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.
http://www.iZenBridge.com 3
4. I never teach my pupils; I only attempt to provide the
conditions in which they can learn. —Albert Einstein
http://www.iZenBridge.com 4
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.
http://www.iZenBridge.com 5
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
http://www.iZenBridge.com 6
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
http://www.iZenBridge.com 7
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.
http://www.iZenBridge.com 8
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.
http://www.iZenBridge.com 9
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)
http://www.iZenBridge.com 10
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
http://www.iZenBridge.com 11
12. Hence, Scrum Master protects and shields the team
from any negative influence and keep it focused to
attain sprint objective
http://www.iZenBridge.com 12
14. Mouthpiece of stakeholders
and customers. Facilitate the
scrum financing.
Ensures profit returns from
the product development and
its launch in the market (ROI).
http://www.iZenBridge.com 14
15. Visualizes the conception,
management, outcome, and
launch of the product.
Decide on release date and
content
Prioritize features according to
market value
http://www.iZenBridge.com 15
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
http://www.iZenBridge.com 16
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
http://www.iZenBridge.com 17
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.
http://www.iZenBridge.com 18
19. Hence, the product owner is the
real motive behind the project
development.
http://www.iZenBridge.com 19
21. Responsible for product
quality, estimation, and
delivery.
Responsible for converting
product backlog into
shippable product
Responsible for managing
their day to day tasks
http://www.iZenBridge.com 21
22. Makes Rules for living
together
Identifies missing items in
Product Backlog
Prepares Sprint Backlog
Prepares definition of Done
http://www.iZenBridge.com 22
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.
http://www.iZenBridge.com 23
24. Interlaces with customers,
end users, PO, and even
PMOs (project management
organizations)
http://www.iZenBridge.com 24
25. Team is set at the onset of project planning
and is committed towards quality
deliverance of the end product.
http://www.iZenBridge.com 25
26. Ancillary Roles- The Chicken
No formal equation in the project development process
or scrum yet taken into account for feedback.
http://www.iZenBridge.com 26
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.
http://www.iZenBridge.com 27
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
http://www.iZenBridge.com 28
29. Check with us for more interesting
presentations…
http://www.iZenBridge.com 29
30. Provide Agile & Scrum training
Provide face to face and online training of PMI-ACP (Agile
Certified Practitioner) certification program
Help Organizations in adapting agile
Helps organizations in setting up project governing office.
Get training calendar at www.iZenBridge.com
http://www.iZenBridge.com 30