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by Al Shalloway, Guy Beaver, and James R Trott
While Scrum has caught on in the industry, many companies are finding scaling it to be problematic. At Net Objectives we consider understanding the principles of Lean Software Development to be essential in enabling scaling Agility to the Enterprise. While Scrum is effective at the team level, Enterprise Agility requires an Enterprise view. Trying to build an holistic view from pieces is not nearly as effective as driving from the Enterprise to begin with. Lean provides guidance in both “optimizing the whole” as well as “respecting people” to create a balance of effective teams working on Enterprise goals that teams working together without this vision cannot achieve.
This book is about driving software development efforts to maximize realized business value. It requires:
To support these efforts requires a Scrum process with an Enterprise view instead of an overly team-centric view. Several of the above challenges are outside of the scope of Scrum. While Scrum does an excellent job at improving the productivity of the software development team, it lends little guidance beyond the team or the project the team is working on.This book also describes Net Objectives’ extension to Scrum, called Scrum#, that enables it to scale to the Enterprise under the guidance of Lean. Scrum# extends Scrum by adding the enterprise view of Lean Thinking and the technical knowledge of Emergent Design. This gives Scrum practitioners the tools to use to extend Scrum from the team to the enterprise while giving guidance to the technical skills needed to accomplish iterative development.
Here are links to download chapters (PDFs) of the book.
Table of Contents
To understand how to improve Agile methods it is useful to understand their history, and therefore their bias. We must examine the belief system of Agility to understand what is good and what is bad. In order to change our beliefs we must first examine them.
2. Extending our View Beyond Projects
Most Agile methods focus on the project. The most popular current Agile method , Scrum, is almost entirely focused on the team and the project they are working on. Enterprise Agility requires looking much earlier up the value stream than when the project starts. It also requires a deeper knowledge of product development than Scrum provides.
2-1 An Agile Developer’s Guide to Lean Software Development.
2-2 The Business Case for Agility.
2-3 The Big Picture.
2-4 Lean Portfolio Management.
3. Lean Project Management
Most Agile teams focus on their own work and coordinate with others almost as an afterthought. The organization of an Enterprise’s teams must be created with the big picture in mind – including how they will work together.
3-1 Going Beyond Scrum.
3-2 Iteration 0: Preparing for the First Iteration.
3-3 Lean-Agile Release Planning.
3-4 Visual Controls and Information Radiators for Enterprise Teams. The standard Sprint backlog works fine when one is working on small projects of limited complexity. However, when projects are large in both scope and size of the teams working on them, then the standard Sprint backlog fails in two areas. First, it does not provide enough management of how to prepare for the next sprint and second, it does not allow for the coordination of efforts between the teams. This chapter discusses a more robust Sprint backlog that is sufficient for both of these challenges.
3-5 The Role of Quality Assurance in Lean-Agile Software Development.
4. The Enterprise View
Having expanded the view of what Agility is and describing how it works at the team level, we now describe how management and teams must work together to create true Enterprise Agility.
4.1 Becoming an Agile Enterprise.
4.2 Management’s Role in Lean-Agile Development.
4-3 The Product Coordination Team.
4-4 Software Architecture and Design’s Role in Lean-Agile Software Development.
5. Looking Back, Looking Forward
This chapter presents a summation of the entire book. It represents a synopsis of all that has been presented.
5-1 Seeing Lean.
This chapter summarizes the ideas of this book, where we have been and where Lean and Agile fit in the context of software development. Lean may have its origins in manufacturing, but the approaches taken in this book have shown how it can apply powerfully to Software Product Development.