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 5 – Lean Thinking

  1. Why is the concept of value important in Lean thinking?
    • Value is defined by the customer, and essentially includes anything and everything your customer is willing to pay for, and not one item more. Adding more than a customer wants is waste. Anything less leaves the customer dissatisfied and potentially open to looking at alternative products and solutions.
  2. What are the five foundational principles of Lean thinking (Womack and Jones, 2003)?
    • Value, Value Stream, Flow, Pull, and Perfection.
  3. What are the eight common forms of waste?
    • Waiting, overproduction, extra-processing, transportation, motion, inventory, defects, and unused human talent and intellect.
  4. What are the three primary types of value streams?
    • The process of product conceptualization and design
    • Demand creation and order handling
    • Product development and delivery
  5. What is the purpose of TAKT time, and how is it calculated?
    • It is a mathematical approach to limit the intake of new...