In the Scrum methodology of agile software development, you can find 3 fundamental roles: the Product Owner, the Scrum Master, and also the team. Simply because it is the most demanding of these 3 Scrum roles, I’ll begin by discussing the Product Owner.
Within the Scrum team, the Product Owner is the single individual who is responsible for the success of the project. The Scrum Product Owner communicates his or her vision to the software development team, outlines function to be completed inside the backlog, and prioritizes it based on company value. Obviously, he or she must also function closely with stakeholders (to ensure their interests are reflected inside the product) as well as the software development team (to make certain the product is developed on time and inside spending budget). As such, the Scrum Product Owner need to be freely accessible to the development team to offer direction and answer questions.
Even so, this mix of authority and availability to the team makes it hard for the Product Owner to resist the temptation to micro-manage. Because the Scrum method of agile software development values self-organization, it’s the Product Owner’s responsibility to respect the team’s ability to complete its function based on its own plan. This means that a Product Owner cannot add work mid-sprint. Even if requirements change or a chief competitor takes a product to market that renders plans irrelevant, the Product Owner should wait until the next sprint planning meeting to redirect a team’s trajectory. (You can picture how hard it is to preserve a hands-off approach to management when deadlines draw near and clients make last-minute demands.)
Moreover, the Scrum Product Owner is responsible for continuously contemplating what activities will yield the highest business value. This indicates producing difficult – even unpopular – decisions throughout the sprint planning meeting. But, again, because the Product Owner will be the single individual who takes the heat if the project fails, he or she ought to aggressively stake out what aspects of a product are essential, when they’re built, and so on. Just as the team has a responsibility to deliver the negotiated work to the Product Owner, the Product Owner is obliged to deliver the product to the consumer, according to the customer’s specifications.
Employing Scrum to manage agile software development is the leading technique to help teams decrease risk and connected costs, even though increasing the good quality of a team’s releases. By means of an emphasis on communication and collaboration, Scrum brings everyone together–from developers to stakeholders–to develop a much better product.