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Scrum scaling approaches for big projects involve adapting Agile principles to suit larger, more complex endeavors. Techniques like Scrum of Scrums enable multiple Scrum teams to collaborate seamlessly while maintaining alignment with project goals. These approaches emphasize decentralized decision-making, regular synchronization meetings, and shared accountability across teams. By leveraging these scalable frameworks, organizations can effectively manage large-scale projects, streamline communication, mitigate risks, and ensure that Agile practices remain agile even at the enterprise level.

Scaling Scrum for the Enterprise is usually applicable to the following:

• Portfolios, programs, and/or projects in any industry
• Products, services, or any other results to be delivered to business stakeholders

The term “product” may refer to a product, service, or other deliverable. Scrum can be applied effectively to any project in any industry—from small projects or teams with as few as six team members to large, complex projects with up to several hundred team members.

For Scaling Scrum for Enterprise, the following processes need to be followed:

Create Program or Portfolio Components—In this process, the Program or Portfolio Product Owner and key business stakeholders identify common components and resources required for the program or portfolio. The Minimum Done Criteria are defined and all business stakeholders are identified.

Review and Update Scrum Guidance Body—In this process, the Scrum Guidance Body recommendations are regularly reviewed by the members of the Scrum Guidance Body and are updated when and if necessary. In this process, changes in the membership of the Scrum Guidance Body are also handled.

Create and Refine Program or Portfolio Backlog—In this process, the Program or Portfolio Backlog is created, updated, and maintained. Recommendations for improvements of the Scrum Guidance Body Recommendations may be made and implementation deadlines may be adjusted based on changed requirements and/or progress of the projects in the program or portfolio.

Coordinate Program or Portfolio Components—In this process, components of the program or portfolio are coordinated. Dependencies between projects are addressed, common impediments are discussed, and best practices are shared. Sometimes, recommendations for improvements of the Scrum Guidance Body are made.

Retrospect Program or Portfolio Releases—In this process, the Program or Portfolio Product Owner and key business stakeholders get together to retrospect a program or portfolio Release and internalize the lessons learned. Often, these lessons learned to lead to agreed actionable improvements to be implemented in future releases. Sometimes, improvements to the Scrum Guidance Body may be recommended.