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

Practicing Gemba

Gemba is a Japanese business management term that roughly translates to the place where things happen or the real place. In the context of Lean, Gemba is the place where value is created. Therefore, in the context of software development, Gemba is the place where developers create value.

Toyota implemented the practice of Gemba Walks, where managers literally walk the floors of their manufacturing facilities to view the processes and talk with the people performing the work. The in-person visits and discussions allowed the managers to see first-hand what actually takes place on the production floors. This time on the production floors allowed the managers to promote a collaborative environment, build trust with their employees, and make more informed decisions.

Though I didn't know the term at the time, this is exactly what I was doing when I started working in the printed circuit board shop. Intuitively, I understood I would not get a true understanding...