Scrum at Large: Managing 100 People and More

Scum is an easy technique to use in smaller teams and companies. Also a traditional project manager can adapt her project to most aspects of Scrum even if the surrounding business in unaware. But what about when the Scrum implementation gets really large? What if a whole telecom organization like Sony Ericsson ran with projects with hundred people and more? What are the major impediments and how shall an organization overcome these? What gains should should the business expect. To what extent can a program manager choose to use Scrum for his programs and projects without the whole organization to adapt?

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