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2. New Management Responsibilities > The Team at Service1st

The Team at Service1st

In a huge reversal of ordinary management practices, Scrum makes the team responsible for managing development activities. Traditionally, the project manager tells the team what to do and manages its work. In Scrum, however, the team selects the work that it will do during each Sprint. After that initial selection is made, it is up to the team to figure out how to do the work at hand. The team decides how to turn the selected requirements into an increment of potentially shippable product functionality. The team devises its own tasks and figures out who will do them.

The pressure inherent in a 30-day Sprint, the commitment the team members make to each other to accomplish something, and the principles of self-organization and cross-functional responsibilities all help the team successfully fulfill this responsibility. The team unfailingly rises to the occasion and manages itself. When anyone outside the team tries to tell the team what to do, more damage than good usually results. I don’t know why Scrum’s self-organization works so well, but that hardly matters. After all, I know of hundreds of successful Scrum projects encompassing thousands of successful Sprints.


  

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