Protects the Team and the process
Clarifies requirements and answers questions
Guides the Team in its work
Intervenes when required to make sure the pace of work is sustainable
Everyone within the Project
Report the Team member to his or her manager
Have the Team member do the testing.
Meet with the Team member to determine a solution
Ask the ScrumMaster to move the Team member off the Team
The ScrumMaster tells Olivia to prepare an example and presentation for the Team so they can consider using the code
After the Daily Scrum meeting is held, a separate meeting is conducted to discuss the open source solution
All members of the Team are told to evaluate Olivia's solution and report back to the team at the next Daily Scrum meeting
The Product Owner notes the impediment and solves the problem after the meeting
Scrum Development Team
To determine the re-composition of the Team
To facilitate the Team's search for improvements
To lead the Team in the evaluation of each individual Team member
To provide answers to the challenges that the Team identifies
The Team should not use daily Scrum meetings to report impediments
It is the ScrumMaster's top priority to remove impediments.
It is the Product Owner's job to remove impediments
A slow running server is not considered an impediment
To comment on the Team's progress
To make sure the Team is still on target for its Sprint goals
To tell the Team which tasks to work on next and update the Product Backlog
To see the progress being made and determine whether the Team needs help
Four hours maximum
Four to eight hours
At least eight hours
As long as required
Determine the appropriate release dates.
Determine the appropriate technical solution for the project
Determine the Team composition necessary for success.
Determine the length of the Sprints.
Features a detailed overview that enlightens and inspires
Provides a complete breakdown structure of the ROI formula
Describes why the project is pursued and the product desired end state
Outlines traceability back to overall corporate governance in IT investment
Scrum Teams place value in following a plan, but they value responding to change even more
Planning is not important in Scrum
Scrum is intended to be an efficient way to carry out plans that have already been made
Traditional planning is replaced by the Sprint Burndown chart.
Controls the priority order of items in the team's backlog
Is the Team's Scrum expert.
Creates, refines and communicates customer requirements to the Team.
Is the keeper of the product vision
This is outside of the scope of Scrum
The self-managing Team
Product Owner and Stakeholders
Product Owner,ScrumMaster, and Team
ScrumMaster, Project Manager, Team
Functionality that has been deployed to the users and delivers real business value
Functionality that has been designed and analyzed
Product functionality ready to be tested
An increment of potentially shippable product
Directing the Team's daily activities
Keeping stakeholders from distracting the Team
Managing the project and ensuring that the work meets the commitments to the stakeholders
Optimizing the business value of the work
Architecture is not important, but functionality is important
Architecture is defined and planned up front.
Architecture is defined and implemented in the first iterations.
The Team has authority to swap Sprint backlog items with Product Backlog items if it cannot finish them.
The Team works under the authority of the Product Architect, who has set the definition of done
The Team works according to the priorities set by the ScrumMaster, as the ScrumMaster is committed to the Scrum framework.
The Team does whatever is necessary to achieve the goal
For the ScrumMaster to manage the progress during the Sprint
For the Team to manage themselves during the Sprint
For the Team to manage the number of hours spent on tasks in the Sprint
For the Product Owner to understand what the Team has committed to for a Sprint
For the Team to review their work and to determine what is needed to complete the next set of backlog items
For Stakeholders to review what the Team has built and to give input on what to do next
For Stakeholders to "hold the Team's feet to the fire" - to make sure something is produced during the Sprint
For the Product Manager to be able to show progress to the Stakeholders
Delivers design documents
Develops a plan for the rest of the Sprints
Accomplishes the Sprint goal
Predetermines the complete architecture and infrastructure
The Project Manager
The Product Owner