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

Ending multitasking/task switching

In case you haven't already figured this out for yourself, multitasking is a bad habit. Almost everyone thinks they are good at it, but no one really is. It turns out we humans are sequential thinkers. The best you might be able to say is that you are quick at context switching, which means you are comfortable with quickly changing your train of thought from one subject to another. Nevertheless, there are delays associated with changing subjects or moving from one task to another.

Scientists who have analyzed the process of multitasking have come to realize what we are really doing is task switching. In other words, we're not very good at doing more than one thing at a time. Instead, we compensate by repeatedly moving from one task to another, and then back again. Worse, multitasking hurts decision-making, makes us less efficient, increases our stress, and makes us less friendly (6 Reasons You're Actually Not Good at Multitasking...