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Agile Project Governance for large initiatives ensures that agile methodologies are effectively managed to achieve strategic objectives while maintaining flexibility and responsiveness. It establishes a framework for oversight, incorporating clear roles, responsibilities, and decision-making processes to guide multiple agile teams. Key practices include regular alignment meetings, transparent progress tracking, and consistent risk management. This governance model supports continuous feedback loops and adaptive planning, ensuring that the initiative remains aligned with business goals and can swiftly respond to changes. By balancing control with team autonomy, Agile Project Governance fosters an environment of accountability, collaboration, and sustained value delivery for large-scale projects.

Agile Project Governance for big projects ensures that agile principles and practices are effectively applied at a larger scale, maintaining alignment with organizational goals and regulatory requirements. It provides a structured yet flexible oversight mechanism that balances autonomy with accountability. Key elements include defining clear roles and responsibilities, establishing robust communication channels, and implementing consistent metrics for performance and progress. Governance frameworks like SAFe or LeSS facilitate coordination among multiple teams, ensuring that strategic objectives are met while empowering teams to make decisions at the tactical level. Agile Project Governance aims to support continuous improvement, risk management, and value delivery, ensuring that large-scale projects remain on track and aligned with the broader business strategy.

Agile project governance for complex projects involves establishing a framework that balances flexibility with accountability. This framework should support iterative progress, enabling teams to adapt quickly to changes and deliver incremental value. Key elements include defining clear roles and responsibilities, fostering strong collaboration between stakeholders, and maintaining transparent communication channels.

It is true that in order to be effective, Scrum Teams should ideally have six to ten members. This idea might be the reason for this misconception that the Scrum framework can only be used for small projects. However, it can easily be scaled for effective use in large projects. In situations where the Scrum Team size exceeds ten people, multiple Scrum Teams can be formed to work on the project. The Convene Scrum of Scrums process facilitates coordination among the Scrum Teams, enabling effective implementation in larger projects.

Large or complex projects are often implemented as part of a program or portfolio. The Scrum framework can also be applied to manage programs and portfolios. The logical approach of the guidelines and principles in this framework can be used to manage projects of any size, spanning geographies and organizations. Large projects may have multiple Scrum Teams working in parallel making it necessary to synchronize and facilitate the flow of information and enhance communication. The Convene Scrum of Scrums is the process ensuring this synchronization. The various Scrum Teams are represented in this meeting and the objectives are to provide updates about progress, discuss challenges faced during the project, and coordinate activities. There are no set of rules regarding the frequency of these meetings. The factors determining the frequency are the amount of inter-team dependency, the size of the project, Scrum Guidance Body recommendations, and the level of complexity.