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Scaled Product Delivery

When you have one team sustainably delivering one product with Scrum then you are ready to scale Agile Scrum in multiple dimensions. Many frameworks are available to scale Agile Scrum and exploit the scaling benefits of incremental value delivery, (sustainable) productivity and planning predictability. For each of the available scaling dimensions the following key frameworks are available:

  1. One team delivering multiple products - in this situation one team is delivering multiple products concurrently, please refer to Kanban for optimising the value delivery;
  2. Multiple teams delivering one product - scaling to multiple Scrum teams comes with a price so instead try to avoid this type of scaling and exploit the incrementally delivery approach of Agile Scrum. If incremental delivery is not fast enough then scaling to multiple teams provides the need for speed. For scaling to multiple Scrum teams please refer to Nexus from which is the emerging global industry standard as defined in the Nexus Guide;
  3. Multiple teams delivering multiple products - traditional (waterfall) portfolio management is widely used to manage the delivery of the portfolio products to optimise the usage of multiple scarce resources including teams. The Agile Matrix from OrangeFortune scales Agile estimating and planning practices to the Agile portfolio management level and exploits the scaled Agile benefits across a portfolio of products and/or initiatives.
Before scaling to Agile portfolio management please make sure you are willing to enter the Agile Matrix and face reality so consider: "Do you take the blue pill or the red pill?".

Agile Matrix for Portfolio Management

The Agile Matrix is a framework for a Fast Flexible Flow of value on three different levels. The framework, as shown in the table below, makes the required change towards Agile estimating and planning transparent so people involved can continuously improve these practices.

The implementation of the framework implies creating separate planning boards for each level and starting to conduct regular collaborative planning workshops on each level (see also "Frequency" column).

Collaborative planning workshops exploit the power of "Wisdom of Crowds" by applying marginal economics and agree on one of the following three options to move forward for each of the products in the portfolio:
  1. Continue;
  2. Stop;
  3. Pivot.

 # Level Owner Horizon Goal Constraint Metrics Frequency
 1 Portfolio PMO, Business/IT Management 6-12 months Order Portfolio Backlog so MVP outcome is optimised Minimal Viable Product (MVP) smaller than 1 quarter
  • CD3 = Cost of Delay (per MVP) Divided by Duration (in normalised Story Points)
  • SPoC (Story Point Cost)
  • Estimated Demand per Quarter (#SP)
  • Planned Supply per Quarter (#SP)
 2-6 Weekly Portfolio Planning
 2 Release Product Owner 1-3 months Order Product Backlog so Feature output is optimised Feature smaller than 1 month for 1 team
  • Estimated Demand per Month per Team (#SP)
  • Planned Supply per Month per Team (#SP)
  • Release Burn Chart
 1-4 Weekly Sprint Review
 3 Sprint Development Team 1-4 weeks Order Sprint Backlog so Story software is optimised Story smaller than 1 Sprint for 1 team
  • Velocity per Team (supply)
  • Sprint Burn Chart
 Daily Scrum


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