Scrum@Scale (S@S) is a framework that allows Scrum to be scaled to handle large-scale projects. It is intended to solve the difficulties associated with coordinating the activities of various Scrum teams, and it includes advice on how to structure Scrum teams, manage product backlogs, and implement continuous delivery. Scrum@Scale is a collection of standards and practices for integrating the work of numerous Scrum teams, and it is meant to interact with other Scrum frameworks such as SAFe and LeSS.
Scrum@Scale was created by Jeff Sutherland, Scrum’s co-creator. Sutherland is an author and consultant who has assisted numerous firms in scaling Scrum and Agile methods.
Key concepts
Scrum@Scale is a framework based on the Scrum framework that focuses on scaling the methodology across various teams and departments. Scrum@Scale offers a set of guiding concepts and techniques, such as the Scrum Master Cycle, that assist businesses in establishing a network of Scrum Masters that collaborate to coordinate the efforts of numerous Scrum teams. The framework also highlights the significance of continuous improvement, with an emphasis on providing value to customers, and includes a set of metrics to assist businesses in tracking their progress and identifying opportunities for development.
Core principles and ‘new’ roles
- Scale-free architecture
- Scrum@Scale is built on a “scale-free architecture,” which means it can be used to scale Scrum to any size without adding complexity or overhead. This is accomplished by utilizing modular teams as well as a hierarchical “meta-Scrum” that manages the work of various teams;
- Balanced teams
- Scrum@Scale highlights the necessity of well-balanced teams with all of the skills and knowledge required to create a functional product. This implies that each team is cross-functional, with members possessing a wide range of skills and competences;
- Continuous improvement
- Scrum@Scale emphasizes continuous improvement by utilizing measurements and data to support decision-making and drive changes in both the product and the process.
- Product Owner Team
- The Product Owner Team consists of persons that are in charge of managing the product backlog across various teams. This team comprises of one or more Product Owners from each Scrum team, as well as a Chief Product Owner (CPO) who is in charge of organizing the Product Owner Team’s activities and ensuring that the product vision is correctly defined and communicated;
- Chief Product Owner (CPO)
- The CPO is in charge of ensuring that the product vision is correctly established and conveyed, as well as managing the Product Owner Team’s activities. The CPO collaborates closely with the Executive Action Team to ensure that the product vision is in line with the organization’s goals and objectives;
- The CPO is a critical function in S@S, and is in charge of ensuring that the product backlog is correctly defined and prioritized, as well as that the Product Owner Team’s work is appropriately coordinated. The CPO collaborates closely with the Product Owners from each team to ensure that the product backlog is appropriately defined and improved, and that each team’s activity is aligned with the overarching product vision. The CPO also collaborates closely with the Executive Action Team to ensure that the product vision is in sync with the organization’s goals and objectives;
- Scrum of Scrums Master
- The Scrum of Scrums Master is in charge of coordinating the efforts of several Scrum teams and ensuring that dependencies are recognized and resolved. This position is unique to S@S and is not included in the regular Scrum methodology;
- Executive Action Team
- The Executive Action Team is in charge of providing overall strategic direction and support for S@S implementation, ensuring that the framework is effectively linked with corporate goals and objectives. This function is likewise unique to S@S and is not included in the regular Scrum methodology.
USPs
Scrum@Scale is distinguished from other scaling frameworks by its emphasis on self-organization and decentralized decision-making. Scrum@Scale provides a framework for establishing a network of Scrum teams, with each team working autonomously but simultaneously collaborating with other teams to meet project goals. This method allows firms to grow Scrum while retaining the flexibility and agility that are critical to Scrum’s success.
For what organizations?
Scrum@Scale may be used in a number of situations, but it is especially well-suited to big organizations with complicated projects requiring the collaboration of various teams and departments. Scrum@Scale may assist organizations in establishing a network of Scrum teams that collaborate to achieve overall project goals while adhering to the Scrum methodology’s basic principles and values. Scrum@Scale may be less ideal for organizations that demand a more prescriptive approach to Agile scaling, or those who do not currently use Scrum as their primary product development technique. Scrum@Scale’s success is dependent on the organization’s desire to adopt its concepts and practices, as well as to continually adapt and improve its procedures over time.
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