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Scaling Scrum Across Modern Enterprises

Scaling Scrum Across Modern Enterprises

By : Cecil 'Gary' Rupp
5 (15)
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Scaling Scrum Across Modern Enterprises

Scaling Scrum Across Modern Enterprises

5 (15)
By: Cecil 'Gary' Rupp

Overview of this book

Scaled Scrum and Lean-Agile practices provide essential strategies to address large and complex product development challenges not addressed in traditional Scrum. This Scrum/ Lean-Agile handbook provides a comprehensive review and analysis of industry-proven scaling strategies that enable business agility on an enterprise scale. Free of marketing hype or vendor bias, this book helps you decide which practices best fit your situation. You'll start with an introduction to Scrum as a lightweight software development framework and then explore common approaches to scaling it for more complex development scenarios. The book will then guide you through systems theory, lean development, and the application of holistic thinking to more complex software and system development activities. Throughout, you'll learn how to support multiple teams working in collaboration to develop large and complex products and explore how to manage cross-team integration, dependency, and synchronization issues. Later, you'll learn how to improve enterprise operational efficiency across value creation and value delivery activities, before discovering how to align product portfolio investments with corporate strategies. By the end of this Scrum book, you and your product teams will be able to get the most value out of Agile at scale, even in complex cyber-physical system development environments.
Table of Contents (20 chapters)
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1
Section 1: Scaling Lightweight Scrum into a Heavyweight Contender
8
Section 2: Comparative Review of Industry Scaled Agile Approaches
16
Section 3: Implementation Strategies

Applying systems thinking to enterprise implementations of Scrum

The organizational structures, roles, and responsibilities in Scrum are very different than those employed in the traditional hierarchical organization that employs program and project-management concepts to deliver products. Scrum eliminates the need for functional departments and flattens the organization by providing only three roles: product owner, Scrum Master, and developers. Scrum also eliminates the need for detailed project planning and scheduling, and instead employs empirical process control concepts to iteratively deliver new increments of functionality as market, customer, and end user priorities dictate:

Figure 4.17 – Identified elements involved in an enterprise Scrum implementation

In the previous section, you learned how to begin to assess the elements that could potentially impact a project-to-product development team transformation. In this section, you will learn how...

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