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

Evaluating best fits

The two LeSS frameworks are all about scaling the theories and practices of Scrum beyond the implementation of two teams. In this context, LeSS fits well where the empirical process control theories and principles of Scrum are preferred. However, the organization has begun to experience growing pains with its initial Scrum team implementations, and the executives know something has to change. In other words, the organization needs to expand the number of Scrum teams but also needs to understand how to operate successfully in a large product development environment.

A start-up organization can adopt LeSS from its beginning if they already know they will need to expand in size to justify three or more Scrum teams immediately. However, a more likely scenario is the start-up company has already grown such that the original Scrum framework needs modifications to support its continued growth.

Another scenario occurs when an existing large product operates within...