In an Agile methodology, there are two popular frameworks- scrum and kanban. A team level uses scrum and kanban as a framework. As their popularity increases, the industries start to scale agile to suit larger organizations. There are two popular methods emerge to facilitate, these are a scrum of scrums, and the Scaled Agile Framework (SAFe). The scrum and kanban are high starting points for scaling agile within an organization.
Scrum of Scrums
It is the most attractive, agile framework for individual teams. When several scrum team works together on a big project, the scrum of scrums is the next step for scaling agile. The most crucial component of the scrum of scrums is a multi-team stand-up. It is a small meeting for scrum masters to talk about the agile process.
Select a member from each team to get a start, and each team represents them at the scrum of scrums, admirably someone in a technical role. It is a domestic meeting where the scrum master helps to facilitate the stand-up, but it is run just like any other team stand-up.
Scaled Agile Framework (SAFe)
Scaled Agile Framework (SAFe) is another way to scale agile in large organizations. According to the Pioneered by Dean Leffingwell, it takes the most structured approach to scale agile than scrum of scrums. It describes three levels in the organization: portfolio, program, and team. Such structure typically appeals to larger organizations, because Scaled Agile Framework (SAFe) employs a tiered approach for the delivery of work.
The large area of SAFe is related to work, called themes, map to business epics, and architectural stories.
Managing an agile portfolio
Agile can perform a large scale portfolio with many teams and a lot of developers. One of the examples is Netflix that uses the phrase "highly aligned, loosely coupled" to describe the well maintained agile development across a large organization.
Expanding agile practice across the organization.
The successful company that runs agile at scale level has three common factors:
First, the entire program is iterative. The traditional is portfolio management which is focused on the top-down approach and take long periods. However, the administration takes the concept of build-measure-learn cycles for individual agile teams and applies it on a larger scale. The agile team uses modern design and share findings on a regular accent. It leads the tremendous flexibility.
Second, the organization share knowledge and break barriers between organizational silos. It also communicates across the portfolio. At the team level, similar agile ceremonies, context needs to share regularly throughout the organization so that goals, stumbling blocks, and progress are transparent for everyone.
Third, the agile company makes the frequent release product (early and often) across the portfolio, even if a release involves the work of multiple programs.