top of Scaled Agile. This allowed them to address all the issues found in their root cause analysis and reach their target conditions, essentially applying the A3 Process to Scaled Agile. As part of the process of adding Scaled Scrum, the countermeasures below were put into place.
因为Scrum@Scale和SAFe都是主要的规模化敏捷框架，人们普遍认为应该选择其中之一[30]。但是，当产品工程部的其他部门满足于SAFe实施时，客户营销发布火车采取了额外的措施，在SAFe之上继续应用Scrum@Scale的一些原则。这使得他们能够解决在根本原因分析中发现的所有问题，并达到他们的目标条件。这么做本质上是将A3流程应用于SAFe。作为Scrum@Scale过程的一部分，他们采取的对策如下：
7.1Scrum Reset 重置Scrum
In addition to the organization-wide Scaled-Agile transformation, Client Marketing employed four primary tactics to improve and scale its Scrum practice. First, Client Marketing senior leadership completed training with Jeff Sutherland on scaling Scrum. Second, Client Marketing was retrained in the three Scrum roles, the five events, and the three artifacts. Third, all of Client Marketing did a "hard reset," establishing a strict implementation of Scrum at the team level. While each team within the release train was already doing some variation of Scrum, leadership set the expectation that each team would strip away any complexity that had been layered on over the years and revert to following the Scrum Guide [9].
在公司整体实施SAFe的基础上，客户营销发布火车还采用了四个主要策略来改善和扩展Scrum实践。首先，客户营销发布火车高层领导与Jeff Sutherland一起完成了关于规模化Scrum的培训。第二，客户营销发布火车接受了三个Scrum角色、五个事件和三个工件的再培训。第三，所有的客户营销发布火车做了一次 "硬重置"，在团队层面建立了严格的Scrum实施。虽然每个团队在发布火车中已经在做一些Scrum的变体，但领导层设定了一个期望，即将每个团队从多年来层层设置的枷锁中剥离出来，并恢复到以遵循Scrum指南为准的状态[9]。
Before the reset, only one-third of Scrum Teams held Daily Scrums, Sprint Planning, Sprint Retrospectives, or had a Definition of Ready. None of the Scrum Teams had a Definition of Done. After the reset, all teams followed each ceremony as defined in the Scrum Guide [20] and had Definitions of Ready and Done. Finally, the Client Marketing leadership began to operate as a Scrum team as well.
在重置之前，只有三分之一的Scrum团队举行了每日Scrum、Sprint计划、Sprint回顾，或者有一个 "就绪的定义(DOR)"。没有一个Scrum团队有 "完成的定义（DoD）”。重置后，所有的团队都遵循了Scrum指南[20]中定义的每个仪式，并且有了 "DOR "和 "DOD "的定义。最后，客户营销发布火车的领导层也开始作为一个Scrum团队运作。
7.2 Scrum Roles Scrum角色
Consistent with the Scrum Guide [9], it was agreed that POs were primarily responsible for increasing the product's value, while SMs were accountable for accelerating delivery. All permutations of these roles were eliminated.
严格将Scrum的角色与Scrum指南[9]一致，即：PO主要负责提高产品的价值，而SM则负责加速交付。这些角色的所有衍变都被取消了。
7.3 MetaScrum 产品决策团队-- MetaScrum
The MetaScrum is a regular meeting (at least once a Sprint) with Senior Leadership, the Chief PO, and senior members of the PO and engineering teams [10]. The purpose is to align the organizati
