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Agile Project Management with Scrum by Ken Schwaber

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Conclusions

When I presented these case studies at a meeting of ScrumMasters in Milan in June 2003, Mel Pullen pointed out that he felt that the Scrum of Scrums practice was contrary to the Scrum practice of self-organization and self-management. Hierarchical structures are management impositions, Mel asserted, and are not optimally derived by those who are actually doing the work. Why not let each Team figure out which other Teams it has to cooperate and coordinate with and where the couplings are? Either the ScrumMaster can point out the dependency to the Team, or the Team can come across the dependency in the course of development. When a Team stumbles over the dependency, it can send people to serve as "chickens" on the Daily Scrum of the ...

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