Book Image

Scaling Scrum Across Modern Enterprises

By : Cecil 'Gary' Rupp
Book Image

Scaling Scrum Across Modern Enterprises

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)
Section 1: Scaling Lightweight Scrum into a Heavyweight Contender
Section 2: Comparative Review of Industry Scaled Agile Approaches
Section 3: Implementation Strategies

Scaling Scrum with S@S

Scrum@Scale helps organizations scale Scrum by essentially repeating the common small Scrum team pattern but minimizing the team members who participate in cross-team communications and work sessions. This strategy helps teams avoid the network density issues we described in Chapter 4, Systems Thinking. In this context, S@S looks a bit like its predecessor, SoS, where Scrum Teams assign ambassadors to represent their interests in SoS meetings. The SoS team concepts still apply to developing a single product, just as Scrum teams only support the development of one product. The SoS operating as a team of Scrum Teams has the responsibility to develop and deliver a potentially shippable product at the end of each development iteration. And at this level of scale, SoS and S@S are essentially equivalent Scrum scaling strategies.

However, at some point of scale, the Product Owner has more work than they can handle. At that point, S@S installs multiple Product Owners...