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


  1. True or False: LeSS is a nearly sufficient framework that is deliberately incomplete and allows for situational learning through observation and experimentation, as opposed to enforcing prescriptive rules and formulas.
  2. Why does an organization use LeSS to scale Scrum?
  3. Production of non-value-added increments, excessive work in progress, and non-value-added processes are all examples of what?
  4. What is Shu-Ha-Ri?
  5. What are the three common elements in LeSS and LeSS Huge?
  6. What is the dual role of the Product Owner in the LeSS framework?
  7. What is the outcome of a Sprint in LeSS?
  8. What is the unique artifact associated with LeSS Huge, and what is its purpose?
  9. What is the major difference in rules between LeSS and LeSS Huge adoptions?
  10. Why do the initial LeSS Huge teams operate in parallel but in distinctly different reporting structures during LeSS adoptions?