Choosing an Agile Scaling Framework
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Choosing an Agile Scaling Framework

A Handbook for Decision-Making

About the Book

Organizations today face competitive challenges unlike anything their Industrial Age processes and methods were designed to handle. In a time when customers expect near-instantaneous delivery of new and enhanced software products, the cumbersome methods of a bygone era are not up to the task. Companies are sinking under the weight of their own outdated methods. 

Not to worry! Numerous consultants, software vendors, trainers, and coaches stand ready to come to the rescue, invoices in hand. All you have to do is figure out whether what they're selling has anything to do with what you need.

How hard could _that_ be?

About the Author

David Nicolette
David Nicolette

Dave Nicolette is interested in software development, music, and science fiction.

Table of Contents

  • Credits
  • About
  • 1 | Introduction
  • 2 | Context
    • You
    • It
    • Them
    • Summary
  • 3 | Something old, something new
    • Old assumptions, new assumptions, and implications for your assessment of frameworks
    • Summary
  • 3 | Something borrowed, something blue
    • Agile thinking
    • Soft sciences
    • Systems Thinking
    • Complexity Theory
    • Statistics
    • Queueing Theory
    • Economics
    • Lean Thinking
    • Theory of Constraints
    • Business Agility
    • Stoos Movement & related
    • Traditional thinking
    • Summary
  • 4 | Same or different?
    • All the same elephant
    • Sources and influences
    • When a framework is not a framework
    • Spin-offs and imitators
    • Summary
  • 5 | Groundwork
    • 1. Clarify the mission
    • 2. Assess the current state
    • 3. Define a roadmap for improvement
    • 4. Establish measurements
    • 5. Execute
    • Summary
  • 6 | Mapping frameworks to goals
    • Common problems
    • What do organizations actually do?
    • Which frameworks support which goals?
    • Whatever you choose to do, do it
    • Summary
  • 7 | Sample scenarios
    • Scenario 1: Low proportion of value-add time to total lead time
    • Scenario 2: Excessive dependencies between work streams, work sites, and teams
    • Scenario 3: Extending Scrum
    • Scenario 4: Preparing for a buy-out
    • Scenario 5: Modernizing a RUP shop
    • Summary
  • References
    • Information about the frameworks
    • Recommended reading
  • Author

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