THE SCALING PATTERNS LIBRARY

The Scaled Daily Scrum is a daily, recurring event to enable multiple teams to coordinate their work more effectively. It involves at least one representative (typically a Scrum Master) from each team, who participates actively in the Scaled Daily Scrum shortly after their individual team’s Daily Scrum. The maximum duration of the Scaled Daily Scrum is 15 minutes.

Also known as: If applicable

Related challenges: Process challenge, Communication challenge

Description
The Scaled Daily Scrum is a daily, recurring event to enable multiple teams to coordinate their work more effectively. It involves at least one representative (typically a Scrum Master) from each team, who participates actively in the Scaled Daily Scrum shortly after their individual team’s Daily Scrum. The maximum duration of the Scaled Daily Scrum is 15 minutes.
The Scaled Daily Scrum is a daily, recurring event to enable multiple teams to coordinate their work more effectively. It involves at least one representative (typically a Scrum Master) from each team, who participates actively in the Scaled Daily Scrum shortly after their individual team’s Daily Scrum. The maximum duration of the Scaled Daily Scrum is 15 minutes.
The Scaled Daily Scrum is a daily, recurring event to enable multiple teams to coordinate their work more effectively. It involves at least one representative (typically a Scrum Master) from each team, who participates actively in the Scaled Daily Scrum shortly after their individual team’s Daily Scrum. The maximum duration of the Scaled Daily Scrum is 15 minutes.
When to Use

When there is an existing “Team of Teams” that need to coordinate to achieve a short-term objective, such as a Sprint goal.

When Not to Use

When several disconnected teams need to deliver sprint objectives with few to no dependencies on other teams.

Strengths
A team of teams provides the basic structure for cross-team coordination and has been successful in environments that use the Scrum, XP and Kanban frameworks.
Weaknesses
1. A “Team of Teams” may be perceived as a threat to the traditional, functional hierarchy in an organization, and because of this implementation of a “Team of Teams” may struggle. In addition, some regulated industries do not permit restructuring to form a “Team of Teams”. (A possible alternative to this may be the “Dual Operating System” model proposed by John Kotter, or the “Scout” model proposed by the LeSS framework.) 2. When cross-team coordination is not needed, a “team of teams” creates unnecessary work for the members of the teams, reducing productivity.
How to Use

Here’s one way to apply this pattern:

1. Identify one or more individuals who are strong in agile and your preferred framework.

2. Persuade them to participate in your agile scaling effort.

3. Form a team around these individuals.

4. Support the team in their efforts to become proficient (successful).

5. Once the first team is successful, form a second team, repeating the model until the entire organization has reached your desire level of agility.

How Not to Use

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A Working Example

At a large US government organization, an organization new to agile identified two individuals with prior experience with Scrum and recruited three others. They formed the first Scrum team at the organization. Once the team had completed six Sprints and was successfully delivering a working product, the organization added a second team by identifying one more experienced individual and recruiting five more from other agencies. They repeated this model until they had give teams, sufficient for a Scrum-of-Scrums.

Contributor

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Don Patti

Coach & Trainer, Cedar Point Consulting

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