Due Sunday 1159 Pm Est Of Unit 2points 100overview In This ✓ Solved

Due: Sunday, 11:59 p.m. EST of Unit 2. Points: 100 Overview: In this assignment, you will compare and contrast the core Scrum roles from those of traditional project management. The Scrum roles and how they interact with each other have a direct impact on the success of a project. Understanding the roles and how they compare to traditional project manager roles will help clarify the differences between agile and traditional projects.

Instructions: ï‚· Summarize the roles of the product owner, the Scrum master, and the product owner. ï‚· Compare and contrast the Scrum roles and a traditional project manager. ï‚· Provide an example of an agile project versus a traditional project: o Describe the two projects. o Explain how the different roles function specifically within each project. Assignment Guidelines: ï‚· Three pages in length, excluding the Title and Reference page. ï‚· APA format, including in-text citations for referenced works. ï‚· At least two resources. Be sure to read the criteria, by which your paper will be evaluated, before you write, and again after you write. PMG652 – Agile Project Management w/Scrum Marketing Unit 2 Assignment: Scrum vs.

Traditional Roles Evaluation Rubric for Scrum vs. Traditional Roles Assignment CRITERIA Deficient Needs Improvement Proficient Exemplary 0–8 Points 9-11 Points 12–14 Points 15 Points Roles Summary Summary addresses less than 2 of the roles and identifies some key details and responsibilities. Summary addresses 2 of the roles and identifies key details and responsibilities. Summary addresses the 3 roles and identifies most key details and responsibilities. Summary addresses the 3 roles and identifies all key details and responsibilities.

0-11 Points 12-15 Points 16-19 Points 20 Points SCRUM Roles Analysis Analysis is missing or inadequate. Analysis provides insight into similarities and differences of Scrum roles and a traditional project manager; missing at least one key detail. Analysis provides insight into similarities and differences of Scrum roles and a traditional project manager; missing minor details. Analysis provides insight into similarities and differences of Scrum roles and a traditional project manager. 0-8 Points 9-11 Points 12-14 Points 15 Points Project Description Analysis is missing or inadequate.

Both projects described in detail; missing at least one key element needed for analysis understanding. Both projects described in detail; missing minor elements needed for analysis understanding. Both projects described in full detail. 0-11 Points 12-15 Points 16-19 Points 20 Points Role Explanation Explanation is missing or inadequate. Explanation details how the roles function within each project; missing at least one key detail.

Explanation details how the roles function within each project; missing minor details. Explanation fully details how the roles function within each project. 0 – 5 Points 6 – 7 Points 8 – 9 Points 10 Points Resources 0 resources. 1 resource. 2 resources.

More than 2 resources. Paper Length Less than 1 full than 3 pages. 1 page. 2 pages. 3 pages.

Clear and Professional Writing and APA Format Errors impede professional presentation; guidelines not followed. Significant errors that do not impede professional presentation. Few errors that do not impede professional presentation. Writing and format is clear, professional, APA compliant, and error free.

Paper for above instructions

Overview of Scrum Roles

In Agile project management, particularly within the Scrum framework, distinct roles contribute towards the success of a project. Among these, three primary roles stand out: the Product Owner, the Scrum Master, and the Development Team.

Product Owner

The Product Owner acts as a bridge between the stakeholders and the Scrum team, representing the customer’s interests. Their responsibilities include defining the product vision, managing the product backlog, and prioritizing work according to customer value and feedback (Cohn, 2010). The Product Owner must clearly communicate the goals and benefits to both the Scrum team and stakeholders, ensuring alignment with business objectives (Schwaber & Beedle, 2002).

Scrum Master

The Scrum Master serves as a facilitator and coach for the team, aiding in the adoption and execution of Scrum principles. Their responsibilities involve removing obstacles that hinder the team’s progress, facilitating meetings, and coaching the team in self-organization (Schwaber, 2004). The Scrum Master also plays a role in promoting Agile best practices and ensuring that the Scrum framework is adhered to (Sutherland, 2014).

Development Team

The Development Team comprises professionals who work collaboratively to deliver product increments. The team's members are cross-functional, which means they possess all the necessary skills to complete the project without relying on external resources (Schwaber & Sutherland, 2017). The team is self-organizing, responsible for determining how to accomplish their work, and is committed to delivering high-quality components (Miklos, 2016).

Comparison with Traditional Project Manager Roles

When contrasting Scrum roles with that of a traditional project manager (TPM), a few key differences and similarities emerge, reflecting the variance in methodologies.

Traditional Project Manager

In traditional project management, the project manager is primarily accountable for planning, executing, and closing the project. They are responsible for defining project objectives, managing resources, handling budgets, and maintaining communication among various stakeholders. Furthermore, the project manager’s authority is often centralized, with decisions made at the top, whereas in Scrum, decision-making is devolved to the team level.

Key Differences

1. Authority and Decision-Making: The traditional project manager has authority over the project, making pivotal decisions without necessarily consulting the team. In contrast, the Product Owner collaborates closely with the Development Team, prioritizing tasks based on collective input (Project Management Institute, 2017).
2. Flexibility: Scrum promotes an iterative approach, allowing for flexibility in project scope. This contrasts with the traditional model, which often involves rigid planning (Wysocki, 2014). Changes to a project plan may be cumbersome in traditional methods but are a natural part of Scrum.
3. Role of Stakeholders: In traditional project management, stakeholder involvement may be limited post-approval phases, whereas in Scrum, the Product Owner consistently engages with stakeholders to collect feedback and adapt the backlog (Murray, 2018).
4. Focus: Traditional project management focuses more on processes and artifacts, while Scrum emphasizes collaboration and team dynamics to deliver value quickly (Hossain, 2016).

Key Similarities

1. Goals and Objectives: Both approaches aim to deliver a successful product that meets stakeholder needs (Kerzner, 2017). The emphasis on achieving defined goals remains fundamental irrespective of the chosen methodology.
2. Team Collaboration: Regardless of the framework, effective communication and collaboration among team members and stakeholders are crucial to overall project success (Bredillet, 2016).

Comparative Project Examples

To illustrate the differences in project execution between Agile and traditional methodologies, consider the following project examples:

Agile Project: Mobile Application Development

Description: A company seeks to develop a mobile application to provide real-time sports updates. This agile project begins with defining the product vision, followed by drafting a product backlog, consisting of user stories gathered from potential users.
Roles in Action:
- The Product Owner often interacts with users, collecting feedback and prioritizing user stories based on this input, ensuring the application evolves in line with user expectations.
- The Scrum Master facilitates daily stand-ups, sprint planning, and sprint reviews, working to address any impediments the team faces. For example, if a developer struggles with a specific technology, the Scrum Master helps find resources or coaching.
- The Development Team self-organizes to determine how to achieve the user stories, continuously iterating and improving based on feedback received during sprint reviews.

Traditional Project: Construction of a New Office Building

Description: A construction company embarks on building a new office block. The project follows the Waterfall model, with defined phases: initiation, planning, execution, monitoring, and closure.
Roles in Action:
- The Project Manager oversees the entire project, making decisions related to budgeting, scheduling, and resource allocation. They interact with stakeholders predominantly during milestone meetings.
- Teams are structured hierarchically where architects, engineers, and builders follow directives from the Project Manager, limiting cross-functional self-organization.
- Communication primarily occurs through structured meetings, and stakeholders are predominantly updated at project milestones, contrasting the continuous feedback loop integral to Scrum.

Conclusion

Understanding the nuances between Scrum roles, particularly how they contrast with traditional project management approaches, can significantly enhance project deliverables. Scrum’s focus on flexibility, iterative progress, and team autonomy is a stark contrast to the hierarchical, rigid structures often observed in traditional project management. This knowledge equips project stakeholders to choose the most suitable management strategies for their respective projects.

References

1. Bredillet, C. (2016). Project Management: A Professional Perspective. International Journal of Project Management, 34(4), 593-605.
2. Cohn, M. (2010). User Stories Applied: For Agile Software Development. Boston: Addison-Wesley.
3. Hossain, M., Bock, A. J., & M. A., K. (2016). Understanding Agile Team Development: The Role of Team Dynamics. International Journal of Project Management, 34(7), 1331-1340.
4. Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New York: Wiley.
5. Miklos, P. (2016). The Role of the Agile Coach: Applications and Impact. Agile Alliance.
6. Murray, R. (2018). The Product Owner Role: A Guide for Agile Leaders. Agile Coach Series.
7. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Newtown Square, PA: Project Management Institute.
8. Schwaber, K. (2004). Agile Project Management with Scrum. Redmond, WA: Microsoft Press.
9. Schwaber, K., & Beedle, M. (2002). Agile Software Development with Scrum. Upper Saddle River, NJ: Prentice Hall.
10. Schwaber, K., & Sutherland, J. (2017). The Scrum Guide. Scrum.org.
11. Sutherland, J. (2014). Scrum: The Art of Doing Twice the Work in Half the Time. New York: Crown Business.
12. Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme. Hoboken, NJ: John Wiley & Sons.