The task of Scrum

Analogous to the official Scrum Guide was the Scrum@Scale Guide, which defines this way of scaling work as: A framework within which networks of Scrum Teams operate B2B Email List following the Scrum Guide to solve complex adaptive problems and creatively deliver products with as much value as possible. The basic premise of Scrum@Scale is simplicity and efficiency.





Therefore, its operation is based on a scale-free architecture. In other words, it uses Scrum to scale Scrum. In such a way, a scrum team composed of individuals acting as Product Owner, Scrum Master or Developer becomes the Scrum of Scrums: a team consisting of teams. The Scrum of Scrums The Scrum of Scrums is a scrum team with people taking traditional Scrum roles. However, since of Scrums is to integrate the results of the work of several Scrum Teams, it needs additional posts: Product Owner Team – a group of Product Owners who meet to agree on priorities and create a cohesive product vision Chief Product Owner – Scrum Team’s Product Owner or a person who deals exclusively with the Scrum of Scrums Scrum of Scrums Master – the person who oversees the effectiveness of the Scrum of Scrums.









They meet at the same Scrum Events and use similar Artifacts. Scaling Scrum Further scaling and Scrum@Scale issues The scale-free architecture of Scrum@Scale means that it enables scaling more than just once. If an organization needs to coordinate teams on an even larger scale, it can set up Scrum of Scrums. However, scaling Scrum, like any other management methodology has its flaws, and in this case, they are similar to those of the basic Scrum Teams, only they are proportionally greater. That’s why we recommend to work out the details of the collaboration within each Scrum Team before starting Scrum on a larger scale. We suggest scaling Scrum for experienced teams that have a good knowledge and understanding of values and workings of Scrum.