As always, coaching by an experienced method expert on the first project is recommended.
In contrast to the recommended gentle, pilot-project adoption strategy of UP (for example), the Scrum creators encourage organizations to first adopt it on their single most difficult and critical project. This brave advice underscores the Scrum creators' view that it is strong medicine with a high success rate. They feel the crucible of a critical project best spurs real change to the new values and practices of Scrum.
After the first project is underway, but not before the second iteration (so that all the practices have been practiced), extra-project management and potential customers may be invited to observe Scrum Meetings, Sprint Planning, and Sprint Reviews.
Second-generation Scrum projects can start before the completion of the first, although the first should be given some time to "ripen," such as three completed iterations. The Product Owner, Scrum Master, and some team members of the new projects will benefit from attending some of the first project's meetings (daily, planning, review) shortly before embarking on their new project. Coaching is useful during the first iteration for the new Product Owner and Scrum Master by those on the first project.
Jeff Sutherland, one of the Scrum creators and a VP Engineering or CTO at several organizations, recommends ultimately expanding Scrum practices to the highest levels of the development organization. Every level is team based. Projects hold daily Scrums, including a daily Scrum of Scrums among Scrum Masters of subsystem teams. Project representatives in a product line family meet weekly for a Scrum, and upper management holds monthly Scrums.