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Patterns for 'Big' Scrum
Many software development organizations are discovering that they must be agile in order to compete in today’s rapidly evolving technology sector. But they seldom know much more than the fact that Scrum is the most popular agile process. So I’m frequently asked as a Scrum coach, “How can we get Scrum to work in our organization?” There are several more questions hidden in that formulation that get to the heart of their concerns, such as “What does ‘big’ scrum look like?” and “How do we transition to ‘big’ Scrum?”
These are both tough questions, and there’s not enough space to address them both here. What I’d like to do instead is address the first question and try to explain what “big” Scrum looks like. Unfortunately, there isn’t even a simple answer to this question, as no two organizations are the same and, therefore, will approach implementation differently. I can, however, describe some of the most commonly observed patterns that arise in organizations that implement “big” Scrum by looking at two basic areas: structure and knowledge exchange.
In what follows, I assume that readers possess a working familiarity with Scrum. That is, you know that:
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Scrum is for managing small teams and the essence of Scrum is that a product owner …
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