The Agile Manifesto gave us many ideas. These were embraced by the software development community and implemented in many ways. Scrum is one of these implementations that has become very popular. Thus, it is valuable for us to examine what this framework provides and how it works. In this episode, our focus is on the roles defined as we craft an overview of Scrum.
The Product Owner
We build solutions to problems. Thus, our goal of satisfying the customer requires someone that understands the problem and constraints for the solution. That role is called the product owner in the Scrum framework. While this can be accomplished by a small team, it is best when an individual fills the role. Design by committee is an anti-pattern we want to avoid, and a Product Owner team steers us toward it.
This role must understand what is required to satisfy the customer. They essentially grade us on that satisfaction and guide the team towards features that accomplish that goal. There is often a greater scope to this role that includes things like profitability. However, if they are not an effective customer advocate, then they will suffer in this role.
The Scrum Master
Every team needs a coach. Thus, that is what the Scrum Master provides. This person helps the Product Owner and the Dev Team use Scrum most effectively. They push the team to get better with each sprint and leverage the framework to improve quality and velocity. This role is a type of manager. Their primary objective is to remove obstacles that slow the team down. Therefore, the best Scrum Masters find ways to coach the team to improve their velocity with every sprint.
The Dev Team
Work is required for every project. That is the primary responsibility of the Dev Team. This group is roughly three to nine members that drive implementation. They work together to achieve goals and to do so better with each sprint. However, note that the Dev Team is a group and not a list of specialists. While highly skilled members of a Dev Team exist, the more we can move task assignments around, the more effective the team is. We want a team that can be directed to pour resources into a task, if needed, to keep on track. Unfortunately, some specialists are limited in their ability to accomplish this objective.
The Twelve Principles and Overall Manifesto
Challenge of The Week: What does your team look like? Do the roles match Scrum?
