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 ‚½ on the Daily Scrum of the other Team working on the dependency. If no such other Team exists, the Team with the unaddressed dependency can request that a high-priority Product Backlog item be created to address it. The ScrumMaster can then either let the initial Team tackle the dependency or form another Team to do so.
This was an interesting observation. Scrum relies on self-organization as well as simple, guiding rules. Which is more applicable to coordinate and scale projects? I ‚ ve tried both and found that the proper solution depends on the complexity involved. When the complexity is so great that self-organization doesn ‚ t occur quickly enough, simple rules help the organization reach a timely resolution. If self-organization occurs in a timely manner, I prefer to rely on it because management is unlikely to devise adaptations as frequently or well as the Team can. Sometimes the ScrumMaster can aid self-organization by devising a few simple rules, but it is easier for the ScrumMaster to overdo it than not do enough.