If you assign an available person as the Product Owner with little to no regard for identifying the Product, there’s a high probability that your Scrum adoption will be less than successful at delivering value.
Many say that the P.O. is the most difficult role in Scrum. There was a time when our team may have even agreed with that statement. As we guide clients changing the way they do work using Scrum and talk with graduates of our classes, we realize something. The Product Owner role isn’t the most difficult role in Scrum.
It is the most misunderstood role in Scrum.
In a recent Certified ScrumMaster (CSM) course, a student new to Scrum was a bit confused by the repeated reference to the ScrumMaster as a “coach”. “What do you mean coaching or when does this coaching happen?” was the question raised.
Collaborative Leadership Team’s Dee Rhoda, Certified Scrum Professional & Agile Coach, shares her perspectives on the role of an Agile Manager.
We all know that there is a very important and prescribed position for managers in the traditional project management world. These folks are masters of estimation. They can estimate schedules, costs, resources and all manner of traditional project planning tasks and administration. I once worked with a Project Manager who could whip up and submit a Change Request faster than my dog could nab a fallen piece of bacon off the floor! That’s saying a lot because my dog is freaky fast!
In prior posts in this series, we have examined a number of crucial questions regarding the Scrum Framework and the role that a ScrumMaster plays in addressing them. We conclude this series with an overview of how the role of ScrumMaster differs from that of a traditional Project Manager.