Product owner shouldn't be a developer or project management role; the whole point is to have someone who can accept a result and who is the subject matter expert. If you make them a team member, you're back to making the product developers define the product; this is a Bad Thing. And if you make them the SCRUM master, first, they probably don't have the development background a SCRUM master needs to understand the issues and estimation, and second, they then control the exact processes and products the SCRUM master should be serving as a balance on.
The SCRUM master can certainly take some team member duties, especially in a small team. However, in most cases as the team size grows beyond 3-4, the SCRUM master won't have a ton of time for regualr development work.
[Updated: "SCUM" master a very inconvenient typo.]
Our SCRUM master and product owner are the same person, but he's a unique individual who knowns when he's wearing his SCRUM master hat (or Karate Kid headband in this case) he is not the product owner and visa versa.
Oh yeah, and I definitely recommend a Karate Kid headband for the SCRUM master.
Thanks for all your answers. I can't select one of them as the accepted answers, because all are valuable. I'm therefore accepting this answer to remove the reminder from my profile page.
In an "ideal Scrum situation" you wouldn't be sharing roles.
Scrum master and team member On occasion there would be a conflict of interest between them needing to complete their task and needing to remove an impediment that a team member has reported. In each of their roles they have 'committed' to completing their role before the sprint ends - which should take precedence? However, in reality this is probably the most common pairing of roles
Product owner and team member You really should never have the same person accepting work as complete and finished and actually doing the work. This should only ever happen in a one man company in which case you may question the idea of using Scrum in the first place
Scrum master and product owner Again I see a potential conflict of interest between the Scrum master wanting to complete the sprint as has been committed to and the product owners need to accept say the sprint has been accepted.
Scrum intentionally splits up the traditional project management responsibilities to guard against the traditional project management pitfalls, including pressure and micromanagement. By definition, the Scrum Master has no authority and the Product Owner has authority, so if we combine those two into one person we should just be honest and call that person a regular project manager (perhaps with some Agile skills).
The other combinations (PO is a team member, SM is a team member) also have downsides but are less harmful.
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我们所有的 scrum-master 都是参与的团队成员，我认为这很好。 该流程很好地处理了生产力的差异。
我确实认为产品负责人应该是外部的，但我只是认为团队应该与产品负责人保持一定的距离。
All of our scrum-masters are participating team-members and I think that works fine. The process handles differences in productivity really well.
I really think the product owner should be external, but I just believe the teams should have some distance from the product owner.
产品负责人不应该是开发人员或项目管理角色； 重点是要有一个能够接受结果并且是主题专家的人。 如果你让他们成为团队成员，你就又回到让产品开发人员定义产品； 这是一件坏事。 如果你让他们成为 SCRUM master，首先，他们可能不具备 SCRUM master 需要了解问题和评估的开发背景，其次，他们控制 SCRUM master 应该充当的确切流程和产品。平衡开启。
SCRUM 管理员当然可以承担一些团队成员的职责，尤其是在小团队中。 然而，在大多数情况下，当团队规模超过 3-4 人时，SCRUM Master 将没有大量时间进行常规开发工作。
[更新：“SCUM”掌握了一个非常不方便的拼写错误。]
Product owner shouldn't be a developer or project management role; the whole point is to have someone who can accept a result and who is the subject matter expert. If you make them a team member, you're back to making the product developers define the product; this is a Bad Thing. And if you make them the SCRUM master, first, they probably don't have the development background a SCRUM master needs to understand the issues and estimation, and second, they then control the exact processes and products the SCRUM master should be serving as a balance on.
The SCRUM master can certainly take some team member duties, especially in a small team. However, in most cases as the team size grows beyond 3-4, the SCRUM master won't have a ton of time for regualr development work.
[Updated: "SCUM" master a very inconvenient typo.]
搜索的档案scrumdiscussionlist。 这在过去已经被广泛讨论过。
Search the archives of the scrumdiscussion list. This has been extensively discussed in the past on there.
我们的 SCRUM 大师和产品负责人是同一个人，但他是一个独特的人，当他戴着 SCRUM 大师帽子（或本例中为 Karate Kid 头带）时，他知道他不是产品负责人，反之亦然。
哦，是的，我绝对推荐给 SCRUM 大师使用空手道小子头带。
Our SCRUM master and product owner are the same person, but he's a unique individual who knowns when he's wearing his SCRUM master hat (or Karate Kid headband in this case) he is not the product owner and visa versa.
Oh yeah, and I definitely recommend a Karate Kid headband for the SCRUM master.
感谢您的所有回答。 我无法选择其中之一作为可接受的答案，因为它们都很有价值。 因此，我接受此答案以从我的个人资料页面中删除提醒。
Thanks for all your answers. I can't select one of them as the accepted answers, because all are valuable. I'm therefore accepting this answer to remove the reminder from my profile page.
在“理想的 Scrum 情况”中，您不会共享角色。
Scrum 管理员和团队成员有时，他们需要完成任务和需要消除团队成员报告的障碍之间会存在利益冲突。 在他们的每个角色中，他们都“承诺”在冲刺结束之前完成他们的角色 - 哪个应该优先？ 然而，实际上这可能是最常见的角色组合
产品所有者和团队成员你真的不应该让同一个人接受工作已经完成并实际完成工作。 这种情况应该只发生在一个人的公司中，在这种情况下，您可能会首先质疑使用 Scrum 的想法
Scrum 管理员和产品负责人我再次看到 Scrum 管理员想要完成已承诺的冲刺与产品负责人需要接受冲刺已被接受之间存在潜在的利益冲突。
In an "ideal Scrum situation" you wouldn't be sharing roles.
Scrum master and team memberOn occasion there would be a conflict of interest between them needing to complete their task and needing to remove an impediment that a team member has reported. In each of their roles they have 'committed' to completing their role before the sprint ends - which should take precedence? However, in reality this is probably the most common pairing of roles
Product owner and team memberYou really should never have the same person accepting work as complete and finished and actually doing the work. This should only ever happen in a one man company in which case you may question the idea of using Scrum in the first place
Scrum master and product ownerAgain I see a potential conflict of interest between the Scrum master wanting to complete the sprint as has been committed to and the product owners need to accept say the sprint has been accepted.
Scrum有意地拆分了传统的项目管理职责，以防范传统项目管理的陷阱，包括压力和微观管理。 根据定义，Scrum Master 没有权力，而产品负责人有权力，因此，如果我们将这两个人合并为一个人，我们应该诚实地称该人为常规项目经理（也许具有一些敏捷技能）。
其他组合（PO 是团队成员，SM 是团队成员）也有缺点，但危害较小。
Scrum intentionally splits up the traditional project management responsibilities to guard against the traditional project management pitfalls, including pressure and micromanagement. By definition, the Scrum Master has no authority and the Product Owner has authority, so if we combine those two into one person we should just be honest and call that person a regular project manager (perhaps with some Agile skills).
The other combinations (PO is a team member, SM is a team member) also have downsides but are less harmful.