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 14 – Contrasting Scrum/Lean-Agile Scaling Approaches

  1. In the context of this chapter, what is meant by the statement "One size does not fit all?"
    • You cannot assume that a methodology that checks off more boxes is better than another. Situation and context are far more important.
  2. Do customers typically value legal, regulatory, and compliance-related activities?
    • No, but if you are adding customer-centric value, they don't need your company to go out of business.
  3. In a large organization, why is unanimity a consideration in terms of providing access to optional practices, methods, and tools?
    • Because these are emotional issues for many, especially when folks have spent time and energy building skills with their preferred methods and tools. The issues, for instances, are that customers may not want to pay for certain things, such as staying compliant with regulatory and legal mandates, employee training, or making equipment upgrades. However, those...