Roles within Scrum

In Scrum, the traditional role of project manager is eliminated. Instead, the associated tasks and responsibilities are distributed among several clearly defined roles within the team. This division is intended to enable greater flexibility and faster decision-making processes, as well as stronger self-organisation within the team.

Within the Scrum framework, the Product Owner, Scrum Master and Developers each have different areas of responsibility. Together, they contribute to the planning, implementation and continuous improvement of the product. This distribution of roles ensures that technical, organisational and process-related aspects of the project are all covered. Ideally, the Scrum Team should have ten or fewer members. Team members do not have to be located in the same building or work for the same company; they can be spread over large distances.
The Product Owner releases successive Sprints to the project team (Developers) for processing and represents the users. At the end of a Sprint, the Product Owner receives feedback on the status of the developed product. The Scrum Master takes on the role of moderator in the various Scrum events. The team members involved (Developers) coordinate with each other and coordinate their work as a self-organised team. In doing so, they work closely with the Product Owner responsible for the project.
The Product Owner, Scrum Master and Developers collaborate to create the best possible product. The members of the Scrum Team work through Sprints, the number of which is unknown, and on Increments (Latin: ‘increments’ or ‘enlargements’). The product should experience an Increment or enlargement after each Sprint until the optimal result is achieved. In doing so, they must always keep the goal of Scrum in mind. Each Sprint should produce usable and potentially deliverable results (e.g. software). The members of the Scrum Team have specific tasks defined in the Scrum framework during the project. None of these three roles is superior or subordinate to another role. Neither the Product Owner nor the Scrum Master has project authority over the Developers or the management of the overall project.
In large Scrum projects, it may be necessary or possible for several teams of Developers to work simultaneously (Scrum of Scrums). In this case, a Scrum Master may be able to supervise several teams at the same time. The situation is different for the Product Owner, because here each Scrum Team is assigned a Product Owner. In this constellation, however, it is important to appoint a Chief Product Owner, who then has overall responsibility and final decision-making authority over the other Product Owners.

The Product Owner is a natural person who must be available to the project team. Neither a department nor a committee nor any other legal entity may act as Product Owner. Since the Product Owner is responsible for the economic success of the product, business management knowledge, entrepreneurial thinking and a keen sense for trends are important.
The goal and responsibility of the Product Owner is to ensure that the customer's ideas and wishes are incorporated into the product and that the value of the work result is increased.
The Product Owner is the customer in the project or their representative or authorised agent and ensures that Scrum is promoted and practised in the company.

The tasks of the Product Owner include:
 

• Representing stakeholders (e.g. customers and users) in different scenarios
• Communication and coordination with stakeholders
• Ensuring the economic success of the product
• Guaranteeing the return on investment (ROI)
• Identifying the potential added value of the product
• Creating entries in the Product Backlog, possibly in the form of User Stories
• Prioritising and clearly communicating the entries in the Product Backlog 
• Developing and communicating the Product Goal
• Developing the Sprint goal together with the Developers
• Evaluating the developed increments

The Product Owner is available to answer questions from Developers during the Sprint and can cancel a Sprint in exceptional cases, e.g. if the Sprint Goal has become obsolete. They can perform the tasks related to the Product Goal and Product Backlog themselves or delegate these tasks to other team members. Regardless of whether they were involved in the implementation or not, they are solely responsible for the results at the end. 
The Product Owner can also receive support from top management. This is particularly important when it comes to accessing project-relevant information.

The Scrum Master acts as a coach, team Developer and servant leader. A servant leader demonstrates a leadership style that is aligned with the needs and interests of the team members.
The Scrum Master supports the organisation in introducing and implementing Scrum. They are responsible for promoting and living Scrum as a framework, and ensure that all participants understand and follow the theory, procedures, rules and values of Scrum.
In order to perform their tasks in the best possible way, it is necessary for the Scrum Master to already have experience in conflict management. They should also be sociable and have a good network. The Scrum Master's task is to fulfil their agile leadership role as a ‘facilitator’. This means that their focus is on moderating, empowering and coaching the Scrum Team so that it can operate successfully in accordance with Scrum. They are responsible for the effectiveness of the Scrum Team by removing organisational obstacles and external disruptions to the workflow.

Tasks of the Scrum Master

The tasks of the Scrum Master are directed towards the Product Owner, Developers and the company. With regard to the Product Owner, the Scrum Master's range of tasks includes support with:
 

• All Scrum events
• Formulating the Product Goal, defining Product Backlog Items and, if necessary, User Stories
• Prioritising entries
• Introducing techniques for effective management of the Product Backlog
• Promoting cooperation with stakeholders (facilitation), if desired
• Supporting the practice of agility and empirical approaches

The Scrum Master supports the self-organisation of the Developers and promotes independent decision-making. This ensures that everyone involved in the Scrum Team understands the Product Owner's task horizon and the set Product Goal. The tasks involved are:
 

• Supporting and coaching the team so that it can develop into a successful team (‘performing team’)
• Identifying obstacles and promoting their removal so that Developers can achieve their goals
• Promoting interdisciplinary collaboration
• Ensuring that all Scrum events run smoothly (adherence to the time frame, positive and productive working atmosphere) and that the Scrum rules are followed
• Mediating between Developers and the Product Owner as needed

Within the company, the Scrum Master is primarily responsible for:
 

• Communicating the goals, context and mindset of agile approaches
• Developing an agile organisation
• Implementing Scrum in the company
• Informing and coaching employees, managers and those responsible
• Supporting employees and stakeholders in dealing with agility and empirical approaches
• Removing barriers between stakeholders and the Scrum Team

Developers are specialists in various fields. All necessary technical skills should be represented in the Developers’ team. This results in an interdisciplinary, i.e. cross-functional, heterogeneous team. To create the product, the Developers organise themselves and make decisions independently.
Together with their Scrum Team, the Developers are responsible for working through the Sprint Backlog and generating increments to the product in each Sprint.

Tasks of the Developers
 

• Creating the Sprint Backlog (planning basis for each Sprint)
• Negotiating with the Product Owner about the scope of work to be completed
• Taking responsibility for the Sprint goal, i.e. for the results of each Sprint
• Ensuring value creation and quality by adhering to the Definition of Done (DoD)

In Scrum, classic project management is replaced by a clear division of responsibilities within the Scrum Team. Product Owners, Scrum Masters and Developers take on different tasks that together contribute to the planning, implementation and further development of the product. This distribution of roles strengthens teamwork and enables a high degree of self-organisation. At the same time, the clear definition of roles ensures that both technical requirements and organisational and process-related aspects are taken into account. The agile distribution of roles helps to respond flexibly to changes and to consistently focus on the benefits and value of the product.