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

Eliminating waste

Taiichi Ohno identified the most common forms of waste as waiting, overproduction, extra processing, transportation, motion, inventory, and defects. Let's look at how those concepts of waste apply to software and systems development.

Waiting

Waiting is a problem because that means we are not getting something done that the customers want, or it is impacting the productivity of the team. For example, if the team is waiting on requirements, or information necessary to refine the requirements, they can't build the features that the customers want. If they are waiting on items from the Product Backlog to be prioritized, they cannot deliver the features and functionality that the customers value the most.

Items identified within a Product or Sprint Backlog are, by definition, waiting to be worked on. However, as you will see in the next subsection on overproduction, this is not a bad thing as long as they are not the highest priority items. In other...