Scrum at Scale

Does one size really fit all?  Experience tells us that this is hardly the case, which is why Scrum at Scale is built with flexibility and customizability in mind.  From Fortune 100 companies to start-ups, Scrum at Scale transforms organizations into Agile enterprises.  The Scrum at Scale framework is the brainchild of Dr. Jeff Sutherland, the co-creator of Scrum.  Scrum at Scale naturally extends the core Scrum framework to deliver hyper-productive results across industries and services, including software, operations, disciplines, hardware, and R&D. In our 2-day course, you will learn how to apply fundamental Scrum and Lean product development skills to scale Scrum from one to many teams across any sized enterprise.

This model facilitates alignment through roles with Scrum at Scale. The Scrum at Scale near for scrum teams working together is a form of the scrum of scrums model for scrum masters and coordinating communication, product owners, impediment removal, priorities, requirement refinement, and planning. Using a scrum of scrums model for the scrum master and product owner allow daily synchronization among teams across programs

Certified Scrum at Scale Practitioner class is packed with real-life case studies of Scrum at Scale usage in multiple industries such as financial services, banking, healthcare, oil and gas, software and even companies building complex systems such as a fighter plane.  It is taught by our top practicing consultants, ready to answer your hard questions rather than deflect them.  We value practicality over theory, and this pragmatic approach means that you will leave equipped with a clear idea of how Scrum at Scale can work in your unique circumstances.

business agility

  • Agility is the ability of an organization to adapt to new conditions and to change its direction. The modern service-based format of the production-based economy of the previous century provides the competence of companies to change even stronger than before. This changing economic model and new market conditions have a guide about a lot of transformations and it seems that this trend will be maintained. For instance, nowadays, companies need to be customer- align, rather than investor-oriented. Another example is that users choose for simple and focused products/services instead of multi-functional ones. In fact, now customers do not prefer to purchase anymore as they did before, either. It has become a popular trend to rent and use services or products rather than own them. It is highly likely that this trend will keep growing and will not be limited to large-scale industries such as cars and housing, but may even extend to sectors that would be hard to imagine such as clothing. It is thus highly likely that new service models will also feature in various fields in the near future.
  • In this context, to what expanse are companies ready for the drastic change that sweeps across all realms of life from consumption habits to the economy? The outlook is not so bright for giant organizations that adopt a strong bureaucratic, hierarchical and classical functional structure. Why? This is because companies that employ a pyramid-like organization have a structure where the power is concentrated at the top, but the value is attempted to be created at the lowest ranks of the pyramid, and thus speed and creativity are crippled due to the number of levels and procedures. Moreover, the creation of a product/service that will be marketed by the company depends on separate functional departments that focus on different targets/priorities. These departments are responsible for the production of part of a product/service that does not create value to the customers on its own. In other words, no department assumes full responsibility for a product/service from the end- to- end. Decision-making methods are prolonged and priorities clash in such organizations which are not customer-oriented, in which value is divided among multiple parties, and value creation is made dependent, and where a strong chain of command is maintained. More importantly, instead of value creation within the organization, constant tension is triggered. This is the reason why companies need to change radically, get clear of this cumbersome organizational structure, and evolve into a customer-align team-based organization that creates value end to end.

Here is a great video about Scrum at Scale and business agility:

Scrum at Scale – Business Agility

Are you curious about Scrum at Scale or how your business will be able to respond to the increasing speed on markets, how Scrum at Scale helps your entire organization to achieve business agility?

When the agile movement began a number of frameworks emerged? Today Scrum is the last one standing. But Scrum is a one team framework. IT is today becoming more and more complex and many products are built by more than one team. Organizations also experience the increasing speed of change in their markets, which calls for more responsiveness and value focus in the entire organization. A number of frameworks are emerging on how to coordinate and plan the work for many teams working together and the interaction within the entire organization. The frameworks all have in common that they build on Scrum. The Inventor of Scrum Jeff Sutherland has for a number of years worked on a framework for the entire organization that supported and respected the spirit of Scrum. Now he has documented this in the framework Scrum at Scale. Like Scrum, this framework is simple and lightweight.


Learn how Scrum at Scale is helping businesses across a diverse range of industries and domains deliver unprecedented business outcomes with predictability, speed, and agility.