Scrum recommends limiting the size of the development team to nine people because beyond this number,
interactions between individuals are less fluid, the team adapts more difficult, coordination efforts are greater,
in particular. In summary, the value of the development team's work will stagnate or decrease instead of increasing
as more members are added.
This does not mean, however, that Scrum is limited to small projects. It is perfectly possible to coordinate the work
of two or three teams, or even many more, on the same product.
1- Scrum with two or three development teams:
In this organization, you must respect a few rules:
- There is only one responsible for the product, the Product Owner. S(he) alone who is responsible for the organization of the Product Backlog and the clarity of its components.
- Whatever the number of teams, the Product Owner can delegate many activities such as the management or refinement of all or part of the Product Backlog, on the other hand (s)he remains responsible for these activities and must always be present during the planning and Sprint Reviews. S(he) cannot delegate this activity.
- The definition of finish must be common to all members of all development teams working on the product.
- All Scrum events must take place and keep the same rules. The maximum duration remains unchanged and the same types of participants must be present.
It is preferable that each development team have a dedicated Scrum Master, especially if the company has adopted agility for a short time
1.1- Organization of teams:
. Horizontal organization: component team
. Vertical organization: feature team
1.2- Performance of multiple teams:
Increasing the performance of several teams working on the same product requires a perfect
mastery of the basics of personal motivation and team motivation.
2- Scrum on a larger scale:
Bringing Scrum to the scale of large products requiring the involvement of tens or hundreds of human resources is a very complex activity, requiring a solid knowledge of organization and corporate governance. This move to scale involves integrating many inter-team coordination and communication processes which will be very structuring for the organization.
The decision to opt for a particular framework or method is usually taken by the executive management or the management of the company.
Example of the frameworks:
• Scrum of Scrums:
• The Large-Scale Scrum (LeSS) framework:
• Scalable Agile Framework (SAFe): it defines an approach for scaling Scrum to make it work for bigger enterprises that has much bigger teams working on the same product then what Scrum recommends