Nexus Framework Flow

A SINGLE Product Backlog for the entire Nexus. Refined to a level where dependencies can be detected and minimized. Team assignment indicators become transparent during refinement.

Accountable for the Product Backlog content, availability, and ordering. Part of the NIT. Ensures backlog ordering minimizes cross-team dependencies.

The SINGLE new accountability Nexus adds. Accountable for ensuring a done Integrated Increment every Sprint. PO + SM + integration members drawn from teams. NIT work takes precedence.

Ensures the Nexus framework is understood and enacted. May also be SM for one or more individual teams. Facilitates all Nexus events.

The primary dependency-reduction mechanism. Product Backlog must be refined where dependencies can be detected and minimized. Teams refine together for cross-team items.

Cross-team planning phase: representatives coordinate on dependencies and work allocation. Then each team does standard Sprint Planning. Produces the Nexus Sprint Backlog.

Each team conducts standard Sprint Planning informed by Nexus-level coordination. Creates team Sprint Backlogs with integration timing agreements.

Cross-team view: Nexus Sprint Goal + selected PBIs across all teams + dependency/coordination plan. Maintained by NIT. Makes cross-team work transparent.

Standard Scrum Team within the Nexus. Self-managing. Conducts own Daily Scrum, Review (via Nexus Review), and Retro. Integrates work continuously.

Another Scrum Team working from the same Product Backlog. May coordinate with Team A through the Nexus Daily Scrum and direct conversation.

Nexus supports 3–9 teams. Each maintains its own Sprint Backlog while contributing to the shared Nexus Sprint Backlog and Integrated Increment.

Up to 9 teams in a Nexus. Organized to minimize dependencies based on domain knowledge and code architecture.

Representatives meet daily to surface cross-team integration issues. Then teams hold own Daily Scrums incorporating insights. Not a status meeting — integration focus only.

Essential for producing a real Integrated Increment. Without automation, integration becomes the bottleneck. NIT coaches and ensures integration practices.

The combined work of ALL Scrum Teams — integrated, verified, done. NIT is accountable. Shared Definition of Done applies. Individual teams may be stricter but not less.

Dependencies are tracked, visualized, and actively reduced. ROAM classification for risks. The goal is fewer dependencies over time, not better management of many.

REPLACES individual team reviews. Entire Nexus presents the Integrated Increment. One review for the whole product. Stakeholder feedback informs backlog adaptation.

Three parts: (1) Reps identify cross-Nexus issues. (2) Teams hold own retros. (3) Reps reconvene for shared improvement actions. Ensures both team and Nexus-level improvements.

The ultimate recipient of the Integrated Increment. Nexus exists to scale the value a group of teams delivers to the customer.

The integrated product delivered by the Nexus — continuously integrated, verified against the shared DoD, released when the business decides.