Enterprise Enterprise Executive

Scrum of Scrums Product Owner MetaScrum Team

An enterprise made up of a set of teams that The Enterprise Product Owner is responsible for A group of executives and Chief Product
have a need to coordinate to maximize the value maximizing the value generated by the entire Owners who set the direction for an
delivered to their customers. This could be the enterprise. They are the sole person responsible enterprise. It:
entire organization or any organizational unit for managing the Enterprise Backlog ensuring: • Establishes the Strategic Vision and
within the organization that is to be run as an • The Strategic Vision is understood by all accompanying Strategic Plan
agile business. • A Strategic Plan is created that reflects the • Generates a single prioritized backlog
Enterprise Scrum of Scrums are: vision
• Self organizing • Eliminates dependencies and overlap
• The Enterprise Backlog is ordered, visible,
• Cross-functional transparent and clear to all between the teams
• Flexible • All Enterprise Backlog Items are clearly • Aligns all teams and stakeholders around
• Creative expressed common goals.
• Productive • The teams within the enterprise understand The Executive MetaScrum Team is led by
and operate as a Scrum Team under the the Enterprise Backlog Items that affect them. an Enterprise Product Owner who is
guidance of an Enterprise Product Owner and an responsible for establishing the Enterprise
Enterprise Scrum Master. Executive
MetaScrum Team Backlog.
Part of: Enterprise
Applies to: Team Scrum of Scrums Applies to: Team
Scrum Scrum Scrum
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Enterprise Executive
Scrum Master Action Team Common Sprint
The Enterprise Scrum Master is responsible for The leadership team for an agile A time-box of one month or less during
ensuring that agility is understood and enacted enterprise. It: which all teams produce a “Done”, useable
at all levels of the organization. • owns the agile ecosystem and potentially shippable Increment. This
Amongst other things they help: • implements the Scrum Values is a common time-box that synchronizes
• The executive to be agile • makes sure that Scrum, and all the teams in an enterprise facilitating
• Facilitate Scrum@Scale events
Scrum@Scale, roles are created and transparency, alignment and faster
• Remove impediments
• The Enterprise Product Owner to effectively supported changes of direction.
manage the Enterprise Backlog • quickly removes organizational
• The Scrum of Scrums & Scrum teams that impediments.
make up the organization collaborate to It is itself a Scrum Team operating under Scheduled
maximize the value delivered. the guidance of the organization’s
They are the key enabler of organizational Enterprise Product Owner and Enterprise Goals Established
agility, promoting agility and Scrum at all levels Scrum Master.
of the organization. Reviewed
Part of: Enterprise Applies to: Team
Scrum of Scrums Relates to: Work
Scrum Scrum Scrum
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Sprint of Sprints Enterprise Scaled

Daily Scrum
A time-box of three months or less Plan and replan the work for the next
containing 2 or more Sprints usually used 24 hours or so; to resolve emergent
to support rolling budgeting and the dependencies and issues, to optimize
achievement of enterprise-wide goals. It team collaboration, and to get things
is a shared time-box that aligns and
to Done. Normally held daily after the
synchronizes everyone in an enterprise. A
new Sprint of Sprints starts immediately teams’ Daily Scrum, this is 15-minute
after the conclusion of the previous one. time-boxed event for the Enterprise
Scrum-of-Scrums.
Scheduled Coordinate Activity

Goals Set and Alignment Achieved 3 2

Leadership Management
Reviewed
Relates to: Work Work: Under Control
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 Enterprise Enterprise Enterprise Backlog
Sprint Review Retrospective Refinement
An informal event, held periodically, to An opportunity for the Enterprise Scrum The on-going process of adding detail,
inspect the Enterprise’s results and adapt of Scrums to inspect itself and create a estimates, and order to the items in the
the Enterprise Backlog. A time-boxed event plan for Improvements to be enacted Enterprise Backlog, and decomposing complex
of no more than 4 hours for a one-month across the teams. A periodic, regularly items so they can be pulled by the individual
timebox (shorter for shorter timeboxes). repeated, time-boxed event of no more teams. An Executive Meta Scrum Team activity
led by the Enterprise Product Owner and held at
than 3 hours for a one-month period
Enterprise Backlog Increment least once a Sprint.
(shorter for shorter periods).
Track Progress Requirements
Way of Working
Understand Requirements
3 3 … and all other Support the Team
competencies.
S’holder Rep Leadership 3 2 … and all other
3 2 … and all other competencies.
Common Sprint: Reviewed competencies. Leadership
Leadership Management
Enterprise Backlog Items: Identified
Enterprise Backlog: Items Ordered Enterprise Backlog Items: Ready
Improvement: Identified or Beyond
Metrics: Results Available Enterprise Backlog: Items Ordered
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MetaScrum
A stakeholder alignment event where the
Enterprise Product Owner shares the Enterprise
Backlog with the business owners who control
funding, personnel and customer commitments
so they can express their preferences and,
sometimes, urgent demands.
An Executive MetaScrum Team activity, led by
the Enterprise Product Owner, held at least once
a Sprint.
Requirements
Transformation
Backlog Refinement
The on-going process of adding detail,
estimates and order to the items in the
Organizational Transformation Backlog,
and transforming opportunities and
impediments into actionable
improvements or experiments.
An Enterprise Scrum of Scrums activity led
by the Enterprise Scrum Master.
Way of Working
Strategic Planning
Periodically plan the work to be performed
by an Enterprise Scrum of Scrums using a
higher-level planning horizon than a single
Sprint (usually 3 to 6 months). A time-boxed
event of no more than 8 hours for a three-
month period (longer for longer periods).
Enterprise Backlog: Metrics:
Items Ordered Results Available
Coordinate Activity

Understand Requirements Support the Team

3 2 … and all other
3 … and all other competencies.
3 2 … and all other 2 Leadership Management
competencies. competencies.
S’holder Rep Leadership Management
Leadership Work: Prepared or beyond
Improvement: Ready Strategic Plan: Key Events
Enterprise Backlog: Items Ordered Organizational Transformation Identified or beyond.
Backlog: Items Ordered Common Sprints: Scheduled
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Strategic Enterprise
Envisioning Enterprise Backlog Backlog Item
The on-going process of aligning an A shared backlog that feeds an enterprise, An item of significant value to the
enterprise along a shared path forward creates clear priorities across the teams,
whilst responding to rapidly changing enterprise that will typically involve
and avoids the duplication of work. many teams, cross many products and
market conditions. The items in the Enterprise Backlog are
An Executive MetaScrum Team activity led take many sprints (for example a new
known as Enterprise Backlog Items. They
by the Enterprise Product Owner. are typically large in size and broad in initiative, business capability, product
scope affecting many, if not all, the teams line or service).
Opportunity
in the enterprise.
Explore Possibilities Identified
3 3 … and all other
competencies. Ready
S’holder Rep Analysis Items Ordered
Done
Opportunity Describes: Requirements
Strategic Vision: Strategy Set Relates to: Requirements
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 Enterprise Sprint
Dependency Board Goal
A visualization of any business-significant An objective set for an Enterprise that can
events, dependencies, and collaborations be met through the implementation of
that will impact the organization during the the Enterprise Backlog. It provides
Sprint (or Sprint of Sprints) particularly guidance on what the enterprise is trying
those that cut across the entire to achieve next, focuses the work of the
organization. It provides a way to manage Executive Meta Scrum Team and helps the
the flow of work within an enterprise and teams to align and collaborate.
should be frequently reviewed and updated An Enterprise Sprint Goal may take more
(at least weekly if not daily). than one Sprint to achieve.
Key Events Identified
Key Dependencies Captured Objective Clear

Other Detail Captured Describes: Common Sprint or

Describes: Work Sprint of Sprints

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Improvement
An action to be taken to improve an
enterprise’s way of working (for
example a change initiative, an
improvement to be made, an
experiment to be conducted, or an
impediment to be removed).
Identified
Ready
Organizational
Transformation Backlog
An ordered list of everything that is to be
done to improve the way of working,
including the removal of everything known
to be hindering or blocking the work of the
Enterprise. The single source for any
changes to be made to the agile eco-system,
the Organizational Transformation Backlog
relentlessly drives improvement. It is made
up of Improvements that address
opportunities, drive change, conduct
experiments or remove impediments.
Strategic Vision
Clearly align an entire enterprise along a
shared path forward; compellingly
articulating why the organization exists,
what it will produce and how it will
respond to rapidly changing market
conditions.
Need Identified
Strategy Set

Done Items Ordered Value Forecast

Relates to: Way of Working Describes: Way of Working Describes: Opportunity

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Shared Definition Enterprise Metrics

Strategic Plan
of Done
A plan that sets the direction for an A minimally uniform “Definition of A key to transparency, enterprise metrics
Enterprise Scrum of Scrums; identifying key provide decision makers with appropriate
Done” that applies to all teams in the
events, predicting changes in budgets, and context to make good decisions.
forecasting product launches and Enterprise.
Complements, and aligns, the more As a minimum enterprises should measure:
availability. • Productivity
Created by the Executive MetaScrum Team specific “Definitions of Done”
• Value Delivery
with the help of the Executive Action Team defined for the Product Increments • Quality
and the other key members of the being produced. • Sustainability
Enterprise Scrum of Scrums.
Completion Conditions Listed
Measures Agreed
Key Events Identified
Quality Criteria and Evidence Results Available
Delivery Forecast Described
Trends Analyzed
Describes: Way of Working
Describes: Work
Describes: Way of Working
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