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

Maximizing value

This strategy, which is to discover useful techniques that add value and improve upon them, is a fundamental concept in both Scrum and Lean-Agile development. Competitive factors and good stewardship on the use of resources drive our organizations to improve continuously. As we improve, we must always bear in mind that our primary objective is to add customer value, and do no more – except where legal, regulatory compliance, and liability issues are involved.

Yes, I realize your customers may not want to pay for those legal, regulatory, and compliance activities – and ultimately, they do. Still, if you are adding real value, they don't need your company to go out of business, either.

I know many of you are probably thinking – "those types of activities add costs without providing customer-centric value." If this is what you are thinking, I ask that you look at things differently. When all companies compete fairly, taking...