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In Scrum project management, there are only three recognized roles: one Scrum Master, one Product Owner, and various Developers. (The 2020 Scrum Guide explains that “Developer” does not mean software developers exclusively; it is intended to be an inclusive term. It refers to the members of the Scrum Team who are doing the work or developing the product. In this book we refer to a “Developer” as a “Delivery Team Member,” which we have found more acceptable and more in alignment with audit terminology.) Collectively, those serving in these three roles create the Agile team (the equivalent to a Scrum Team). The Agile team members are self‐organizing, to ensure the best complement of skills, knowledge, and capabilities, and self‐managing, to increase accountability and workability of the team without the need for a manager, or, worse, a micromanager. There are no subteams or hierarchies. The team is a cohesive unit of professionals focused on one objective at a time, the Product Goal. The Agile team has total authority on the exact approach to get their work done, estimate how long work will take, create their schedule, and manage their own time. The Agile team is small enough to remain nimble and large enough to complete significant work within a Sprint. Most Agile teams have three to nine members. The Agile team is accountable for all aspects of the work (Rigby, Sutherland, and Takeuchi 2016). Following is a brief description of each role.