Articles

Scrum Scaling Techniques for large teams involve adapting the Scrum framework to effectively manage and coordinate multiple Scrum teams working on a single product or project.

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 lead to agreed actionable improvements to be implemented in future. releases. Sometimes, improvements to the Scrum Guidance Body may be recommended. 

Scrum Scaling Techniques for large teams involve adapting the Scrum framework to effectively manage and coordinate multiple Scrum teams working on a single product or project.

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 lead to agreed actionable improvements to be implemented in future. releases. Sometimes, improvements to the Scrum Guidance Body may be recommended. 

Scrum Scaling Techniques for large teams involve adapting the Scrum framework to effectively manage and coordinate multiple Scrum teams working on a single product or project.

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 lead to agreed actionable improvements to be implemented in future. releases. Sometimes, improvements to the Scrum Guidance Body may be recommended. 

Scrum scaling techniques are strategies designed to extend the Scrum framework to larger projects or organizations while maintaining its core principles and values. One common technique is the use of Scrum of Scrums, where representatives from multiple Scrum teams meet regularly to synchronize efforts, address dependencies, and manage inter-team communication.

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 lead to agreed actionable improvements to be implemented in future. releases. Sometimes, improvements to the Scrum Guidance Body may be recommended.