Abstract
ABSTRACTSharing and managing knowledge is an essential resource for the success of a Scrum team. However, widely known knowledge management practices typically address only team level collaboration, which cannot be easily scaled to multiple Scrum teams. In this sense, this paper conducts an empirical study at one of the largest information technology companies operating in Portugal, in which multiple Scrum teams working locally and in remote offices develops e-commerce solutions for the African market. Several facilitators’ knowledge practices are identified and discussed, and also the main challenges and difficulties of scaling Scrum practices for large-scale teams are addressed.
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