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)
1
Section 1: Scaling Lightweight Scrum into a Heavyweight Contender
8
Section 2: Comparative Review of Industry Scaled Agile Approaches
16
Section 3: Implementation Strategies

Modeling project-to-product team transformations

The previous section, with its focus on Sprint Planning, looked at a relatively small part of the Scrum framework. This section provides a model of the rest of the Scrum events and the added complexity of supporting the development of a large and complex solution involving multiple Scrum Teams.

The scope of this model is fairly large, so for this exercise, we will stay at a fairly high level in our analysis. In practice, the Product Owners and other planning participants will further decompose many of the elements to analyze their unique circumstances.

Similar to the strategy employed with our analysis of the Sprint Planning event, Figure 4.12 provides a list of identified elements. The model is based on several assumptions: the product already exists, and the organization's executives are looking for a better approach to aligning further development in support of customer's needs, while also benefitting from improvements...