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

Chapter 3 – The Scrum Approach

  1. Why is Scrum described as a framework?
    • The implication is Scrum is a container that provides only minimal guidance on baseline practices, rules, artifacts, and events to implement the values and principles of Agile and use empiricism to solve complex adaptive problems.
    • Within the Scrum, Scrum Teams are free to use any other methods, tools, and practices that support their specific product delivery requirements.
  2. How does the traditional development model most differ from the Scrum model?
    • The traditional (waterfall) model is plan-driven and implements a linear-sequential life cycle development process. In contrast, Scrum implements an iterative development life cycle to deliver Increments of customer-centric value frequently.
  3. Who has the final say on the scope for work that a Scrum Team can complete within a Sprint?
    • Only the Scrum Team
  4. Why does the Product Owner have the final say on the items and priorities established within the Product...