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Ken’s CSM training materials and online discourse from this time on reflect his growing realization that the Scrum Master should have no authority over the team. Sometimes the ScrumMaster can aid self-organization by devising a few simple rules, but it is easier for the ScrumMaster to overdo it than not do enough. If self-organization occurs in a timely manner, I prefer to rely on it because management is unlikely to devise adaptations as frequently or well as the Team can. When the complexity is so great that self-organization doesn’t occur quickly enough, simple rules help the organization reach a timely resolution. Which is more applicable to coordinate and scale projects? I’ve tried both and found that the proper solution depends on the complexity involved. Scrum relies on self-organization as well as simple, guiding rules. The ScrumMaster can then either let the initial Team tackle the dependency or form another Team to do so. If no such other Team exists, the Team with the unaddressed dependency can request that a high-priority Product Backlog item be created to address it. When a Team stumbles over the dependency, it can send people to serve as “chickens” on the Daily Scrum of the other Team working on the dependency. Why not let each Team figure out which other Teams it has to cooperate and coordinate with and where the couplings are? Either the ScrumMaster can point out the dependency to the Team, or the Team can come across the dependency in the course of development.
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Hierarchical structures are management impositions, Mel asserted, and are not optimally derived by those who are actually doing the work. When I presented these case studies at a meeting of ScrumMasters in Milan in June 2003, Mel Pullen pointed out that he felt that the Scrum of Scrums practice was contrary to the Scrum practice of self-organization and self-management. Ken’s last page (before the Appendices) contains this fascinating self critique: Unfortunately the grey book still included Scrum of Scrums, but fortunately had the improvement of sending team representatives (explicitly “engineers” in Ken’s 2007 book) instead of Scrum Masters. “The Grey Book.” Please skip The Black Book, but you don’t really understand the modern Scrum Guide if you haven’t read The Grey Book. Ken Schwaber wrote his best book ever in 2004: Agile Project Management With Scrum, a.k.a. It had the catchy name “Scrum of Scrums,” reflecting the seductive fractal symmetry of the idea. In what strikes me as almost an afterthought, The Black Book contained the idea of Scrum Masters from multiple teams meeting with each other regularly to coordinate.
SCRUM OF SCRUMS HOW TO
They had a lot of abstract theory and just a bit of practical experience how to make Scrum work in a small context, but much less to say about multi-team endeavors. We called it “The Black Book” because of its obnoxious cover. Ken Schwaber and Mike Beedle published the first Scrum book in 2001. If you’re in a hurry, just go to the overview of the seven alternatives here:īack Story of Scrum of Scrums The Black Book I’ll start with the most practical link in this article.
SCRUM OF SCRUMS UPDATE
I have only seen Scrum of Scrums (SOS) work once, when SMs and POs met 3 times a week to share their premeditated conversations and working agreements at a feature level, frequently it descends into a round robin project update or a mind numbingly boring task level detailed update meeting where PMs confuse and confound each other. Travelers to exploit and break bottlenecks and create skill
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Why Scrum of Scrums Continues 16 Years After The Problems Are Known And 10 Years After Ken Disowned it.SoS Meeting Recommendation Morphs Into A Structural Recommendation.Seven Alternatives To The Dreaded Scrum Of Scrums