Jeff started the first Scrum at Easel Corporation in 1993 and worked with Scrum Co-Creator Ken Schwaber, to formalize the Scrum development process at OOPSLA'95. In the same year, Sutherland provided Kent Beck all background information on the creation of Scrum. XP engineering practices then evolved along with SCRUM and the two leading Agile development processes work well together. Scrum and XP are the most widely used Agile processes worldwide and their creators are authors of the Agile Manifesto. Jeff has been VP of Engineering and/or CTO for 9 software product companies, developing Scrum in 4 of them and introducing today's standard Scrum methodology to 5 of them. He is currently CEO of Scrum, Inc. and Senior Advisory to OpenView Venture Partners. In this role he is Agile coach and trainer to 20 portfolio companies. His venture company runs all of its operations with Scrum and is one of many companies running Scrum in management, marketing, and sales, as well as software development.

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 SonyEricsson 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?