Scaling Scrum with Scrum™ (SSwS): A Universal Framework

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AT15 Session 6/9/16 3:00 PM Scaling Scrum with Scrum(SSwS): A Universal Framework Presented by: Dan Rawsthorne 3Back, LLC Brought to you by: 350 Corporate Way, Suite 400, Orange Park, FL 32073 888---268---8770 ·· 904---278---0524 - [email protected] - http://www.techwell.com/

Transcript of Scaling Scrum with Scrum™ (SSwS): A Universal Framework

AT15Session6/9/163:00PM

ScalingScrumwithScrum™(SSwS):AUniversalFramework

Presentedby:

DanRawsthorne

3Back,LLC

Broughttoyouby:

350CorporateWay,Suite400,OrangePark,FL32073888---268---8770··[email protected]://www.techwell.com/

DanRawsthorne3Back,LLCChiefscientistandsenioragilityinstructorat3Back,LLC,DanRawsthorne,PhD/PMP/CST,hasbeendoingagilitycontinuouslysince1983.Danhasextensiveknowledgeofagilesoftwareprocesses,procedures,andtechniques.IntroducedtoeXtremeProgrammingbyKentBeckin1995andtoScrumbyLindaRisingsoonafter,Danmadeithismissiontochangetheworldthroughtheiruse.Hedidhisfirstscaledagileprojectin1998andhashelpedmanyorganizationsscalesincethen.DanhelpeddevelopthePMI'sPMI-ACPcertification,co-authored(withDougShimp)ExploringScrum:TheFundamentals,andiscurrentlywritingabookonScalingScrumwithScrum™.

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Scaling Scrum with Scrum ® (SSwS): A Universal Framework

Dan Rawsthorne, PhD, PMP, CST Senior Trainer at [email protected] x323

Agile Dev West, Las Vegas NV

Thursday, June 9, 2016 - 3:00pm to 4:00pm

3 B A C K . C O M

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Agenda

�Philosophies�Simple Example of Scaling�Basic Scrum�Simple ‘Scaling’ of Scrum�Leadership Teams�I&E (Test) Team�Example: Typical Product Organization�Communication Teams

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Philosophies

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We’re Talking about Scaling Agility

�Agility: adapting to, and exploiting, the chaos …�on the battlefield (US Army, 1983)

�of software development�in the workplace�etc…

�Scaling: how an organization adapts to growth �Structure (how the organization is ‘built’)�Governance (communications and decision-making)

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Scaling vs Scaling Framework

�Scaling is continuous process

�A Scaling Framework is a template to apply to an Organization. The goal is to make the Organization ‘look like’ it scaled to get where it is…

�The patterns of Scaled Scrum inform what you do as you Scale Scrum…

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My Basic Philosophy Here…�I see a Framework as a collection of Patterns.

Scrum, LeSS, and SAFe are Frameworks, so…

Structures, Rules,

and Frameworks

Useful

Solutions

Not really…

Replace thinking

and accountability

Useful

PatternsThinking

They often

Can Capture

or Embody

Can Produce

Can Produce

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Overarching Goals

�Scrum Goal: Maximize the value* produced by a

single co-located team.

�Scaled Scrum Goal: Maximize the value* produced

by a large organization.

�3Back’s Goal: Don't change Scrum while we scale.

*Note: ‘value’ might be guided by a unifying goal, such as “Send a man to the moon.”

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Simple Example of Scaling

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Becoming a Team… Incremental Growth

$

$$

$

$$Become a Team…

Scrum?

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Getting Stressed Out, outsource Financials

$$

$$

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Add More People, Split off Developers

$$$

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Add More People… Split Development Team

$$$$

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Acquire Another Organization

$$

$$$$

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Refactor/Economy of Scale

$$$$$$

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De-Centralize for Efficiency

$$$$$$

Questions:

- does this look ‘stable’ to you?

- how many more people have

to be added before another

‘big’ change will be needed?

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Basic Forces for Scaling

�Splitting/Adding Teams�Adding Layer of Management�Centralizing for economy of Scale�De-Centralizing for effectiveness

�Sharing Subject Matter Experts (SMEs)

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These are true for all Organizations, from the simplest to the most complex…

Product 2Management

Team

SupportManagement

Team

Product 1Management

Team

??Facilities

ManagementTeam

CEO

DevelopmentManagement

Team

PersonnelManagement

Team

DBTeam

ITTeam

AreaTeam

AreaTeam

AreaTeam

AreaTeam

AreaTeam

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

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Basic Scrum

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Well-Formed Team (WFT)

� Self-Organized: determines what Tasks are necessary

� Self-Contained: has all the competencies (knowledge and skills) needed. Everyone is simply a Team Member

� Value-Driven:� they value working together

� they are constantly working to Improve themselves

� they do their due diligence to meet the appropriate Standard of Care (craftsmanship, quality)

� they do necessary Improvements and Chores that are notdirectly involved in working on Items.

� They have Integrity -- they are Professionals

� Co-located/Telepresent : All Team Members have constant high-bandwidth communications with each other – they talk all the time…

SHs

Request Done Item

Item Item

�The Well-Formed Team is the fundamental concept of Scrum. It is:

Tasks

Standard of Care

Improvements& Chores

TT

TT

TT T

See: https://3back.com/well-formed-team/

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The Main Reason for Agility

We need

Communications

Best Kind is

Conversation

In order to

Cooperate

Coordinate

Collaborate

(The 5 C’s)

Alignment Governancedecisions

Intent

Reality

TT

TT

TT

In Scrum,

this is called

Product

Ownership

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� Product Owner� Maximize the value of the Results (work with

SHs half the time)� Maximize the value of the Team’s Work (work

with Team half the time)� Responsible for determining Delivery Dates, if

required (is also Release Manager)� ScrumMaster

� Facilitator/Coach for the Scrum Team� Teaches the PO how to effectively manage the

work of the Scrum team � Works outside the Team as Change Agent and

Impediment Remover� Scrum Team (WFT)

� No Roles – all are simply Team Members� SM and PO wear “hats”� self-organized� self-contained (cross-functional)� value-driven

� Development Team is subset that is actually working on Backlog Items…

‘Ideal’ Scrum Team(“five people in a garage” metaphor)

TM TM

TM TM

TM TM

SH SH SH

TM

PO

TM

SM

TM

DeliveryDates

Updated every Sprint chores

WIP

Work

Backlog

Results

Backlog

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StakeholderSwamp

Product Ownership is Messy!

Code

Sales/Marketing

ITHR

etcetc

Product

Ownership

Find

Refine

Do

When it comes

to the Work:

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‘Realistic’ Scrum Team� Business Owner (half of Product Owner)

� Maximize the value of the Results

� Spends “half his/her time with Stakeholders, “half” with Team Captain

� Responsible for determining Delivery Dates, if required (is also Release Manager)

� Team Captain (half of Product Owner)� Maximize the value of the Team’s work

� Spends “half” his/her time with Team, “half” with Business Owner

� ScrumMaster� Facilitator/Coach for the Scrum Team

� Teaches the TC how to effectively manage the work of the Scrum team

� Works outside the Team as Change Agent and Impediment Remover

� Scrum Team� No Roles – all are simply Team Members

� SM and TC wear “hats”

� “Regular” TMs may only belong to ONE Scrum Team

� Self-organized

� Needs SMEs to be self-contained

� Value-driven

� SME (Subject Matter Experts)� People with knowledge or skills that “fill out” the Team

� “honorary” members of Scrum Team…

� Development Team is subset that is actually working on Backlog Items…

DeliveryDates

Updated every Sprint

TM TM

TM TM

TM TM

TM

TM

SM

TM

chores

WIP

Work

Backlog

PO

SHSH SH

Results

Backlog

SME

SME

SH SH SH

TC

Results

Backlog

BO

DeliveryDates

Updated every Sprint

TM TM

TM TM

TM TM

TM

TM

SM

TM

chores

WIP

Work

BacklogSME

SME

SH SH SH

TC

Results

Backlog

BO

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Commitments/Accountabilities (One Big Thing, OBT)

� Business Owner: know what Results should be delivered next, and why

� Release Manager: be able to justify the current Release Plan with current Data

� Team Captain: know what work the Team should do next, and why� ScrumMaster: know what impediments the Team needs removed, and

what is being done about them� Team: do its due diligence and use the appropriate Standard of Care

while doing its work, without lollygagging or gold-plating.� Team Member: do his or her best to help the Team with its work� Subject Matter Expert (SME): someone with skills or knowledge the

Scrum Team needs, acts as honorary Team Member� Stakeholder: they are what they are; we can’t enforce anything about

them…

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Leadership Teams

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Fundamental Scaling Problem

Work Team

Work Team

Work Team

Work Team

AlignmentPow!

Intent

Reality

What’s next, and who does it?

BO

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Goals of Leadership Teams� Make sure that everybody’s always working on the right stuff… that the right

people are having the right conversations at the right time about what is being done…

� Make sure there are always Stories Ready for each Development Scrum Team that will ‘add up’ to the PSIs the Organization is developing. These PSIs provide transparency for inspection by stakeholders across multiple teams jointly creating the PSIs, and the benefit of adaptation across those teams from the Stakeholders’ feedback.

�Leadership own the questions:

“What’s Next?” and “Who Does It?”

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Several Ways to Solve This…

�Large Scale Scrum (LeSS-1): Vodde and Larman�http://blog.3back.com/project-management/from-less-to-ssws/

�Scaled Agile Framework (SAFe) Agile Release Train (ART): Leffingwell, et al�http://blog.3back.com/scrum-patterns/scaling-scrum-scrum-

sound-safe/

�Scaling Scrum with Scrum (SSwS): Rawsthorne and Shimp�http://blog.3back.com/scrum-patterns/distribution-team/

�Let’s look at these methods…

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The LeSS-1 (Large Scale Scrum) version…

SHs

� PO and SMs NOT Developers� Single PO for LeSS-1 team� One SM for every 2-3 Feature Teams� Feature Teams are complete; all

developers should be Generalists…� No Specialists shared across

Feature TeamsFeature Team

LeSS-1 Team

G

T

CTW

T

CG

GBA

G C

TG T

CGG

PO

SM SM

DBA

Arch

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The Agile Release Train (SAFe) version…

TW

SHs

T

C

CTC

T

C

T

� Single Product Manager (PM)� “Chief ScrumMaster” is Release Train

Engineer (RTE)� “Product Owner” is usually Business

Analyst, 1 for every 1-2 Agile Teams� “ScrumMaster” is member of Agile Team� “Shared Resources” across Agile Teams

BASMSM

Agile Team

Agile Release Train

T

C

CTC

T

C

T

SMSM

BA

PO PO

PM/PO Team

PM RTE

DBA

Arch

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The Scaling Scrum with Scrum ™

(SSwS) version…

DBATW

SHs

� Single Business Owner (Chief PO, CPO)

� POs and SMs are not special� One SM and TC (Product Owner) for

each Scrum Team� CPO, POs are in Leadership Scrum

Team

G

SM

Arch

G

T

C

TSM

TC

T

C

CT

SM

TC

G

T

CT

SM

TC

T

C

CT

SM

TC

BO

TC

SBA

Scrum Team

C

GT

C

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Distribution Team Pattern

�Problem: Need to populate multiple Work Backlogs from single Results Backlog

PlanBO/RM

PlanBO/RM

DistributionTeam

VirtualMember

TeamBacklog

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NEXUS Integration Team (Scrum.org)

A simple SSwS DistributionTeam,

and it also has the responsibility of

integrating the product

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Scaling in the Large

Product 2Management

Team

SupportManagement

Team

Product 1Management

Team

??Facilities

ManagementTeam

CEO

DevelopmentManagement

Team

PersonnelManagement

Team

DBTeam

ITTeam

AreaTeam

AreaTeam

AreaTeam

AreaTeam

AreaTeam

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

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Leadership Teams

Product 2Management

Team

SupportManagement

Team

Product 1Management

Team

??Facilities

ManagementTeam

CEO

DevelopmentManagement

Team

PersonnelManagement

Team

DBTeam

ITTeam

AreaTeam

AreaTeam

AreaTeam

AreaTeam

AreaTeam

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

DevTm

1

2

3 3 3

4 4 4 4 4

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Leadership Teams in SAFe 4.0

Portfolio Mgmt Team

Release Mgmt Team

Program Mgmt Team

Development Team

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Program Team Pattern�Problem: Multiple Results Backlogs to multiple

Work Backlogs

PlanPlan

BO/RM

BO

ProgramTeam

PlanRMPlan

VirtualMember

RM

TeamBacklog

DistributionTeam

BO

TeamBacklog

VirtualMember

BO

ConsolidationTeam

PlanRMPlan RM

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I&E (Test) Team

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Integration and Evaluation (I&E) Team

�Problem: In a large development, you might want to test and review the System as a whole… a classic ‘economy of scale’ issue

PO

I&E Team

Reviews

Testing- Usability- Performance- Exploratory- Acceptance- Etc.

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The I&E Team

�This is something you might do, not must do…

�May be a full-time Scrum Team, in which case it is parallel to, and kind of, Development Scrum Team

�Or it may be virtual Team, in which case it is a Cross-Cutting Workgroup, which we will define later…

�This distinction is important when we discuss the Practices and Ceremonies later

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Typical Product Organization

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Example: Typical Product Organization

Release Plan

Release Plan

Release Plan

RM

TC

SM

TC

SM

TC

SM

RM

ProdMgr

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Add a Chief ScrumMaster

Release Plan

Release Plan

RM

TC

SM

TC

SM

TC

SM

Release Plan

RM

ProdMgr

CSM

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Re-Organize into Teams…

CSM

TC

SM

TC

SM

TC

SM

TC

SMRelease

Plan

Release Plan

RM

Release Plan

RMProdMgr

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Show the Basic Backlogs

Release Plan

Release Plan

RM

Release Plan

RMProdMgr

CSM

TC

SM

TC

SM

TC

SM

TC

SM1

1

2

4Legend

1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog

3

1

Other

Sources

6

5 5 5

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Questions

�How long will it take a major change to ripple through the organization?�What if there is a need to “speed up” one of the

Release Plans?�What if the I&E Team finds a major Defect?�What if we need to add another project, and have an

additional Release Plan?�What if the system breaks in the field? Several

breaks?

�5 minutes

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Communication Teams

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Communication Patterns Ensure That

�All relevant information is identified and communicated to “everybody” in a timely manner

�Cross-Cutting concerns are identified and worked on; Communicates Patterns ensure that the right people have the right conversations at the right time about how the work is being done…

�Because we don’t want heroes, we must try to make sure nobody belongs to more than two teams: one ‘home’ team and one ‘virtual’ team…

�Dependencies

� Impediments

�Cross-cutting issues and concerns

�Commonalities

� Learnings

�Architecture

�Sharing SMEs

�Etc.

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Release Plan

Release Plan

RM

Release Plan

RMProdMgr

CSM

TC

SM

TC

SM

TC

SM

TC

SM1

1

2

4Legend

1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog

3

1

Other

Sources

6

5 5 5

Add the ScrumMaster Team

7

Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog

8

CSM

TC

SM

ScrumMaster Team� Virtual, cross-cutting Scrum

Team of SMs

� Top-Level Team focused on improving the Organization..

� Responsible for� Removing Organizational

Impediments� Investigating other Issues

� Multi-site issues

� Cultural Issues

� Etc.

� Maintaining Improvement Backlog

� Top-Level Retrospectives� Etc

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Release Plan

Release Plan

RM

Release Plan

RMProdMgr

CSM

TC

SM

TC

SM

TC

SM

TC

SM1

1

2

4Legend

1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog

3

1

Other

Sources

6

5 5 5

7

Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog

8

CSM

TC

SM

Add a Scrum-of-Scrums

Scrum-of-Scrums� Virtual, cross-cutting Team of

TMs (not PO or SM)

� Discuss Cross-Cutting issues and Concerns� Dependencies� Collisions� Shared Components� Collective Code Ownership� Architecture and Interface

Issues

� May result in Items added to Their Teams’ Backlogs…

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Release Plan

Release Plan

RM

Release Plan

RMProdMgr

CSM

TC

SM

TC

SM

TC

SM

TC

SM1

1

2

4Legend

1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog

3

1

Other

Sources

6

5 5 5

7

Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog

8

CSM

TC

SM

9

TC

SM

Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog9 – Workgroup Backlogs

And Cross-Cutting Workgroups

9

TC

SM

Cross-Cutting Workgroups�Virtual, cross-cutting

Scrum Teams focused on particular issues/areas

�Work on Cross-Cutting issues and Concerns�Dependencies

�Architecture and Interface Issues

�Shared Components

�Security, Standards

�And so on…

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We Have Scaled Scrum with Scrum ®

Release Plan

Release Plan

RM

Release Plan

RMProdMgr

CSM

TC

SM

TC

SM

TC

SM

TC

SM1

1

2

4Legend

1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog

3

1

Other

Sources

6

5 5 5

7

Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog

8

CSM

TC

SM

9

TC

SM

Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog9 – Workgroup Backlogs

9

TC

SM

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Sharing Subject Matter Experts

�In what we’ve done so far, there are two ways to determine which Team gets to use a SME, like the Architect�The Team Captains could figure it out as part

of the Leadership Team�There could be a Communications Team (like

the Architecture Team) that figures is out for themselves – this is called the “Buddy-up” Pattern…

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Spotify – Henrik Kniberg

Scaling Agile @ Spotify, Kniberg & Ivarsson, Oct 2012

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