How to Scale Scrum for Larger Programs and Companies

In the ever-evolving landscape of software development, agile methodologies like Scrum have become indispensable tools for teams aiming for efficiency and adaptability. While Scrum’s principles excel in smaller projects, the challenge arises when scaling it up for larger programs and companies. This article explores the critical need for scaling Scrum, the complexities involved, and the various frameworks available to meet these challenges. From the fundamental principles of Scrum to comprehensive frameworks like SAFe and the innovative approaches of models like Spotify, each option offers its own blend of advantages and challenges. Curious? Then read on and find out more.

Scrum was Developed for Small Teams

Many companies start with individual software development projects using an agile approach and then extend with increasing experience this way of working to other projects in the company. This is not only for small projects but also for larger programs.

The Scrum Guide defines the agile approach for small teams of 4 to 8 developers in software development—and that works well for smaller projects. However, as soon as projects become larger, several teams are usually needed to drive the development forward. This constellation is then a team of teams. This requires a close coordination and synchronization between the teams to ensure that the development of this large project progresses quickly and in a targeted manner. This is the first step towards scaling Scrum to a higher level—from the team level to a team of teams.

Scaling Scrum to a Higher Level to Coordinate and Synchronize

Banks and insurance companies, for example, are heavily dependent on software—and for this reason, most of their projects are probably software projects. They will realize that they need to coordinate and synchronize all software development teams in the company together to take a further step towards more efficiency and speed. This is then the step towards a scaled agile framework for the entire company’s software development, from the agile team on the lowest level up to the management level that coordinates and approves projects, i.e. up to portfolio management and the executive management that defines the enterprise strategy which is connected to the strategic themes of the portfolio.

Scaling becomes more difficult with the size of the company and when a company has a heterogeneous project landscape, e.g. projects for software development, infrastructure, product development, organizational projects, mergers, etc. However, Scrum promises to be suitable for all types of projects. But in my view, Scrum, with its agile approach, is still best suited for immaterial products such as software. And scaling these heterogeneous areas presents an additional challenge.

In the following section, I’ll give you a short overview of the most used scaled agile frameworks. These are:

• Scrum@Scale
• Scaled Agile Framework SAFe
• Large Scale Scrum (LeSS)
• Nexus
• Disciplined Agile (DA)
• The Spotify Model

How the Various Scaled Frameworks Differ

Scrum@Scale

The Scrum@Scale Guide was developed by Jeff Sutherland, one of the creators of Scrum and one of the signatories of the Agile Manifesto. The first Scrum@Scale Guide was published in 2017 and is based on the fundamental principles of Scrum, Complex Adaptive Systems theory, game theory, and object-oriented technology. Scrum@Scale is a simple easy-to-understand framework designed to scale Scrum for multiple teams working on a single product. It provides a lightweight approach for coordinating and aligning multiple Scrum teams, focusing on simplicity, transparency, and empiricism.

Scrum@Scale builds upon the principles of Scrum, making it easy for organizations to understand and implement. Scrum@Scale may not provide as much prescriptive guidance or structure as other scaled agile frameworks, which could be challenging for organizations that require more detailed instructions.

In Scrum@Scale, I miss some structure in the overall company context and the alignment with value streams/applications and the link to the company’s strategic planning. This is far more integrated in SAFe, for example.

Scaled Agile Framework SAFe

SAFe was first released in 2011 and is the most common approach to scaling agile practices with an approximate 30% market share. SAFe provides a comprehensive framework for scaling Agile and Lean practices across the entire organization. It consists of principles, roles, events, and artifacts organized into four configurations: Essential SAFe, Large Solution SAFe, Portfolio SAFe, and Full SAFe.

SAFe offers a structured approach for scaling Agile practices, provides guidance for managing large and complex projects, facilitates alignment between business strategy and execution. It offers a common language and set of practices across the organization. The product and application focus and organizing around value and value stream budgeting are core elements of SAFe.

SAFe emphasizes the importance of alignment at all levels of the organization—from teams to portfolios. Alignment ensures that everyone is working towards a common goal and that the activities of individual teams are synchronized with the larger organizational objectives. SAFe achieves alignment through mechanisms such as the PI Planning, which is held every three months, brings together teams to plan and commit to a set of objectives that support the overall organizational mission and vision. This principle ensures that the efforts of all teams are directed towards delivering value to customers and achieving business outcomes.

SAFe is very comprehensive and introduces many new roles and coordination levels in the agile organization. Therefore, it can take longer to implement it in a larger organization and may introduce additional overhead in terms of coordination and governance. It may not be suitable for all types of projects or organizations. SAFe is best implemented in large companies with projects that are as similar as possible, ideally software development.

Large Scale Scrum (LeSS)

Large Scale Scrum is a lightweight Agile framework that scales the principles and practices of Scrum to large and multi-team environments. It focuses on simplicity, transparency, and empiricism, emphasizing the importance of cross-functional teams and lean thinking.

LeSS may not provide as much guidance or structure as other scaled agile frameworks, which could be challenging for organizations that require more prescriptive guidance.

Nexus

Nexus offers a lightweight framework that builds upon the principles and practices of Scrum, making it easy for organizations already familiar with Scrum to scale up their Agile practices. It provides guidance for addressing dependencies and ensuring alignment between teams while maintaining the simplicity and flexibility of Scrum.

Nexus may not provide as much guidance for managing portfolios or addressing broader organizational challenges as other scaled agile frameworks. It may also require additional coordination and communication efforts to ensure alignment between teams.

Disciplined Agile (DA)

Disciplined Agile is a process decision framework that provides guidance for adopting Agile and Lean practices within the context of your organization’s unique needs and constraints. Disciplined Agile offers flexibility and customization options, allowing organizations to tailor their Agile approach to fit their specific context. It emphasizes pragmatic solutions and provides guidance for scaling Agile practices beyond software development.

Disciplined Agile may require a significant investment in training and coaching to implement effectively. It may also require organizations to shift their mindset and culture to embrace continuous improvement and experimentation.

The Spotify Model

A key part of Spotify’s success is driven by the company’s unique approach to organizing around work to enhance team agility. The Spotify Agile Model, also known as the Spotify Model, is an Agile framework developed by Spotify to scale Agile practices within their organization. It was first introduced to the world in 2012. It gained attention due to its innovative approach to organizing teams and fostering a culture of autonomy, alignment, and innovation.

In addition to the general advantages of an agile framework, the Spotify model has the following disadvantages: The implementation can be complex and requires significant changes in the organization. Challenges in coordinating and communicating between teams and difficulty in managing dependencies between teams. Also, the terminology is very different from that commonly used in other agile frameworks, which can be a bigger challenge for members coming from other frameworks, such as SAFe.

Scaling Scrum is a Critical Challenge in Today’s Agile Landscape

Scaling Scrum from individual projects to larger programs and companies is a critical success factor in today’s agile landscape, but also a challenge that should not be underestimated. Each scaled agile framework has its own advantages and disadvantages, and the suitability of a framework depends on factors, such as organizational size, culture, complexity, and specific project requirements. Scaling becomes more difficult when a company has a heterogeneous project landscape, e.g. projects for software development, product development, organizational projects, mergers, etc.

Implementing a scaled agile framework in a large company is a complex and lengthy endeavor because of many dependencies and an often rigid corporate structure. This means it needs patience and time.
An ideal first step would be to scale the first software development area and then building on that to scale the whole area of software development step by step or application by application. Scaling Scrum in a larger company and reaching a certain level of maturity can take several years. Organizations should carefully evaluate their needs and objectives before selecting and implementing a scaled agile framework.

Management Participation is Critical

Management attention and participation are critical when scaling Scrum in a company because executive management provides strategic direction, allocates resources, manages change, facilitates decision-making, removes roadblocks, and monitors progress. Their active participation ensures that the scaling process aligns with organizational goals and maximizes the benefits of agile practices across the organization.

I am currently working as a Lean Portfolio Manager in a large insurance company, where the entire software development and related areas have been fully scaled with SAFe 6.0 within the last 3 years. A typical dual operating system was created in the organization. It was time-consuming and challenging, but it was worth it and it continues to be a constant development and learning process to become more mature as an agile organization.

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