Multiple Scrum Teams on One Product

When a product needs more people than one small team can hold, Scrum's answer is more Scrum Teams, not a bigger one. Teams working on the same product share the same Product Goal, the same Product Backlog and the same Product Owner. They must mutually define and comply with the same Definition of Done, so that the work of all teams integrates into one usable Increment.

Integration is not something to leave for the end. Each Sprint should produce an integrated Increment that combines the work of all the teams, otherwise transparency is lost — work that "works on our team's branch" is not Done. Teams manage dependencies through refinement, by ordering and splitting Product Backlog items to reduce cross-team dependencies, and by coordinating as often as needed. Several scaling frameworks build on Scrum to help with this, but the Scrum Guide itself only sets the rules above.

The Scrum Master helps teams and the organization see and remove the barriers that make multi-team work hard, and helps everyone keep empiricism alive at a larger scale.

Study focus: several Product Owners for one product, a separate Product Backlog per team, or different Definitions of Done for teams on the same product are exam traps. Each team still holds all its own Scrum events.