SCRUM Roles - Detalhes

Scrum has three roles: Product Owner, ScrumMaster, and Team.

The Product Owner has the following responsibilities.

• Define the features of the product;
• Decide on release date and content;
• Be responsible for the profitability of the product (ROI);
• Prioritize features according to market value;
• Adjust features and priority every 30 days, as needed; and
• Accept or reject work results.

The product owner is responsible for the first of the three Scrum ceremonies : Scrum Planning.

The ScrumMaster is a facilitative team leader working closing with the Product Owner. He must:

• Ensure that the team is fully functional and productive;
• Enable close cooperation across all roles and functions;
• Remove barriers;
• Shield the team from external interferences; and
• Ensure that the process is followed, including issuing invitations to Daily Scrum, Sprint Review and Sprint Planning meetings.

The ScrumMaster has three primary responsibilities in addition to leading the Daily Scrum meeting:

1. The ScrumMaster needs to know what tasks have been completed, what tasks have started, any new tasks that have been discovered, and any estimates that may have changed. This makes it possible to update the Burndown Chart which shows the cumulative work remaining day by day. The ScrumMaster must also look carefully at the number of open tasks in progress. Work in progress needs to be minimized to achieve lean productivity gains.
2. The ScrumMaster needs to surface dependencies and blocks which are impediments to the Scrum. They need to be prioritized and tracked. A remediation plan needs to be implemented for impediments in priority order. Some can be resolved with the team, some can be resolved across teams, and others will need management involvement as they may be company issues that block all teams from achieving their production capacity. For example, a telecom company recently implemented Scrum and found eighteen items on their impediment list, only two of which were directly related to Scrum teams. The others were company issues that needed management attention.
3. Last but not least, the ScrumMaster may notice personal problems or conflicts within the Scrum that need resolution. These need to be clarified by the ScrumMaster and be resolved by dialogue within the team, or the ScrumMaster may need help from management or the Human Resources. Certified ScrumMaster James Coplien developed over 200 case studies of notable projects while working at ATT Bell Labs. He reports that over 50% of productivity losses were caused by personnel issues. The ScrumMaster must pay attention to them to ensure the team is fully functional and productive.

The Team:

• Is cross-functional, with seven (plus/minus two) members;
• Selects the Sprint goal and specifies work results;
• Has the right to do everything within the boundaries of the project guidelines to reach the Sprint goal;
• Organizes itself and its work; and
• Demos work results to the Product Owner.

Daqui: http://www.scrumalliance.org/pages/scrum_roles