Integrating Scrum into Programs and Portfolios
Scrum is so well documented for a typical small project, that it is relatively easy to introduce it into a small-medium IT business unit. Up to now, larger companies have found it a bit of a challenge, especially companies with an established Project Management Office (PMO), program managers and one or more portfolio managers. The same goes for larger IT projects that need 3 or more scrum teams.
Working to Scale in Scrum
When adopting Scrum as an Agile framework, it is recommended that a Scrum project has a team of 5 to 9 resources. This gives the impression that it is only suitable for small projects. This is not the case, as it can be used for larger projects; the trick is to have multiple Scrums Teams working on sub-projects. These multiple scrum teams are kept in synchronisation by periodic joint meetings, using a meeting known as the “Scrum of Scrums”. A new hierarchy is required to be introduced for this requiring a Chief Scrum Master and Chief Product Owner, who facilitate and co-ordinate the overall project.
Scrum Defined at Portfolio and Program Level
Many companies already practise programme and portfolio management for comprehensive oversight of all their projects. New roles are also required for programmes and portfolios, namely:-
- Program Product Owner
- Program Scrum Master
- Portfolio Product Owner
- Portfolio Scrum Master
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios