where conformity becomes more important than creativity.
* The change from traditional manager to Scrum Master is very hard!
*
NOT
12. * Doesn’t have authority over the team
* Team makes decisions
* Team decision not right?
* Have to let them learn themselves.
* Are you sure you are right?
*
NOT
23. * Responsible for a team is just like
raising your baby. You have to do a
lot of things
Teach them basic skills to start
Secure them from destroyable damage
Guide them to find their passion
Help them to maximize their value
Create a healthy & self-rolling environment
*