Scrum as a framework has three roles: Product Owner, Scrum Master, and Team. The people who fill these roles are those who have committed to the project. Others might be interested in the project, but they aren’t on the hook. Scrum makes a clear distinction between these two groups and ensures that those who are responsible for the project have the authority to do what is necessary for its success and that those who aren’t responsible can’t interfere unnecessarily. (Ken Schwaber, 2004).
The Product Owner
The product owner is accountable for achieving maximum business value by collecting the overall requirements from the customers, as well as stakeholders and team members.
This role is equivalent to the customer role in the Agile Manifesto. The Product Owner defines the characteristics of the product, decides on launch date and content, return of investment (ROI) as well as creating and prioritizing the list of wanted requirements. This list is called the product backlog and is described further below.
The Scrum Master
The Scrum Master is one of the most important elements of Scrum. He doesn’t have the role of project manager; he is leading and helping the team with tasks which don't include development. The Scrum master is not controlling the team but only is guiding it.
The Scrum master is responsible for establishing scrum practices and rules, representing management to the project, shielding the team and removing obstacles—making sure, among the other things, that each team-member has proper hardware and software resources, desk space, etc. (Asproni, 2006).
The Scrum Master makes sure that the Scrum practices are understood and followed by everyone on the team (as well as those in management), and resolves those issues that the organizations find difficult to succeed. These misconceptions can occur inside the team, against the management, customer or lack of knowledge in the team.
The Team
The team is responsible for developing activities requested by the customer. The team is cross-functional – including all the resources and expertise to deliver the product each sprint - and self-managing, with broad autonomy inside the team. The team can determine who will do what and how to continue with the delivery without external interference. The size of the team is five to ten people.
