He's looking at you...

He’s looking at you…

Who is responsible for results on a sprint team? I was once asked “whose throat I should step on when the project is in trouble?” In a classic project, the answer would be the project manager (or a similar position). In an Agile project that is living up to the principles espoused in the Agile Manifesto, the answer is a bit messier and that messiness makes a command and control leader very nervous.

Agile projects using Scrum as their organization and management framework have three basic roles: product owner, scrum master and team. If we were looking for a throat, which one would we select? The product owner owns the backlog, the budget, is charge of prioritizing the work and provides leadership. The scrum master coaches, teaches and generally facilitates the team while removing barriers to performance and provides leadership. The whole team plans the work, tackles issues and swarms to problems and individuals provide leadership when necessary. Agile teams are self-organizing and to an extent self-managing (the organization generally decides on which projects get done based on strategic plans). The whole team is involved in planning the work and, at least at situational level, everyone on the team can provide leadership. If you were to ask the members of an Agile team to point at who is in responsible, you might not have many people pointing in the same direction. Therefore is the answer that no one is responsible?

No, rather everyone on the team is in charge.  Everyone on the team is accountable for meeting the goals that the organization sets out as interpreted by the product owner (through the backlog) and accepted by the team.  The planning activities of public acceptance and commitment to the goals and stories of the sprint creates a pressure to do what has been committed. Demonstrations act as the bookend to the public commitment with the team publicly showing how they performed against the goals they committed to attaining. If we assume that the team is empowered to attain the goals they have committed to attaining, then the team truly is responsible as a whole.

Answering that the team is responsible sounds way too squishy for some organizations. In the end, whoever controls the budget is the person that should be accountable. This suggests that the product owner should be responsible or IT management if the budget is allocated as overhead. Neither of these scenarios is conducive to empowering a self-organizing team.

Who is in charge of a typical sprint team? Every person on the team is responsible for holding each other accountable for meeting their goals. The product owner and scrum master have a direct hand in setting and facilitating the goal, therefore everyone on the team is both accountable and responsible. The layers of interlocking responsibility produce significant peer pressure. That means that every team member can truthfully say that they ARE responsible for the project.

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