Domain 5 of 5
Organisational Agility and Scaling What stays singular when a product runs across many teams, why dependencies rather than coordination are the work, and the organisational impediments a Product Owner has to name.
Concepts in this domain
01 Scaling Scrum More teams on one product changes nothing about what a product is. One Product Owner, one Product Backlog, one Product Goal and one Increment survive the scaling, and dependencies become the work. 02 The product owner in organisational context The accountability is fixed, but the organisation around it is not. How reporting lines, funding models and team counts change what a product owner can actually decide. 03 The Scrum Team One team of ten or fewer people, with three accountabilities and no sub-teams or hierarchies, responsible for all product-related activities. 04 The Definition of Done The shared standard for what "finished" means, a commitment to the Increment, and the thing that stops undone work accumulating invisibly. Try a question from this domain
Six Scrum Teams work on one product. How many Product Owners should there be?
A One for the product, with others able to help with the work of ordering and refining. B Six, so that each team has a dedicated Product Owner. C Two or three, grouped by area of the product. D Six, plus a chief Product Owner who resolves conflicts between them. 9 questions on this domain.
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