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

Questions

  1. Why is Scrum described as a framework?
  2. How does the traditional development model most differ from the Scrum model?
  3. Who has the final say on the scope of work that a Scrum Team can complete within a Sprint?
  4. Why does the Product Owner have the final say on the items and priorities established within the product backlog?
  5. What is the purpose of the Daily Scrums?
  6. What is the purpose of the Sprint Reviews?
  7. What is the purpose of the Sprint Retrospectives?
  8. What are some of the issues that can cause a Scrum Team to fail?
  9. What is the potential problem with hiring a Scrum Master based solely on their technical skills, domain knowledge, or project management experience?
  10. What is the primary issue with continuing to develop a product beyond its economic value?