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Agile Project Management with Scrum by Ken Schwaber

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Conclusions

At MetaEco, Tom protected the team’s productivity and ability to meet its commitments by fulfilling his job as ScrumMaster. At MetaEnergy, Jane optimized the value of the development project by performing her duties as Product Owner. At Service1st, the Team fulfilled its responsibility of managing itself to meet its commitments by forming subteams.

In each of these instances, the action of each manager was very important to the success of the project. All of these actions required intelligence and initiative. However, each was a natural response to project events made visible by Scrum. Tom saw the deleterious effects of Paul’s predations at the Daily Scrum when team members reported that he had redirected their work. Jane saw the opportunity ...

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