The scrum process constitutes various roles and are discussed below:
Roles Introduction
There is no Project Manager role in Scrum. The responsibilities of the traditional project
manager are divided over the three roles in the Scrum Team:
organisations in which they work. Michele Sliger and Stacia Broderick have written a
helpful guide to the transition from Project Manager to Agile Coach [Sliger and
Broderick 2008].
There are no appointed leaders of the Scrum Team beyond the Product Owner and
ScrumMaster; none is required. The need for line managers is reduced, as teams
manage themselves to a great extent. It is not uncommon for 50 team members to
report directly to a single line manager in an organisation that has made the transition
to Agile.
Self-organisation
Self-organisation does not at all imply a laissez-faire approach; on the contrary, selforganised
teams are highly disciplined. They are given full autonomy and carry
correspondingly greater responsibility for delivery accordance with their own
commitments. They are encouraged to take reasonable risks and to learn through
failure and self-reflection. High trust and high commitment is an automatic outcome of
truly self-organising teams.
Teams new to Scrum will require some encouragement to explore their new, broader
boundaries and to take ownership. They frequently need to overcome strong ‘muscle
memory’ of the poor ways in which they were managed and worked, sometimes for
years.
Self-organisation is not an option in Scrum; it is a core principle. Without this, highperforming
teams will not happen. Caveat emptor!
Product Owner
The responsibilities of the Product Owner role are:
ScrumMaster
The responsibilities of the ScrumMaster role are:
Team
The responsibilities of the Team or Team Member role are:
Roles Introduction
There is no Project Manager role in Scrum. The responsibilities of the traditional project
manager are divided over the three roles in the Scrum Team:
- The Product Owner manages the product (and return on investment)
- The ScrumMaster manages the process
- The team manages itself.
organisations in which they work. Michele Sliger and Stacia Broderick have written a
helpful guide to the transition from Project Manager to Agile Coach [Sliger and
Broderick 2008].
There are no appointed leaders of the Scrum Team beyond the Product Owner and
ScrumMaster; none is required. The need for line managers is reduced, as teams
manage themselves to a great extent. It is not uncommon for 50 team members to
report directly to a single line manager in an organisation that has made the transition
to Agile.
Self-organisation
Self-organisation does not at all imply a laissez-faire approach; on the contrary, selforganised
teams are highly disciplined. They are given full autonomy and carry
correspondingly greater responsibility for delivery accordance with their own
commitments. They are encouraged to take reasonable risks and to learn through
failure and self-reflection. High trust and high commitment is an automatic outcome of
truly self-organising teams.
Teams new to Scrum will require some encouragement to explore their new, broader
boundaries and to take ownership. They frequently need to overcome strong ‘muscle
memory’ of the poor ways in which they were managed and worked, sometimes for
years.
Self-organisation is not an option in Scrum; it is a core principle. Without this, highperforming
teams will not happen. Caveat emptor!
Product Owner
The responsibilities of the Product Owner role are:
- Working on a shared vision
- Gathering requirements
- Managing and prioritising the Product Backlog
- Accepting the software at the end of each iteration
- Managing the release plan
- The profitability of the project (ROI)
ScrumMaster
The responsibilities of the ScrumMaster role are:
- Empowering and shepherding the team
- Removing impediments
- Keeping the process moving
- Socializing Scrum to the greater organisation
Team
The responsibilities of the Team or Team Member role are:
- Estimating size of backlog items
- Committing to increments of deliverable software and delivering it
- Tracking own progress
- Is self-organising—but accountable to the Product Owner for delivering as
promised
Enjoy Programming!!!
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