The Scrum Guide™ defines Scrum as a framework for developing and sustaining complex products. This framework enables teams to address complex adaptive problems, while they productively and creatively deliver products of the highest possible value. The framework is regarded as lightweight and simple; yet incredibly difficult to master. The framework is made up of essential components such as the Scrum Teams, Events, Artifacts and Rules – this articles focus is on Scrum Teams.
Scrum Teams deliver products iteratively and incrementally, leading to a useful version of a working product.
Only three roles are formally recognized – the Product Owner, the Development Team, and the Scrum Master. They must be self-organizing with all the required competencies and emotional intelligence, to master their work without reliance on direction from above, able to optimize their own flexibility, creativity and productivity, all of which personifies high performing agile teams.
As with any significant change in any organization, embracing Scrum as a framework should be a well thought through strategy, and understanding how Scrum roles differentiate themselves from more traditional project execution roles is a good start. An initial, brief understanding of these three roles will help you:
In my next blog, I will look at the roles in more depth.