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Chapter 03 - Scrum Aspects

1. Scrum Aspects

In this chapter, we're going to take alook at the core aspects of Scrum. When you are facilitating the success of a Scrumteam, you want to be thinking about how you establish appropriate alignment and roles, how we ensure that we have appropriate business justification for the project throughout its life cycle, how we're going to manage quality, how we're going to coordinate and deal with change, and how we're going to manage risk. So in this chapter, we're going to look at each one of those aspects and how Scrum allows us, as the Scrum master, to facilitate their successful handling.

2. Learning Objectives

In this chapter, you're going to learn some of the core roles and responsibilities and authorities associated with Scrum: the product owner, the scrum master, and the Scrum team. We're going to talk about how business cases drive project vision and eventually are reflected in the prioritised product backlog. We're going to look at how the definition of done and acceptance criteria come together to help us establish and manage the quality of the deliverables that we're going to hand over to customers, how we facilitate change management activities, and how we're going to coordinate risk identification, risk assessment, and risk mitigation.

3. Terms to Know

There are a large array of terms to know that we're going to introduce in this particular chapter, including terms like business case criteria, epics gap analysis, the 100-point method, jazz sessions, canoe analysis, sprint lengths, minimum marketable features, Moscow analyses, paired comparisons, personas, PDCA, the prioritised product backlog, project vision meetings, product owners, Scrum masters, SWOT analysis, and user stories. As a part of working through this chapter, I strongly encourage you to take the time to get very comfortable with these terms. I suspect you'll see them on your certification exam, and they're really the core language that we're going to use throughout Scrum.

4. Lesson: Roles and Organization in Scrum

In this lesson, we're going to look specifically at the core roles within Scrum, how Scrum organises itself, and how we're going to establish appropriate responsibilities and authorities for each of the Scrum roles.

5. Identify the Scrum Master

This course is really about you, the Scrum Master. And unlike traditional project management, scrum masters don't actually have any positional authority. They're servant leaders. And the intent of the scrum master is really straightforward. How do I help the Scrum team be successful? successful in producing and delivering the solutions our customers want from them. So a great deal of the work of a Scrum Master is about facilitation, coordinating meetings, coordinating collaboration among the teams, coaching and mentoring the teams in the use of Scrum projects and practices, and being able to ensure that we have the appropriate resources in place and identify and remove potential roadblocks to the performance of the team. When you're considering a Scrum Master for a particular project, it's important to focus on the core skills that a Scrum Master really needs to be successful. This begins with the notion of a servant leadership style, where people in a Scrum team do not work for the Scrum Master. If anything, it works the other way—the Scrum Master works for the team. And it's the job of the Scrum Master to be able to look at all of the needs of all of the different stakeholders and to be able to identify potential ways to remove roadblocks to their performance. Likewise, because we are spending much of our time looking at potential impediments to performance and effective problem-solving skills are very fundamental to a successful Scrum Master, But perhaps even most important of all, a person who is committed to the success of the project team and available to support them on an ongoing and regular basis is extremely fundamental to having a Scrum Master who can lead a team to successful performance.

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