Foreword
Over my decades-long career, I’ve had the privilege of acting in all three of the Scrum roles: developer, Scrum master, and product owner. And I have a confession: I didn’t always perform those roles well.
For example, I was once on a Scrum team that was horrible at breaking down work into something that could be completed in a sprint. It took months before we produced anything of value, which was incredibly demoralizing for the Scrum team and caused our stakeholders to disengage.
Then there was the time I was both the product owner and the Scrum master for the same Scrum team. I embraced being a Scrum master and invested the time required to be good at it—–but that meant I didn’t have time to be a good product owner. The result was ...
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