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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

Optimizing the whole

The traditional software development model employs a project-based development paradigm. Each project has a specific objective that is pre-planned, budgeted, scheduled, and approved. This strategy is suboptimal over the life of a product as funding for new enhancements is never assured, and each project is constrained to complete a scope of work approved by the customer or executive sponsor. Such a development strategy is suboptimal on a number of levels.

Failing through suboptimization

Systems and Lean Thinking share a common understanding that systems fail through suboptimization. Recall from Chapter 4, Systems Thinking that we need to look at the whole of a system and not its individual parts if we are going to improve the performance of a system. Similarly, in the initial sections of this chapter on Lean Thinking, we found that the performance of an integrated system is bound by its slowest activity within the value stream. Both concepts are related.

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