Scrum in Large Organizations

Correct Answer: Organize regular Scrum of Scrums meetings to discuss progress, dependencies, and impediments.

The correct answer promotes direct communication between teams on a regular cadence, which is a core principle of Agile and Scrum for managing dependencies and coordinating work. Regular Scrum of Scrums meetings allow representatives from each team to discuss their work, address blockers, and plan for any cross-team dependencies. The wrong answers suggest solutions that increase overhead (a cross-team committee), rely too heavily on documentation over interaction (a shared digital workspace), or introduce unnecessary roles that can create silos (a 'Scrum Liaison'), which can be antithetical to Agile principles of individuals and interactions over processes and tools.

Correct Answer: Establish a Chief Product Owner role to coordinate the needs and backlogs of multiple Product Owners.

The correct answer is to establish a Chief Product Owner role, as it directly addresses the issue of coordinating multiple Product Owners in a large organization, ensuring alignment and streamlined communication. 'Scrum of Scrums' is a technique used for scaling Scrum in large projects involving multiple teams but does not specifically address the Product Owner's role and their overheads. Adopting a Lean approach and utilizing Communities of Practice can offer benefits in terms of efficiency and knowledge sharing but do not specifically solve the problem of multiple Product Owners causing increased project overhead.

Correct Answer: Develop a consolidated Definition of Done that encompasses the quality standards for all Scrum teams.

While each Scrum team might have unique aspects to their work, having a unified Definition of Done ensures that all teams are aligned in terms of what it means for work to be complete, thereby minimizing discrepancies in product increments. Creating a centralized QA team to enforce a Definition of Done contradicts the self-organizing principles of Scrum teams. Independently adjusting the Definition of Done or replacing it with a product checklist does not address the need for consistency and coherence across teams in their deliverables.