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


In this chapter, you learned how Scrum@Scale employs the concepts of scale-free architectures, built around the basic Team Processes of Scrum, to grow an Agile organization without adding hierarchical and overly bureaucratic organizational structures. Instead, multiple Scrum Teams can operate semi-autonomously with minimal oversight by simply adding tiers of Scrum Master and Product Owner guidance around pentagonal structures.

The first structure is the original Scrum Team, which is limited to an average of five people per team. The Scrum Teams include the developers, Scrum Master, and Product Owner, and all they work within the original Scrum framework's empirical process control theory.

The next level is the SoS, which can expand to five Scrum Teams while adding an additional SoS-level Scrum Master and CPO. The SoSM and CPOs have similar roles and responsibilities as their counterparts at the Scrum Team level, and they have similar events. The primary difference...