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

Implementing the LeSS and LeSS Huge Frameworks

In this section, you are going to learn about the two LeSS frameworks and their purposes. The two LeSS frameworks are as follows:

  • LeSS framework (applies to two to eight teams as a typical pattern.)
  • LeSS Huge framework (applies to eight or more teams, also as a typical pattern but not a hard and fast rule)

Larman and Vodde make the point that there is no magic behind the number eight as the demarcation between the two LeSS frameworks. Leveraging the concepts of empiricism, they have come to the opinion, through experimentation, that eight teams seem to be the number where it begins to make sense to implement the larger scaling techniques of LeSS Huge. They also make the point that, under certain circumstances, such as situations involving very complex goals with multisite and inexperienced foreign language teams, it may make sense to employ LeSS Huge techniques with fewer than eight teams.

The compelling events that...