The Product Owner and all stakeholders

The Development Team

Scrum Master, The Project Manager and the Development Team

The Product Owner and the Development Team

By keeping high value features hight in the Product Backlog

By removing impediments that hinder the Development Team

By starting and ending the meetings at the proper time

By facilitating Development Team decisions

The Product Owner as he/she is responsible for the product

The Scrum Master as he/she is responsible for the Development Team's productivity

The Scrum Team , in a collaborative effort where the result is the common denominator of all members' definitions

The development organization (or Development Team if none is available from the development organization)

As needed while taking into account a short term reduction in productivity

Never, because it reduces productivity

As needed with no special allowance for changes in productivity

Every Sprint to promote shared learning

Facilitating Scrum events as requested or needed.

Coaching the Development Team in self-organization and cross-functionality.

Telling the Development Team how to turn a Product Backlog into a releasable Increment.

Helping employees and stakeholders understand and enact Scrum and empirical product development.

Ask the Development Team to spend as many Sprints as necessary to prepare the engineering tools and infrastructure so any Product Backlog item its selects is potentially shippable at Sprint end.

Declares the Development Team not ready for Scrum.

Has the Development Team improve its skills, tools and infrastructure over time and adjust the definition of “done” accordingly.

Ask the Development Team to do the best it can on each Product Backlog item it selects.

Has the Development Team define “done” and do the same work for all Product Backlog items it selects.

During the Daily Scrum after the Development Team approves them.

When the Scrum Master has the time to enter them.

As soon as possible after they are identified.

When the Product Owner identifies a new work.

Keeping track of resource allocation.

Managing the performance of the Scrum Team.

The Scrum Team meeting and the objectives it sets for itself.

The Scrum process being adopted and used properly.

The manager to whom he/she reports is responsible because he/she has authority for hiring and firing.

Scrum Master is responsible because he/she needs to remove impediments.

Product Owner is responsible because he/she controls the return on investment (ROI) of the work.

The Development Team is responsible because it is a self-managing Team, although it may have to be advised by the Scrum Master.

Ask the Development Team members to alternate who is responsible for meeting setup.

Inform management and ask them to solve it.

Help the Development Team to self-manage and determine for itself what to do.

Set up the meeting and tell the Development Team that is how it will be done.

Alert the product Owner, start the Sprint and monitor burndown rates.

Start the Sprint and recruite additional Development Team members.

Collaborate with the Product Owner and potentially remove or change items.

Cancel the Sprint.

Ask the Development team to work overtime for this Sprint and promise that it won’t happen again.

The Product owner may not know what he/she is inspecting at the Sprint Review.

The Development Team may not know how many Product Backlog items it can do in a Sprint.

The Product Owner may be unable to gauge the progress toward his/her goals.

The Development Team may not know what work is entailed in completing selected Product Backlog items.

All of the above.

Act as a go-between for them.

Monitor communications between them.

Teach the Product Owner about the technologies employed during the sprints.

Teach the Team to talk in terms of business needs and objectives.

An increment of software with minor known bugs in it.

Falling unit tests, to identify acceptance tests for the next Sprint.

An increment of working software that is “done”.

A single document, if that is what the Product Owner asked for.

The Development Team includes not only developers but also business analysts, architects, developers, and testers.

The Development Team includes cross-skilled individuals who are able to contribute to do what is necessary to deliver an increment of software.

The development Team is a virtual team drawing from separate teams of business analysts, architects, developer, and testers.

Developers on the Development Team work closely with business analysts, architects, developers, and testers who are not on the team.

There is no effect, because it has to stay the same until the end of the project.

It is archived and a new Product Backlog is created to take its place.

It is converted into a requirements specification to ensure stability.

It evolves to reflect what the product needs to be most valuable.

Methods of communication.

The way the Scrum Team does Sprint Planning.

Skills needed to improve the Development Team’s ability to deliver.

It’s Definition of Done.

All of the above.

Just enough to understand design and architectural implications.

Enough so the Development Team knows how to do what it has committed to do and to start the first several days of the Sprint.

Just enough tasks for the Scrum Master to be confident in the development Team’s understanding of the Sprint.

All of the potential work. The Sprint Planning meeting isn’t over unit 100% of the work is identified and estimated.

It provides just enough information to enable a Scrum team to start the design phase of a product.

It is allowed to grow and change as more is learned about the product and its customer.

It is baselined to follow change management processes.

It contains all foreseeable tasks and requirements from which the Scrum team can develop and maintain a complete project plan.