Scrum of Scrums

When a product or initiative requires the coordinated effort of multiple Scrum teams working simultaneously, the basic Scrum framework needs an additional mechanism to ensure alignment and manage interdependencies.

Scrum from Scrum (often associated with the broader Scrum@Scale framework) is a popular approach to achieve this coordination at the program or even portfolio level.

It is not an entirely new methodology, but an extension of Scrum that introduces specific meetings and roles to facilitate communication and integration between individual teams.

Its purpose is to maintain agility while addressing the complexity inherent in large-scale work.

Coordination between Multiple Scrum Teams

The fundamental need for Scrum of Scrums arises when multiple Scrum Teams (often 3 to 9 teams, depending on some implementations) collaborate on the same Product Backlog or highly interconnected components of a larger solution.

Each team operates with its own Sprints, Daily Scrums, etc., but their work must be regularly integrated to form a coherent Product Increment.

Without a coordination mechanism, teams may diverge, duplicate efforts, create mutual impediments, or have difficulty integrating their parts of the work.

Scrum of Scrums provides the necessary forum to synchronize efforts, identify and manage dependencies, and ensure that all teams move forward in alignment toward common program or product objectives.

The Scrum of Scrums Meeting and Escalated Roles (Chief PO, Chief SM)

The central event is the Scrum of Scrums meeting. Typically, each Scrum Team designates a representative (often the Scrum Master, but may be another member) to attend this meeting.

This meeting is held at regular intervals (e.g., daily or several times per week) and follows a similar format to the Daily Scrum, but at a higher level: What has our team completed since the last meeting? What will we do until the next meeting? What impediments do we have? Are we creating impediments for other teams?

To facilitate this larger-scale coordination, escalated roles emerge. A Project Lead (or Project Manager) is in charge of the product overview and coordinating the Product Backlog at the program level, working with the Product Owners of each team.

Similarly, a Chief Scrum Master (or Program Scrum Master) facilitates the Scrum process at the program level, helps remove impediments that affect multiple teams, and coordinates the Scrum meeting of Scrum teams.

In even larger organizations, these roles can scale to the Portfolio level.

Application to Programs and Portfolios

Scrum de Scrums is directly applicable to managing large projects that require multiple teams.

However, its structure also allows for scaling coordination to higher levels, such as Programs (sets of interrelated projects managed to achieve coordinated benefits) and Portfolios (sets of programs, projects and operations managed to achieve strategic objectives).

At the program level, the Chief PO and Chief SM ensure alignment and management of dependencies between component projects.

At the portfolio level (possibly through a "Scrum of Scrum of Scrums"), the conversation ramps up to connect agile execution with business strategy, resource allocation and executive decision making.

For this to work, it is a critical challenge that the organization at its higher levels also understands and supports the principles of Scrum and agility.

Summary

When a product requires multiple Scrum teams, an alignment mechanism is needed. Scrum of Scrum is an extension of Scrum to achieve this coordination.

It emerges when multiple teams collaborate on the same Product Backlog. It provides the necessary forum to synchronize efforts, manage dependencies and move forward in alignment.

The central event is the Scrum of Scrum meeting. To facilitate this, escalated roles such as Chief Product Owner and Chief Scrum Master emerge.