Presentation about Scrum Roles, very helpful for people who are preparing for PMI-ACP certification.

1. The Scrum Roles
Saket Bansal
PMP , PMI-ACP, CSM
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2. The Chicken & Pig
3 Core Scrum Roles ( Pigs)
2 Ancillary Scrum Roles (Chickens)
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3. Product
Owner
Development
Scrum Master
Team
Core Roles- The Pig
Roles committed towards project development in scrum
process. They are responsible for product delivery.
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4. I never teach my pupils; I only attempt to provide the
conditions in which they can learn. —Albert Einstein
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5.  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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6.  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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7.  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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8.  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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9.  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.
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10.  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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11. Dos Don’ts
Guides and facilitates Direct or drive
Keeps everyone focused on Stick to deadlines and
delivering approaches that
business value no longer work
Has a keen interest in the Become attached to
team’s overall specific outcomes
performance from the team
Coaches the team for high Get involved in task-level
performance direction
Promotes the skills and Become the only voice of
growth of every team the team
member
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12. Hence, Scrum Master protects and shields the team
from any negative influence and keep it focused to
attain sprint objective
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13. http://www.iZenBridge.com 13

14.  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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15.  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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16.  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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17. An effective product owner is Committed,
Responsible, Authorized, Collaborative, and
Knowledgeable CRACK. (Boehm and Turner 2003):
 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
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18. 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 Focus on short-term deliveries only.
building a high-performance team.
Practice business-value-driven Stick to the original scope and
thinking approach “no matter what.”
Protect the team from outside noise Worry the team about changes until
they become real.
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19. Hence, the product owner is the
real motive behind the project
development.
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20. http://www.iZenBridge.com 20

21.  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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22.  Makes Rules for living
together
 Identifies missing items in
Product Backlog
 Prepares Sprint Backlog
 Prepares definition of Done
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23.  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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24.  Interlaces with customers,
end users, PO, and even
PMOs (project management
organizations)
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25. Team is set at the onset of project planning
and is committed towards quality
deliverance of the end product.
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26. Ancillary Roles- The Chicken
No formal equation in the project development process
or scrum yet taken into account for feedback.
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27.  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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28.  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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31. Saket Bansal
Saket.Bansal@iZenBridge.com
M: 9910802561
Web: www.iZenBridge.com
LinkedIn: www.linkedin.com/in/saketbansal
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