Influencing Behaviour. Secondary Factor.
Team members need clear roles, plans and goals. An understanding of job expectations, the process for fulfilling these expectations, and the consequences of one’s performance are important for agile team effectiveness.
Scrum is often the first framework people choose when starting on an agile journey. Scrum has a minimal set of rules that help managers to achieve organisational outcomes, such as:
A manager’s responsibility in the agile is to empower the Scrum Master to create effective agile teams by people working within the rules of Scrum.
Using the Product Backlog as the “one door” to bring work to the team increases the clarity of work structures and priorities.
Product Owners are accountable for delivery. They do this by establishing roadmaps for delivery with their team, optimising for value, and prioritising team work to achieve these outcomes.
The Scrum Master isn’t a “delivery manager” or “agile project manager”. The Scrum Master supports the guardrails and agile operating model to be implemented and improved at the team level.
Who has the capability to grow into an agile role?
Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.
What does it take to lead an Agile Release Train as its Product Manager?
What is a manager’s role in an agile team?
What does it take to be a great Product Owner?
What is a Release Train Engineer (RTE) and what does the role do?
Scrum Masters are responsible for the effectiveness of agile.
An activity is designed to help improve awareness of agile roles.
Who will make a good fit for new agile roles?