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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

Summary

This chapter introduced the original SoS concepts to scale Scrum beyond one or two teams. An SoS scales Scrum to support large products and for implementations spanning an enterprise as the organizational standard for development. In addition, you learned three methods to scale Scrum: bottom-up, top-down, and CoE-led. Regardless of approach, the goal is to remain true to Scrum's empirical process control theories established by Schwaber and Sutherland in the Scrum Guide.

As described for method one, you learned that the historical deployment of Scrum occurred at the product or project team level. In such cases, an engineering or technical lead is able to drive the implementation of Scrum to fix the inefficiencies associated with a failing traditional plan-driven and linear-sequential development approach (that is, waterfall). A bottom-up approach to Scrum deployment indicates members of the product development team are driving the adoption of Scrum on a larger scale...

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