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clarify question; retag; minor grammar and semantic edits throughout
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Todd A. Jacobs ♦
Todd A. Jacobs ♦
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Product Owner or Scrum Master: Who speaks to the client when there are some errors onin the documentation that the client delivered?

Pre:

We have a web development project (P) closed with a (C) client. This Pproject has plenty of formulas and documents (around 100 x eachformulas per block, we haveand 5 blocks for the whole P)project.

The Product Owner (PO) create thecreated a Product Backlog (BK),. The Scrum Master (SM) createscreated the tasks from the Product Backlog and leadis leading the Development Team (DT). Everything starts ok and goes in a cool rythm. But suddendlystarted okay, SM reportsbut now the Scrum Master is reporting plenty of errors on the formulas that the Cclient sent at the beginning of the Pproject.

The formulasformula specification documents were huge, and PO decides. The Product Owner decided that SMthe Scrum Master and DTDevelopment Team could manage it without problems. ButHowever, the complexity of the project makes necessaryrequires that SMthe Scrum Master speaks with the Ccustomer. Is

Does it the good path? A three sidesmake sense to have a meeting should be done between Cthe customer, POProduct Owner, and SMScrum Master? Is it maybe an error from the POProduct Owner because he didn't read carefully read all the formulas from the 5 blocks?

How SCRUM solvesdoes Scrum solve this kind of situationssituation?

Product Owner or Scrum Master: Who speaks to the client when there are some errors on the documentation that the client delivered?

Pre:

We have a web development project (P) closed with a (C) client. This P has plenty of formulas and documents (around 100 x each block, we have 5 blocks for the whole P).

Product Owner (PO) create the Backlog (BK), Scrum Master (SM) creates the tasks and lead the Development Team (DT). Everything starts ok and goes in a cool rythm. But suddendly, SM reports plenty of errors on the formulas that the C sent at the beginning of the P.

The formulas documents were huge, and PO decides that SM and DT could manage it without problems. But the complexity of the project makes necessary that SM speaks with the C. Is it the good path? A three sides meeting should be done between C, PO and SM? Is it maybe an error from the PO because he didn't read carefully all the formulas from the 5 blocks?

How SCRUM solves this kind of situations?

Who speaks to the client when there are some errors in the documentation that the client delivered?

We have a web development project with a client. This project has plenty of formulas and documents (around 100 formulas per block, and 5 blocks for the whole project.

The Product Owner created a Product Backlog. The Scrum Master created the tasks from the Product Backlog and is leading the Development Team. Everything started okay, but now the Scrum Master is reporting plenty of errors on the formulas that the client sent at the beginning of the project.

The formula specification documents were huge. The Product Owner decided that the Scrum Master and Development Team could manage it without problems. However, the complexity of the project requires that the Scrum Master speaks with the customer.

Does it make sense to have a meeting between the customer, Product Owner, and Scrum Master? Is it maybe an error from the Product Owner because he didn't carefully read all the formulas from the 5 blocks?

How does Scrum solve this kind of situation?

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Raúl Sánchez
Raúl Sánchez
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Product Owner or Scrum Master: Who speaks to the client when there are some errors on the documentation that the client delivered?

Pre:

We have a web development project (P) closed with a (C) client. This P has plenty of formulas and documents (around 100 x each block, we have 5 blocks for the whole P).

Product Owner (PO) create the Backlog (BK), Scrum Master (SM) creates the tasks and lead the Development Team (DT). Everything starts ok and goes in a cool rythm. But suddendly, SM reports plenty of errors on the formulas that the C sent at the beginning of the P.

The formulas documents were huge, and PO decides that SM and DT could manage it without problems. But the complexity of the project makes necessary that SM speaks with the C. Is it the good path? A three sides meeting should be done between C, PO and SM? Is it maybe an error from the PO because he didn't read carefully all the formulas from the 5 blocks?

How SCRUM solves this kind of situations?