When multiple Scrum teams work together, synchronization is critical to success. The Scrum of Scrums (SoS) is the coordination pulse-check that keeps cross-team momentum pushing forward with purpose rather than stalling or going off-track.
The SoS goes beyond synchronization; with the right leadership, teams can identify and resolve dependencies and ensure transparent delivery across teams that are all aware of and buy into shared goals. In today’s agile working environments, where tech teams often work asynchronously with distributed teams, SoS is more important than ever; here’s how you can make sure that your SoS has maximum impact:
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Get the Right People Involved
The effectiveness of a Scrum of Scrums hinges on having the right people in the room. Typically, each team sends one or two representatives, most likely a Scrum Master and a senior developer or technical lead.
However, there’s no correct approach. Representation should be dynamic and match current priorities so that you have the right people in the room to contribute to strategic decision-making. If the topic at hand involves complex integrations, consider having a QA lead or architect present. The key is to bring people who can speak to the team’s current risks and dependencies, not just someone filling a role by default.
Create a Timescale that Fits and Embed a Structured, Repeatable Agenda
There is no one-size-fits-all cadence for a Scrum of Scrums. Some teams benefit from holding SoS meetings two or three times a week during active development phases. Others may shift to daily SoS meetings when gearing up for a release. Timings need to be considered thoughtfully to match the scope of coordination required.
Once Scrum of Scurms meetings begin, a consistent structure helps teams stay focused and efficient. A well-run SoS typically revolves around five key questions:
- What has your team accomplished since the last SoS? What will your team work on before the next one?
- What blockers are you facing?
- Are you aware of any blockers you might be causing for others?
- Are there any cross-team decisions that require deeper discussion?
By sticking to this structure, teams can quickly identify issues and determine when additional conversations or meetings are needed to solve them.
Focus on Strategy, Not Status – and Embed Problem-Solving
A common mistake in a Scrum of Scrums is turning it into a series of disconnected status updates. The value of the SoS comes from teams solving problems together, rather than simply reporting progress. If a dependency is slowing one team down, the goal should be to engage other teams to find a resolution, not just log the issue and move on.
If a problem can’t be solved within the SoS timebox, it should be documented clearly, assigned to an owner, and followed up on in a separate working session. Problem-solving should be the default mindset in these meetings; attendees are just there to say what they’ve done and what they intend to do, they’re there to contribute actively, solve problems and mitigate potential barriers to success.
Radiate Outcomes Broadly and Cultivate a Culture of Trust and Transparency
In order to drive real progress, the outcomes of each SoS must flow back into the individual Scrum teams. Representatives who attend the SoS should be responsible for relaying decisions, action items, and dependencies to their own teams; ideally within the next team stand-up.
A truly impactful Scrum of Scrums depends on building a culture where each member feels safe to voice their thoughts and concerns without fear of judgment. If team representatives don’t feel comfortable raising blockers, challenging assumptions, or sharing risks, then the meeting loses its value.
Leaders must create an environment where honesty is encouraged, and problems aren’t perceived as being punished. If a team is consistently silent in SoS meetings, it may be a sign of a trust issue that needs attention. Open communication across teams, not just within them, enables large-scale agility; if you feel as though your SoS isn’t getting to the crux of the problem, examine the leadership and ask yourself if there are any blockers to that all-important trust and transparency.
Evaluate and Reiterate your Process
Just like any agile ceremony, the SoS should be evaluated and improved over time. Teams can run short retrospectives every few weeks to review whether they are serving their purpose.
Are meetings running to time, or are they consistently too short or too long? Are blockers getting resolved? Are the right people attending? Are action items being followed through? These reflections ensure that the SoS doesn’t become a ritual, but instead remains a valuable and ever-changing tool for cross-team collaboration.
Leverage Tools for Efficiency
To support alignment across distributed teams, it’s essential that dependencies and progress are visualized, and there are a host of tools to help. Many teams use shared dashboards, dependency boards, or interactive tools like Miro or Trello to track what’s discussed during SoS meetings.
It doesn’t have to be complicated; even simple shared documents or Kanban views can help make blockers and handoffs clearly visible to everyone. Automation also plays a role; many teams find it useful to configure alerts that highlight when dependencies are overdue or unresolved. These tools extend the impact of the meeting beyond the allotted time and enable teams to stay on track between SoS meetings.
Scale Purposefully
For organizations with several Scrum teams, the SoS may itself need to scale. When multiple SoS groups exist, they may be coordinated through a higher-level meeting, sometimes called a “Scrum of Scrum of Scrums.” Frameworks like SAFe introduce roles such as Release Train Engineers (RTEs) to support coordination across dozens of teams working within shared release trains.
While not every organization needs this level of scaling, being prepared with a flexible structure ensures coordination doesn’t break down as teams and products grow.
The tech world can be complex, so there’s no need to make it more complicated than it needs to be. A well-designed Scrum of Scrums that is executed with purpose is the backbone of cross-team collaboration and organizational success. The SoS is much more than just another meeting; it’s a vital touchpoint where distributed teams can elevate communication to become coordination, transforming blockers into breakthroughs.
By retaining focus on shared purpose, empowered participation, and continuous improvement, you can make sure that your Scrum of Scrums has the potential to be a powerful catalyst for success at scale.
If you're still having issues with your scrum of scrums, bringing in the right expertise can make the difference and give your company a lasting competitive edge. Reach out to our consultants to find out how we can support you.
8/28/25 Note: This article has been updated with additional information
