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In this blog post, we discuss how team size and organization can be considered when scaling Scrum.

Organizations need to move fast and receive ongoing feedback from customers to drive sustainable innovation through continuous discovery and value delivery. But there is a problem — dependencies.

I've been asked several times now about Nexus and SAFe - what are the similarities, differences, etc. If you’re not familiar with either Nexus or SAFe I recommend taking a look at the Nexus Guide and the SAFe whitepaper first.

Ja. Dieser Artikel erklärt dir warum und was du dagegen unternehmen kannst. 

Before and during the Sprint, effort needs to be put into coordination to ensure the Scrum Teams deliver a working integrated product. This situation can be improved with Multi-team Product Backlog Refinement sessions.

An executive is a person who owns the strategy or sets the direction of travel or sets justifications for spending. This exec could be the Product Owner for a chunk of the organization.

The 2019 Scrum Master Trends Report by Scrum.org and the State of Agile 2018 shows numbers that provide insight in the maturity of agile adoptions.

This article discusses the growth of agility for customer-facing products with 3+ teams, probably tens of teams with Nexus and/or LeSS.

THE (MIXED) BLESSING OF NEXTGEN REWRITES  About 10 years ago, I experienced the mixed blessing of being part of yet another nextgen rewrite project.

At Amsterdam Airport Schiphol we're using an Agile approach to realize a large digital program. This program includes 5 value streams with multiple teams. Due to the increasing scale of the program, some challenges arise. For example:

NEW YEAR RESOLUTION

UNFLATTERING WISDOM OF HIND SIGHT

Organizations who don’t understand why they want to become Agile also often take the wrong path to get there. Agility requires empowering teams and helping them make decisions on their own, learning from their experiences as they go.

I’ve been working in software for a long time, and for most of that time I’ve been trying to find better ways of delivering working software.

What really makes a transformation of your organization successful? Which elements should be in place? Which complicated framework for scaling agile should I choose?

These days scaling Scrum is a hot topic. How can I use Scrum to deliver a big product with multiple teams? The most common approach I see at my customers is scaling Scrum by adding more Scrum teams with a Product Owner and Scrum Master per team.

Scaling Scrum. Agile at Scale. Enterprise Everything. Everyone is using the Scaled Agile Framework SAFe.  Scaling, Scaling, Scaling. If you’re working in product development, you’ve probably had a few conversations on this topic.

Scaling Scrum. Agile at Scale. Enterprise Everything. Everyone is using the Scaled Agile Framework SAFe.  Scaling, Scaling, Scaling. If you’re working in product development, you’ve probably had a few conversations on this topic.

This blog is the feedback on Scaled Professional Scrum using Nexus Framework and over 50 practices from the participants who attended my SPS workshop in India.

Nexus and SPS have been online for a while. There are organisations around the world giving it a try and, of course, there are questions about how to set up and begin using Nexus in an organisation.

After downloading and studying the Nexus guide, you have questions about how the Nexus Integration Team actually works, so here are some keys to understand the role and its fit within the Nexus.

It is my favorite time of the year - Fall, the season of thanks, reflection and resolutions.

A lot of people talk about scaling Agile. It’s all the rage nowadays. Everyone wants to scale Agile. But what does that actually mean? What does it imply? What are the underlying assumptions?

Before I begin, I have to make sure you’re not fixed on a misconception. The Daily Scrum is not a status meeting, nor a report back to the team. It’s a planning event.

GREAT DALLAS ICE STORM OF 2013  

This is the final post in a three part series. Please like, share,and/or comment.

Through my years of trial and error,  I have learned there is no one size fits all solution to transitioning organizations to agile...context is king!

VersionOne does an annual "State of Agile Development" survey and publishes the results for the cost of your email address.  Thanks VersionOne!

Is there a way to help organizations move from a Change Transformations mindset to a Continuous Change mind set?

I was recently contacted by a senior executive of a mid-sized company that is evolving their product development to Scrum. He explained a situation he had been in and wanted my opinion.

Scaled Professional Scrum is based on unit of development called a Nexus. The Nexus consists of up to 10 Scrum teams, the number depending on how well the code and design are structured, the domains understood, and the people organized.

History

 

“To win in the marketplace you must first win in the workplace.” - Doug Conant, CEO of Campbell’s Soup

A program team of over 40 people decided to move to Agile from their traditional development practices. The program was old and had been in existence for over 6 years.

In this short video, I explain the challenges of scaling Scrum and how to create a Nexus™ to manage multiple Scrum teams to deliver an integrated increment every Sprint.

EMBARRASSING DISCOVERY

“Eventbrite Order Notification” – This is probably one of the best mails I receive as a ScrumTrainer It usually means I have another student with whom I can share my

"Agile" (the label) is all over the place. Who would have guessed in early 2001?

File this one under: “how do you do Sprint Reviews when you have lots of teams?”  Indeed, the traditional presentation format gets long, boring, and ineffective when you have more than a handful of teams presenting at a Sprint Review.

As people and organizations grow and mature their implementation of Scrum, they regularly check with us at Scrum.org about particular points of interest. Recently we have seen an increase in the need for help and inspiration in scaling Scrum and in ways to educate and assess Scrum practitioners.

This blog is part of my series on “Agile Trojan Horses – Covert Appetizers for Agile Discovery”.

Young Jimmy is in 3rd grade.  He's constructed an immaculate paper-mâché volcano.  It took every spare minute of the last to weeks to make.  His mom carefully loads it in the back of the minivan.

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