Even bigger works: Enterprise Scrum
Scrum does not just work with a team. Scaled Scrum also works with several teams, several locations, in areas with many parallel projects and entire companies can be managed with Scrum. We have profound experience with scaled implementation of all sizes and one thing is completely obvious:
“You will find out that the introduction of Scrum for the entire organization in reality is not about the introduction of Scrum, but about making self-determined, creative work and smooth communication between teams possible".
To scale Scrum is in reality nothing more than a change management project. It is the task of management to implement this change process. The ScrumMasters are the change agents at the team and department levels, but after a certain point this wil not work without the commitment of management. Management creates the requirements for self organized, organization wide teamwork. The cooperation of management concerning leadership, team building and communication is the basis for success.
The 4 most important principles. For all levels of scaling.
The art of scaling lies in not succumbing to the natural management reflex: To centralize with further growth, to act hierarchially and to revert back to a position of power. Whether a team or an entire organization: the principles of Scrum remain at every level of scaling the basis for success.
There is no better way to develop a product than with a handpicked group of the best employees who are chosen to meet a challenging goal. This group of interdisciplinary operating specialists are allowed to work how they think is best. We all know that this model of proceeding always works.
- There is only one instance that can determine how much work or how many product parts can be delivered: the teams and the people that make the deliveries. They are the ones who control what you will get.
The teams get clear time frames and challenging goals at certain intervals. All actions witin Scrum have time constraints and a result must occur at the end of this period. This creates a clear framework and makes predictions for the future possible through repeatable circumstances.
Useful business functions – potential shippable code
At the end of a timebox teams must deliver something that complies with the standards, the guidelines and the framework of the project. This framework of the project must be fulfilled by the team members.
“If we think about the scaling of Scrum and big projects as well as entire departments that want to lead and manage in this way, then we have to apply these principles not only in our work. We must also learn, to use them as guidelines for guiding projects and organizations. This is not easy and it takes a lot of time.”
You can learn more about scaling in the book “Scrum – develop products quickly and reliably” by Boris Gloger.
Or talk to us simply about your exact situation.