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 of the early release at the Sprint review meeting. The Service1st team saw that it had to do something to get under way once the Sprint started. Scrum is structured to regularly make the state of the project visible to the three managers—the Product Owner, the ScrumMaster, and the Team—so that they can rapidly adjust the project to best meet its goals.