Why Scale ?
The Scrum team is good with team size 7-9 members. With large products, we need more labors to work, same with we need more teams. In this situation , scale is necessary and have some frame work support for communication between teams.
Scrum of Scrum
The Scrum of Scrums methodology was first implemented in 1996 by Jeff Sutherland and Ken Schwaber.
Scrum of Scrums is a scaled agile technique that offers a way to connect multiple teams who need to work together to deliver complex solutions.
Teams that are too small or large might struggle with the delivery of complex products.
The larger a team size, the greater lines of communication between team members, making it harder to create trust and a common purpose.
Therefore, splitting a very large team into two or three smaller ones can help to develop personal relationships and maintain desired outcomes.
A Scrum of Scrums is a virtual team consisting of delegates – “ambassador” – with embedded links to the originating delivery teams.
- These interlinking team structures reduce communication paths
- Coordinate smaller, independent teams
- Not only coordinate delivery, but ensure a fully integrated product at the end of every sprint
- Acts as a release team that delivers value to customers.
The newly formed Scrum of Scrums team applies nearly the same practices, participates in the same events, and has the same roles as a Scrum team.
The chief product owner is responsible for overseeing the product owner team and helping to guide the overarching product vision.
Scrum of Scrum Master, who should focus on progress and impediment backlogs visible to other teams, facilitating prioritization or removal of impediments and continuously improving the effectiveness of the Scrum of Scrums.
All Sprints should start at the same date.