When multiple Scrum Teams work on the same product, they need additional coordination. A Scrum of Scrums is a lightweight technique in which representatives from each team meet to coordinate their work, while Nexus is a more comprehensive framework that adds events and artifacts to scale Scrum across multiple teams while preserving a single Product Backlog. Beyond scaling, Scrum benefits from a number of supporting practices and concepts. A Minimum Viable Product (MVP) is a version of a new product that allows a team to collect the maximum amount of validated learning with the least effort, embodying the empirical mindset Scrum is built on. The cost of change curve in Scrum is relatively flat because feedback is frequent and rework happens early, which is one of the main ways Scrum reduces risk. A release is a version of the product made available to end users, and a potentially shippable product increment is one that meets the Definition of Done and is theoretically ready for release at any time.
Scrum also redefines how teams and stakeholders relate. A stakeholder is anyone with an interest in the product or project, while a user is a specific type of stakeholder who actually uses the product. The role of management is to support the Scrum Team with resources, environment, and alignment rather than to direct the work, since command-and-control leadership conflicts with Scrum's empirical and self-managing approach. The classic chicken-and-pig metaphor captures this distinction: pigs, meaning the Product Owner, Scrum Master, and Developers, are committed and accountable for delivery, while chickens, including stakeholders and managers, are involved but not accountable. Teams are encouraged to be feature teams organized around delivering end-to-end customer value, rather than component teams organized around a single technical layer, and to pursue a single piece of flow by minimizing work in progress to reduce context switching. Poor Definition of Done tends to accumulate technical debt, the implied cost of choosing an easy solution today over a better but slower one, which is why Scrum insists on transparency about quality. Together, these concepts reinforce the empirical, value-driven foundation of the framework.