Introduction to Agile

Agile Software Development is a

software development methodology that values flexibility,
collaboration, and customer satisfaction. It is based on the Agile
Manifesto, a set of principles for software development that
prioritize individuals and interactions, working software, customer
collaboration, and responding to change.
Agile Software Development is an iterative and incremental
approach to software development that emphasizes the
importance of delivering a working product quickly and frequently.
It involves close collaboration between the development team
and the customer to ensure that the product meets their needs
and expectations.
Why Agile is Used?

• Creating Tangible Value: Agile places a high priority on

creating tangible value as soon as possible in a project.
Customers can benefit from early delivery of promised
advantages and opportunity for prompt feedback and
modifications.
• Concentrate on Value-Added Work: Agile methodology
promotes teams to concentrate on producing functional and
value-added product increments, hence reducing the amount of
time and energy allocated to non-essential tasks.
• Agile as a Mindset: Agile represents a shift in culture that
values adaptability, collaboration, and client happiness. It gives
team members more authority and promotes a cooperative and
upbeat work atmosphere.
Why Agile is Used?

• Quick Response to Change: Agile fosters a culture that allows

teams to respond swiftly to constantly shifting priorities and
requirements. This adaptability is particularly useful in sectors of
the economy or technology that experience fast changes.
• Regular Demonstrations: Agile techniques place a strong
emphasis on regular demonstrations of project progress.
Stakeholders may clearly see the project’s status, upcoming
problems, and upcoming new features due to this transparency.
• Cross-Functional Teams: Agile fosters self-organizing, cross-
functional teams that share information effectively,
communicate more effectively and feel more like a unit.
4 Core Values of Agile Software Development
The Agile Software Development Methodology Manifesto
describe four core values of Agile in software development.
12 Principles of Agile Software Development
Agile methodologies are guided by the Agile Manifesto, which was created in
2001 by a group of software developers who wanted to find a more effective
way to develop software.
1. Customer Satisfaction Through Early and Continuous Delivery of Valuable
Software: Agile prioritizes delivering working software frequently (often in
weeks), ensuring that the customer receives ongoing value.
2. Welcome Changing Requirements: Even late in development, Agile
welcomes changes in requirements, which is seen as an opportunity to add
value to the customer.
3. Deliver Working Software Frequently: Working software is delivered in
short, iterative cycles (typically 1-4 weeks).
4. Business and Developers Must Work Together Daily: Collaboration between
business stakeholders and development teams is crucial for success. This
daily communication ensures alignment and shared understanding.
12 Principles of Agile Software Development
5. Build Projects Around Motivated Individuals: Empowering teams
with the right skills, tools, and environments to succeed is key.
6. Face-to-Face Communication is the Most Effective: Agile encourages
teams to communicate face-to-face as much as possible, ensuring
clarity and reducing misunderstandings.
7. Working Software is the Primary Measure of Progress: Rather than
focusing on documentation or meetings, Agile measures success by the
delivery of working software.
8. Sustainable Development: Agile promotes sustainable development,
meaning that the pace of work should be balanced to avoid burnout
and maintain long-term productivity.
12 Principles of Agile Software Development
9. Continuous Attention to Technical Excellence: Agile teams are
encouraged to maintain a high level of technical skill and quality to
enhance agility and reduce technical debt.
10. Simplicity: Agile emphasizes simplicity in design and development,
focusing on what is necessary and eliminating unnecessary work.
11. Self-Organizing Teams: Agile trusts that the team knows how to
best achieve the goals, allowing them to self-organize and make
decisions autonomously.
12. Regular Reflection and Adjustment: Teams should reflect on how
to become more effective and adjust their processes accordingly.
Popular Agile Methodologies

While Agile itself is a broad philosophy, several specific frameworks and

methodologies have been developed to implement Agile principles. Some of the
most popular ones include:
1. Scrum:
• Scrum is one of the most widely used Agile frameworks. It focuses on iterative
development through fixed-length iterations called sprints (usually 2-4 weeks).
• Scrum roles include Product Owner (who defines features and priorities),
Scrum Master (who facilitates the process), and Development Team (who
builds the product).
• Key Scrum ceremonies include Sprint Planning, Daily Standups (or Daily
Scrum), Sprint Review, and Sprint Retrospective.
Popular Agile Methodologies

2. Kanban:
• Kanban is a visual method for managing work, where tasks are
represented on a board (often divided into columns such as "To Do,"
"In Progress," and "Done").
• Unlike Scrum, Kanban does not prescribe specific roles or sprints. It
focuses on continuous delivery and managing work in progress by
limiting the number of tasks in each column (Work In Progress limits).
Popular Agile Methodologies

3. Extreme Programming (XP):

• XP is an Agile methodology that emphasizes technical excellence and
close collaboration between developers and customers. It includes
practices such as pair programming, test-driven development (TDD),
and continuous integration.
• XP focuses on delivering high-quality software by encouraging
continuous feedback and frequent releases.
Popular Agile Methodologies

4. Lean Software Development:

• Lean principles in software development are inspired by lean
manufacturing practices. Lean focuses on eliminating waste,
optimizing flow, and delivering value to the customer.
• It emphasizes improving efficiency by reducing delays, improving
quality, and making continuous improvements.
Popular Agile Methodologies

5. Feature-Driven Development (FDD):

• FDD is a model-driven, short-iteration process that focuses on
delivering features that provide value to the customer. It includes a
well-defined process where the system is built through individual
feature development.
Agile Practices

Some of the core Agile practices include:

1.User Stories: Agile teams use user stories to define product
requirements. A user story is a short, simple description of a feature
told from the perspective of the user. A typical format for a user story
is:
1. "As a [type of user], I want [some goal] so that [some reason]."
2. Iterations (Sprints): Work is divided into short, time-boxed cycles
called iterations or sprints. Each sprint typically lasts 1-4 weeks and
results in a potentially shippable product increment.
Agile Practices

3. Daily Standup (Daily Scrum): This is a short daily meeting (often 15

minutes) where each team member answers three questions:
• What did I accomplish yesterday?
• What will I work on today?
• Are there any blockers or impediments?
4. Backlog Grooming/Refinement: The backlog is a prioritized list of
work items (features, bug fixes, technical tasks) that need to be done.
Backlog grooming or refinement involves reviewing and prioritizing the
backlog regularly to ensure it reflects the most current customer needs
and business goals.
Agile Practices

5. Retrospectives: After each iteration, the team holds a retrospective

to reflect on the process, identify what went well, what didn’t, and how
to improve in the next sprint.
6. Continuous Integration (CI) and Continuous Deployment (CD):
These practices ensure that code is integrated and deployed frequently,
allowing teams to quickly identify and address bugs, and deliver new
features continuously.
Benefits of Agile
• Customer Satisfaction: Agile encourages frequent releases of working software, meaning
that customers receive updates and new features regularly. This leads to higher customer
satisfaction.
• Flexibility and Adaptability: Agile allows teams to adapt to changing requirements, which
is crucial in environments where the business or technology landscape changes quickly.
• Faster Time to Market: Agile practices enable teams to deliver smaller, incremental
pieces of the project frequently, reducing the time taken to launch the product.
• Improved Product Quality: With practices like test-driven development (TDD),
continuous integration, and regular feedback, Agile teams can ensure higher product
quality and fewer defects.
• Collaboration: Agile promotes collaboration between all stakeholders, including
developers, customers, and business users, ensuring that everyone is aligned on project
goals.
• Risk Reduction: Through iterative cycles and constant feedback, potential issues are
identified and addressed early in the process, reducing the likelihood of project failure.
Example of Agile Software Development

A Software company named ABC wants to make a new web browser for
the latest release of its operating system. The deadline for the task is 10
months. The company’s head assigned two teams named Team
A and Team B for this task. To motivate the teams, the company head
says that the first team to develop the browser would be given a salary
hike and a one-week full-sponsored travel plan. With the dreams of their
wild travel fantasies, the two teams set out on the journey of the web
browser. Team A decided to play by the book and decided to choose
the Waterfall model for the development. Team B after a heavy
discussion decided to take a leap of faith and choose Agile as their
development model.
Example of Agile Software Development

The Development Plan of the Team A is as follows:

• Requirement analysis and Gathering – 1.5 Months

• Design of System – 2 Months
• Coding phase – 4 Months
• System Integration and Testing – 2 Months
• User Acceptance Testing – 5 Weeks
Example of Agile Software Development

The Development Plan for the Team B is as follows:

• Since this was an Agile, the project was broken up into several iterations.
• The iterations are all of the same time duration.
• At the end of each iteration, a working product with a new feature has to be
delivered.
• Instead of Spending 1.5 months on requirements gathering, they will decide the core
features that are required in the product and decide which of these features can be
developed in the first iteration.
• Any remaining features that cannot be delivered in the first iteration will be delivered
in the next subsequent iteration, based on the priority.
• At the end of the first iterations, the team will deliver working software with the
core basic features.
The team has put their best efforts into getting the product to a complete stage.
But then out of the blue due to the rapidly changing environment, the
company’s head came up with an entirely new set of features that wanted to be
implemented as quickly as possible and wanted to push out a working model in
2 days.
Team A was now in a fix, they were still in their design phase and had not yet
started coding and they had no working model to display.
Moreover, it was practically impossible for them to implement new features
since the waterfall model there is not revert to the old phase once you proceed
to the next stage, which means they would have to start from square one again.
That would incur heavy costs and a lot of overtime.
Team B was ahead of Team A in a lot of aspects, all thanks to Agile
Development. They also had a working product with most of the core
requirements since the first increment. And it was a piece of cake for them to
add the new requirements. All they had to do was schedule these requirements
for the next increment and then implement them.
Scrum

Scrum is an agile framework used primarily in software development

but applicable to various types of project management. It emphasizes
teamwork, accountability, and iterative progress.
Scrum is the dominant Agile software development
framework, used by 87%
of organizations adhering to Agile methodologies
according to statistics gathered by Scrum.org.
Key aspects of Scrum
Scrum Roles - The following are key roles in Scrum projects.
• Product Owner
• This can only be one person, not a committee, as multiple product owners
tend to confuse team priorities.
• The product owner is responsible for maximizing the business value delivered
by the team, prioritizes the backlog, accepts or rejects work, and helps define
what “done” means during the project.
• The product owner should be knowledgeable, empowered, and engaged.
• Scrum Master
• Facilitates the Scrum process, ensuring the team follows Scrum practices and
removing any obstacles or impediments that could hinder progress.
• The Scrum Master is often described as a servant leader - not commanding or
controlling.
Key aspects of Scrum
Scrum Roles - The following are key roles in Scrum projects.
• Team
• The people responsible for turning the product backlog items into increments
of value during each Sprint.
• A team generally includes Business Analysts, Developers, and Testers.
• Teams are cross-functional and can consist of 7 to 9 members.
• Teams come together as one cross functional team and work together on the
backlog. Teams are completely focused on quality.
Key aspects of Scrum
Scrum in Action –
• Sprint Planning
• A Sprint is where Scrum teams work to complete a set amount of
work in a fixed time period.
• During Sprint planning the Scrum Master, Product Owner, and the
Team finalize what is going to take place in the current Sprint.
• User stories are taken from the backlog, a prioritized list of tasks
needed to accomplish the planned work, to build the Sprint.
• Sprint planning takes place no later than the first day of each
Sprint and takes approximately two hours per each week of the
Sprint.
• For example, Sprint planning for a two-week Sprint could be
expected to take four hours to complete.
Key aspects of Scrum
Scrum in Action –
• Product Backlog Refinement
• The processes where the Scrum Master, Product Owner, Stakeholder, and the
Team add details and estimates to the backlog.
• Product backlog refinement takes place as often as necessary during the
Sprint but should take no more than 10 percent of the Sprint’s duration.
• Daily Scrum (or Standup)
• A quick meeting of approximately 15 minutes that anyone can attend, but
where only the Scrum team can talk.
• These meetings are held at the same time and place each day while the Sprint
is in progress to create a work plan for the next 24 hours.
• Each team member answers three questions: What did you do yesterday?
What will you do today? Do you have any obstacles?
Key aspects of Scrum
Scrum in Action –
• Sprint Review (Demo)
• A meeting at the end of the Sprint, where the Scrum Master,
Product Owner, Stakeholder, and the Team review work that has
been completed to determine whether the product meets the
definition of "done”.
• Sprint reviews typically take one to two hours, depending on the
size of the Sprint.
• Sprint Retrospective
• A meeting that takes place after the Sprint review and before the
next Sprint planning meeting.
• Retrospectives feature the Scrum Master, Product Owner, and the
Team discussing (without finger-pointing) what went well and what
could go better in the future.
• Sprint retrospectives take approximately 45 minutes for each week
of the Sprint.
Key aspects of Scrum
Communications Tools Commonly Used in Scrum
• Product Backlog
• An ordered list of features, enhancements, bug fixes, and technical work
required for the product. It is maintained by the Product Owner and is
dynamic, constantly evolving.
• User Stories
• Descriptions of software features, written from a user-perspective,
which follow a common format.

• As a [type of user], I want [some goal] so that [I can achieve some benefit].

• Sprint Backlog
• Sprint Backlog: A subset of the Product Backlog selected for a specific sprint. It includes tasks
that the team commits to completing during the sprint.
• Release Burndown Chart
• Visually shows the progress of the Sprint.
Example User Registration

User Story - As a new user, I want to register for an account so that I

can access personalized content and save my preferences.
Acceptance Criteria:
• User can input a username, email address, and password.
• User receives a confirmation email after registering.
• The account is successfully created when the user confirms their email
address.
Example Search Functionality

User Story - As a shopper, I want to be able to search for products by

keyword so that I can quickly find the items I want to buy.
Acceptance Criteria:
• User can enter a search term in the search bar.
• Search results are displayed in a grid with product names and images.
• Results are ranked by relevance or category.
Example Password Reset

User Story - As a user who has forgotten their password, I want to reset
my password so that I can regain access to my account.
Acceptance Criteria:

• User can click on a "Forgot Password" link on the login page.

• User receives an email with a password reset link.
• User can successfully reset their password through the link.
 Scrum process flow

The Scrum process flow outlines how Scrum practices and roles come
together to deliver value in iterative cycles (Sprints). Here’s an overview
of the Scrum process flow from start to finish:

1. Product Backlog → 2. Sprint Planning → 3. Sprint Execution → 4. Daily

Scrum → 5. Sprint Review → 6. Sprint Retrospective → 7. Next Sprint Planning
(Repeat)
Scrum process flow

1. Product Backlog Creation

• The Product Owner creates and maintains the Product Backlog, which is an
ordered list of features, enhancements, bug fixes, technical work, and other
tasks necessary to deliver a product.
• The Product Backlog is dynamic, continuously evolving as the product grows
and the team's understanding of the requirements changes
Scrum process flow

2. Sprint Planning
• At the start of each Sprint, the Sprint Planning meeting takes place.
• The Scrum Team (including the Product Owner, Scrum Master, and
Development Team) participates in planning what will be worked on in the
upcoming Sprint.
• The Product Owner explains the highest priority items from the Product Backlog.
• The Development Team selects the items from the Product Backlog they can commit
to delivering during the Sprint.
• The team then defines how the work will be accomplished and creates the
Sprint Backlog, which contains the tasks needed to complete the selected
backlog items.
Scrum process flow

3. Sprint Execution
• The team starts working on the Sprint Backlog items in a time-boxed
Sprint (usually 1–4 weeks).
• Daily Scrums (stand-up meetings) are held every day during the Sprint
to track progress, synchronize activities, and identify obstacles or
issues.
• The Development Team collaborates and organizes themselves to
meet the Sprint Goal and ensure the tasks are completed by the end
of the Sprint.
Scrum process flow

4. Work In Progress and Adaptation

• During the Sprint, the team may inspect and adapt their approach to
ensure that the work is progressing smoothly. They may adjust based
on new information, technical challenges, or feedback.
• The Scrum Master helps remove impediments that may be hindering
the team's progress.
Scrum process flow

5. Sprint Review
• At the end of the Sprint, a Sprint Review meeting is held.
• The Development Team demonstrates the completed product increment.
• The Product Owner reviews the increment and assesses whether it meets
the definition of "Done."
• The Product Backlog may be updated based on feedback and changes in
business priorities.
Scrum process flow

6. Sprint Retrospective
• After the Sprint Review, the team holds a Sprint Retrospective.
• The team reflects on the Sprint process itself (not the product).
• The team discusses what went well, what didn’t, and how they can improve
in the next Sprint.
• Action items are created to improve the team's performance or the Scrum
process for the next Sprint.
Scrum process flow

7. Repeat (Next Sprint)

• The process repeats with a new Sprint Planning meeting for the next
Sprint.
• Any new items added to the Product Backlog are refined, and the
team prepares for the next Sprint.
Challenges of Agile

• Lack of Documentation: Since Agile focuses on working software over

comprehensive documentation, some teams may struggle to produce sufficient
documentation, which can create challenges later in the project.
• Requires Experienced Teams: Agile works best with self-organizing, cross-
functional teams. Without the right skill sets and experience, teams may struggle
with Agile’s more flexible and autonomous nature.
• Stakeholder Engagement: Agile requires frequent input and collaboration from
stakeholders. If stakeholders are not available or engaged, the project can lose focus
and direction.
• Scope Creep: If not managed carefully, Agile's flexibility can lead to scope creep, as
new features and requirements are continuously added.
Scope creep (sometimes known as “requirement creep” or even
“feature creep”) refers to how a project’s requirements increase over
the project lifecycle.
Conclusion

Agile is a powerful framework that allows teams to deliver high-quality

software quickly and efficiently while responding flexibly to changing
requirements.
By focusing on collaboration, iterative progress, and customer
satisfaction, Agile methodologies have become widely adopted across
various industries beyond software development, including marketing,
product management, and operations.
Burn Down Chart

• A Burn Down Chart is a graphical representation used in project

management, particularly in Agile frameworks like Scrum, to track
the progress of work remaining in a project or sprint over time.

• It visually shows how much work is left to complete (usually

measured in hours, story points, or tasks) versus the time remaining
in the project or sprint.
Key Components of a Burn Down Chart:
• X-axis (horizontal axis): Represents the time, usually in days or iterations
(e.g., Sprint days).
• Y-axis (vertical axis): Represents the amount of work remaining, which
could be measured in units like story points, tasks, or hours.
• Ideal Line: This is a diagonal line that represents the ideal progress
where work is completed at a consistent rate. It starts at the total
amount of work at the beginning of the project or sprint and ends at
zero when the work is completed.
• Actual Progress Line: This is a line that reflects the actual progress of the
project. It shows the remaining work at the end of each day or sprint
iteration, based on the team's work completed.
How it Works:

• At the beginning of the sprint or project, the total work is plotted at

the top of the Y-axis.
• Every day, the team updates the chart to show how much work
remains.
• The ideal line descends steadily from the total work to zero.
• The actual progress line shows how the team is performing. If the
team is on track, the actual line will closely follow the ideal line. If
it's above the ideal line, it means the team is behind, and if it's
below, the team is ahead of schedule.
Benefits
• Transparency: The Burn Down Chart provides a clear and visual
representation of the progress of work, making it easy for teams and
stakeholders to see if the project is on track.
• Motivation: It helps team members see their progress and may encourage
them to keep working toward the goal.
• Early Identification of Issues: If the actual progress line is consistently above
the ideal line, it indicates that there are issues, such as scope creep, delays,
or unforeseen complications, and corrective actions can be taken early.
• Forecasting: By analyzing the trend of the actual progress line, teams can
predict whether they are likely to complete the work by the deadline and
adjust their efforts if necessary.
Types of Burn Down Charts

• Sprint Burn Down Chart: Tracks the progress of work during a single
sprint.
• Release Burn Down Chart: Tracks the progress of work for a release
or larger project across multiple sprints.
Example

Imagine a Scrum team has 100 story points of work to do over a 10-day
sprint. Each day, they update the burn down chart to show how many
points remain. By the end of day 10, ideally, the line should hit zero,
indicating that all the work has been completed.
SAFe
• SAFe (Scaled Agile Framework) is a set of principles, practices, and
competencies that enable organizations to scale agile development
practices across large teams, departments, or even entire
enterprises.
• It provides a structured approach for applying agile principles to
complex, large-scale projects while ensuring alignment, collaboration,
and delivery of value across all levels of the organization.
Key Components of SAFe:

1. Principles: SAFe is built around several guiding principles derived from agile
development, lean thinking, and systems thinking. These principles help
organizations move towards better agility and continuous improvement.
2. Layers: SAFe introduces multiple levels of planning and execution to
accommodate large teams:
• Team Level: Focuses on delivering value within individual teams using Scrum or
Kanban.
• Program Level: Ensures that multiple agile teams work together to deliver value. This
level uses the concept of Agile Release Trains (ARTs), which are teams of teams aligned
to a common mission.
• Portfolio Level: Manages strategy, investments, and the flow of value across the
organization. It ensures that the work being done aligns with the organization's goals.
• Large Solution Level: Applied in scenarios where multiple ARTs work together on larger
and more complex solutions.
Key Components of SAFe:

3. Agile Release Trains (ARTs): These are virtual teams of teams that plan,
commit, and execute together to deliver continuous value. ARTs align teams to
common goals and cadence, typically working in Program Increments (PIs), which
are similar to agile sprints but occur over a longer time frame (8–12 weeks).
4. Program Increments (PIs): A program increment is a time-boxed iteration
(typically 8–12 weeks) in which an ART delivers incremental value. PIs include
multiple iterations or sprints, and their success is measured by the ability to
deliver business value.
5. Roles: SAFe includes various roles designed to support the scaled agile
process:
• Release Train Engineer (RTE): Acts as a servant leader and facilitator for the ART.
• Product Owner and Product Manager: Ensure the teams are focused on delivering high-
value features and capabilities.
• System Architect: Defines the technical architecture and ensures the system is scalable
and sustainable.
Key Components of SAFe:

6. Value Stream: SAFe emphasizes optimizing the flow of value across

the entire organization, not just within individual teams. This is done by
organizing teams and initiatives around value streams, which represent
the steps required to deliver a product or service.
7. Cadence and Synchronization: Regular, consistent planning, reviews,
and retrospectives across the teams and ARTs are a critical part of SAFe.
The cadence ensures that teams and stakeholders align their work,
providing predictable rhythms for delivery.
Scrum@Scale

• Scrum@Scale is a framework for scaling Scrum to larger, more

complex organizational structures.
• It was created by Jeff Sutherland, one of the co-creators of Scrum,
and is designed to extend Scrum principles and practices beyond
individual teams to the entire organization.
• Scrum@Scale provides a flexible, lightweight structure that can be
applied to organizations of any size, enabling them to scale Scrum
effectively and deliver value across multiple teams while maintaining
the core principles of Scrum.
Key Components of Scrum@Scale:

1. The Scrum Master Cycle: - The Scrum Master Cycle focuses on scaling the
role of the Scrum Master across the entire organization to facilitate the
effective use of Scrum at all levels. This cycle is responsible for removing
impediments and ensuring that Scrum teams can work efficiently within
the larger system.
• Scrum of Scrums: At the team level, Scrum Masters participate in a Scrum of Scrums
meeting to coordinate the work of multiple Scrum teams. This meeting typically
happens at the start of each sprint to discuss dependencies, impediments, and
progress toward the sprint goal.
• Meta-Scrum: This is a group of Scrum Masters (or their representatives) who are
responsible for ensuring the alignment and scaling of Scrum practices across the
organization. The Meta-Scrum works to continuously improve the process and
remove obstacles across teams.
• Scaling Scrum Masters: As the organization grows, more Scrum Masters are added to
facilitate coordination between multiple teams, ensuring that Scrum practices are
standardized and improving the overall Scrum process.
Key Components of Scrum@Scale:
2. The Product Owner Cycle:- The Product Owner Cycle focuses on scaling
the Product Owner role to manage the product backlog across multiple
teams. This cycle ensures that the product backlog is effectively managed,
refined, and prioritized across the entire organization.
• Product Owner Network: This is a group of Product Owners who are
responsible for managing different aspects of the overall product or solution.
These Product Owners are tasked with maintaining a cohesive vision and
ensuring that the work done by all Scrum teams aligns with the strategic
goals.
• Backlog Refinement: Product Owners work together to ensure that there is
one unified and prioritized backlog that reflects the needs of the business,
customers, and stakeholders.
• Chief Product Owner: In larger organizations, a Chief Product Owner may be
established to coordinate and oversee the work of multiple Product Owners,
ensuring alignment and prioritization at the portfolio level.
Key Components of Scrum@Scale:
3. The Scrum@Scale Framework: - Scrum@Scale uses two main cycles—
the Scrum Master Cycle and the Product Owner Cycle—which are
interconnected to help scale Scrum.
• Team Level: Scrum@Scale starts with Scrum at the team level, where cross-
functional Scrum teams work together in sprints to deliver incremental value.
• Scrum of Scrums: Teams at the next level work together in a Scrum of Scrums, a
meeting where Scrum Masters from different teams meet to coordinate
dependencies and resolve challenges across teams.
• Scaled Product Backlog: The backlog is divided across multiple Product Owners,
each of whom is responsible for part of the backlog but collaborates to ensure
the product vision is coherent.
• Executive Action Team: The Executive Action Team (EAT) is responsible for
supporting the Scrum@Scale adoption at an organizational level. This team
ensures that the framework is being effectively implemented and is aligned with
the company’s strategic goals.
Key Components of Scrum@Scale:

4. Governance and Reporting:

• Scrum@Scale emphasizes empowerment and decentralized decision-
making, which means that the framework does not require traditional
top-down governance. Instead, it encourages self-managing teams
and fosters collaboration and continuous improvement.
• Reporting is aligned with the Scrum framework and is based on
transparency, inspection, and adaptation.
• Scrum@Scale advocates for metrics that focus on delivering value
rather than traditional project metrics like time, cost, and scope.
Key Roles in Scrum@Scale:

• Scrum Master: The Scrum Master focuses on helping teams adhere to

Scrum practices, facilitating Scrum ceremonies, and removing
impediments. At scale, Scrum Masters collaborate in the Scrum of
Scrums and work to ensure that teams can operate smoothly within a
larger system.
• Product Owner: The Product Owner is responsible for managing the
backlog and ensuring that the team is working on the most valuable
features. In Scrum@Scale, Product Owners collaborate within a
network to align priorities and manage the backlog across multiple
teams.
Key Roles in Scrum@Scale:

• Chief Scrum Master: In larger implementations, a Chief Scrum Master

can be designated to coordinate and facilitate Scrum Masters across
multiple teams and ensure that Scrum practices are consistently
applied at scale.
• Chief Product Owner: Similarly, a Chief Product Owner may oversee
the work of multiple Product Owners and ensure the alignment of the
product vision across the entire organization.