The Rules of Scrum: Your Product Owner is knowledgable about the product and the business

The Product Owner’s job is to be the customer or the customer proxy. He needs to know the most current information about the product and the business that the team is working in. If this is the case, then the Product Owner is able to make relevant choices about the product and will be able to answer the questions of the team. If this is not the case, then he will have to find someone else for the answers (which will cause waste), make up the answers (which will likely guide the team in the wrong direction), or fail to give the team what they need.

To learn more about your Product Owner, visit the Scrum Team Assessment.


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The Rules of Scrum: Your Product Owner has no duties outside the Product Owner duties

The Product Owner duties make up a full-time job on a Scrum Team. The Product Owner should not be a manager, a developer or have any other partial duties outside the role of Product Owner. This focus allows a Product Owner to complete their duties with complete focus and commitment to the success of the Product. Of course, in the creation of a Product and its vision, there are many things that need to be done with customers, users and other stakeholders, not just working with the Scrum Team directly. If the Product Owner has other duties outside of Product Owner duties, then one or more of the Product Owner duties are compromised, the Product Owner job is not being done and the team suffers. An individual who feels unable to serve as a full-time Product Owner should not accept this position or should work with their management to enable it to become a full-time position.

To learn more about a Product Owners duties, visit the Scrum Team Assessment.


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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The Rules of Scrum: Your Product Owner uses the Sprint Review to help the team continuously improve the product

The Sprint Review is a key meeting for the team to improve the product. There are three main purposes of the Sprint Review: inspect how the last Sprint went with regards to the product; identify the items that are complete and order any potential changes; and, integrate those changes into the Product Backlog. This meeting aids the team in inspecting and adapting the entire product increment and how the team is progressing towards any deadlines. The Sprint Review is a check point that helps the Scrum Team to know the product’s current state, compare to its desired state, identify gaps, and take the needed steps to improve. This meeting is also where the Product Owner challenges the Scrum Team to look at the product clearly (it’s not just for the stakeholders!). When a Scrum Team refrains from having and participating in this essential meeting, the is team is likely to become a Scrum Team in name only without any of the far reaching benefits that many other Scrum Teams have experienced. A demonstration of the Product Backlog Items completed in the Sprint is often a part of this meeting.

What is the main purpose of the Sprint Review? Bottom line: to get feedback on how well the work the team is doing will satisfy business needs.  If the team isn’t getting that feedback in a practical concrete form, then the Sprint Review needs to be improved.


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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The Rules of Scrum: Your Product Owner is truthful about the condition of the product (its value scope and costs)

The Product Owner has the most recent and important information about the value and cost of the product being delivered. This information can greatly serve the team by allowing them to understand the product’s current state and how this affect where they will be going in terms of the vision of the product. If the Product Owner is able to carry this out then the team will have relevant information that will aid them in their decisions and execution of the product. If this is not carried out then the team will be in the dark – they will make poor decisions and struggle with the feedback given by the stakeholders since they have no transparency into the reality of the product.

For more information about Product Owners, visit the Scrum Team Assessment.


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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Certified ScrumMaster one of the top paying certifications of 2014

Interesting list here on Global Knowledge (a certification and training vendor (just like Berteig Consulting 🙂 ) ).  CSM is #6 in pay at $107,396 (is it really 6 significant figures of accuracy?  Wow!).  Anyway, it is cool to see the CSM cert on such a list since I’m one of a small number of Certified Scrum Trainers.  If you’re interested in coming to one of my classes and getting this certification for yourself, please check out my course listings in the sidebar on the right here on Agile Advice.  There’s many in Canada, there’s some in the US and there’s some in China.  Hopefully see you at one of them sometime soon!


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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The Rules of Scrum: Your ScrumMaster creates and maintains the team’s Sprint burndown chart

The Sprint burndown chart tracks the amount of work remaining in the Sprint day-by-day. The burndown chart is updated daily and is visible to the team and stakeholders. This activity is part of the ScrumMaster’s duty to facilitate the Scrum Process. This activity is part of the ScrumMaster’s job to satisfy stakeholders as the chart allows the team to easily see how it is trending on committed deliverables. This information allows the team and the Product Owner to discuss any necessary adjustments to the team’s commitments for the current Sprint in a timely fashion. What happens if the ScrumMaster fails to create and/or maintain the team’s Sprint burndown chart? Most likely we will be unable to see if the team is on track, late or early in its current Sprint. To find out this information we would have to wait until the Sprint is done which is much too late. Also, without daily updates on the trend of the team it is more likely that Scrum Team Members may slip back into an individualistic approach to work instead a team based approach.

For more information about the turndown chart, visit the Scrum Team Assessment.


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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The Rules of Scrum: Your ScrumMaster helps the team expand the definition of “done”

Delivery each Sprint of potentially “shippable” is at the heart of a true Scrum implementation. In order to help the team properly implement Scrum and derive the intended benefits of empirical process control and collaboration with stakeholders, the ScrumMaster needs to help the team expand its definition of done at least until it is able to deliver a potentially complete “shippable” increment of product every Sprint. The ScrumMaster should help the team to revise its definition of “done” every Sprint with the necessary adjustments being made as the result of the Sprint Retrospective. As Scrum teams mature, it is expected that their definitions of “done” will expand to include more stringent criteria for higher quality. The ScrumMaster should always be looking ahead to new ways that the team can expand its definition of “done” in order to deliver higher quality product to the stakeholders and exceed their expectations.

For more information on the definition of done, visit the Scrum Team Assessment.


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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The Rules of Scrum: Your ScrumMaster never tells the team how to solve a technical problem

Solving technical problems is the job of the product developers on the Scrum Team, not the ScrumMaster. The ScrumMaster is responsible for the Scrum process and has authority over the team only in this limited realm. By overstepping the bounds of authority in this way, the ScrumMaster becomes an obstacle for the team by reducing its ability to self-organize. A ScrumMaster who is part of a team that has reached a high-performance state may be able to safely make technical suggestions, but should always be careful not to push the team to accept those suggestions.

To learn more about solving technical problems, visit the Scrum Team Assessment.


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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The Rules of Scrum: Your ScrumMaster consistently avoids doing hands-on technical work with the team

The ScrumMaster is focused on two main goals: to remove obstacles of all sizes and to help the team become better at using Scrum. Both of these jobs require much work and plenty of skill. To do this well the ScrumMaster will need to refrain from doing hands-on technical work. If the ScrumMaster does this then the team will be protected from interruptions, move faster, and feel supported. If the ScrumMaster doesn’t do this then the team will be interrupted often, become slow, and feel unsafe and in harms way. A ScrumMaster doing hands-on technical is wasteful and distracting.

To learn more about ScrumMasters, visit the Scrum Team Assessment.


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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