Roles in Scrum........

Roles in Scrum:

There are only three roles in Scrum:

1.) The Product Owner.

2.) The Team.

3.) The ScrumMaster.

All management responsibilities in a project are divided among these three roles.

The Product Owner is responsible for representing the interests of everyone with a stake in the project and its resulting system. The Product Owner achieves initial and ongoing funding for the project by creating the project’s initial overall requirements, return on investment (ROI) objectives, and release plans. The list of requirements is called the Product Backlog. The Product Owner is responsible for using the Product Backlog to ensure that the most valuable functionality is produced first and built upon; this is achieved by frequently prioritizing the Product Backlog to queue up the most valuable requirements for the next iteration.

The Team is responsible for developing functionality. Teams are self-managing, self-organizing, and cross-functional, and they are responsible for figuring out how to turn Product Backlog into an increment of functionality within an iteration and managing their own work to do so. Team members are collectively responsible for the success of each iteration and of the project as a whole.

The ScrumMaster is responsible for the Scrum process, for teaching Scrum to everyone involved in the project, for implementing Scrum so that it fits within an organization’s culture and still delivers the expected benefits, and for ensuring that everyone follows Scrum rules and practices.

Scrum Basics...........

Scrum Basics :

Scrum hangs all of its practices on an iterative, incremental process. The lower circle represents an iteration of development activities that occur one after another. The output of each iteration is an increment of product.

The upper circle represents the daily inspection that occurs during the iteration, in which the individual team members meet to inspect each others’ activities and make appropriate adaptations. Driving the iteration is a list of requirements. This cycle repeats until the project is no longer funded. 

The above figure operates this way: At the start of an iteration, the team reviews what it must do. It then selects what it believes it can turn into an increment of potentially shippable functionality by the end of the iteration. The team is then left alone to make its best effort for the rest of the iteration. At the end of the iteration, the team presents the increment of functionality it built so that the stakeholders can inspect the functionality and timely adaptations to the project can be made.

The core of Scrum lies in the iteration. The team takes a look at the requirements, considers the available technology, and evaluates its own skills and capabilities. It then collectively determines how to build the functionality, modifying its approach daily as it encounters new complexities, difficulties, and surprises. The team figures out what needs to be done and selects the best way to do it. This creative process is the core of the Scrum’s productivity.