"People not on the Scrum Team" includes managers, as well as anyone without a defined role on the Scrum Team.

Here is what the Scrum Guide says on this topic.
  • "Everyone else[besides the Scrum Team] is a “chicken.” Chickens cannot tell “pigs” how to do their work. Chickens and pigs come from the story..." [ See story in the Scrum Guide]
  • "The ScrumMaster also enforces the rule that chickens are not allowed to talk or in anyway interfere with the Daily Scrum."
  • "The Daily Scrum is not a status meeting. It is not for anyone but the people transforming the Product Backlog items into an increment (the Team)."
    • I find these last two quotes from the Scrum Guide to be somewhat confusing. If the Daily Scrum is not for anyone other than the Team, then why would chickens even be present at the Daily Scrum?
  • "Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Team, or the ScrumMaster."
  • "During the Sprint Review, the Scrum Team and stakeholders collaborate about what was just done. Based on that and changes to the Product Backlog during the Sprint, they collaborate about what are the next things that could be done."
  • "The ScrumMaster helps the Scrum Team and the organization adopt Scrum."
  • "The ScrumMaster also helps the Scrum Team do its best in an organizational environment that may not yet be optimized for complex product development."
  • "For the Product Owner to succeed, everyone in the organization has to respect his or her decisions. No one is allowed to tell the Team to work from a different set of priorities, and Teams aren’t allowed to listen to anyone who says otherwise."
  • "The purpose of release planning is to establish a plan and goals that the Scrum Teams and the rest of the organizations can understand and communicate."
  • "The organization can then inspect progress and make changes to this release plan on a Sprint-by-Sprint basis."
  • "Most organizations already have a release planning process, and in most of these processes most of the planning is done at the beginning of the release and left unchanged as time passes."
  • "This release planning usually requires no more than 15-20% of the time an organization consumed to build a traditional release plan."
  • "The estimated effort[for the Release Burndown] is in whatever unit of work the Scrum Team and organization have decided upon."
  • In an optional "Tip" : "In some organizations, more work is added to the backlog than is completed[during a release timeframe]."
  • "Some organizations are incapable of building a complete increment within one Sprint."
  • "This [undone]work [to make an increment releasable] is accumulated linearly although it actually has some sort of exponential accumulation that is dependent on each organization’s characteristics. "