Scrum think b!g
Scrum think b!g
Scrum for Really Large Projects, Many Teams and Many Cultures
About the Book
Many employees at several locations should collaborate on a project using agile processes – what needs to be taken into consideration for this? Scrum has long been established as a method for successful product development in small teams, but now should be applied to a larger dimension. Under pressure from digitalization, even corporations are beginning to apply their experiences from agile pilot projects to larger parts of their organization. Agile Scaling frameworks promise quick and easy solutions, but these prefabricated structures do not achieve the actual goal: an agile company. In this book, Boris Gloger describes an alternative solution based on his own experiences. When scaling Scrum, it isn’t about multiplying a method. It’s about taking a new perspective on the large project and seeing it as a fractal-scaled organization. What is required are decoupled product architectures, consistently thinking from the customer’s perspective, a project management office acting as a prudent ScrumMaster and a desire to learn new skills, all supported by modern infrastructures. And finally, it needs leadership who realizes their most important duty is to enable collaboration across all levels.
About the Author
Table of Contents
- About the author
- Foreword
-
1. The Environmental Requirements for Scaling
- 1.1 Hyperspecialization
- 1.2 Digitalization
- 1.3 Labor Laws
- 1.4 Professionalism and New Skills
- 1.5 Product Development Cycles and Project Management
- 1.6 Bureaucracy and Control
- 1.7 The Network Organization
- 1.8 Chapter Overview
-
2. Architecture
- 2.1 Architecture Resulting from the Communications Structure
- 2.1.1 Faster is Better
- 2.1.2 Decoupling
- 2.2 What is an agile Product Architecture?
- 2.2.1 Microservices—Foundation of flexible Architecture
- 2.2.2 Redundancy and Guaranteed Flow
- 2.2.3 The Uniformity of Product Architecture
- 2.2.4 Technology and Architecture
- 2.2.5 Business and Architecture
-
3. Infrastructure
- 3.1 Integration is Everything
- 3.2 Rooms—Physical Infrastructure
- 3.2.1 A Large Project in One Room
- 3.2.2 Flipcharts, Pens and Sticky Notes
- 3.3 Communication Tools
- 3.4 Development Tools
- 3.5 Working Together with Suppliers
- 3.6 Guidelines and Policies
-
4.Skills and Professionalism
- 4.1 Individual Skills
- 4.1.1 Self-management
- 4.1.2 Understanding the Theory of Constraints
- 4.1.3 Understanding New Forms of Product Development
- 4.1.4 Fulfilling Roles with the right Skills
- 4.2 Development Team Skills
- 4.3 Management Skills
-
5.Product Development
- 5.1 Agile Requirements Management
- 5.2 Design Thinking
- 5.3 An Agile Product Development Process
-
6. Good Practices for a Scaled Scrum Project
- 6.1 The Myth of Centralized Control
- 6.1.1 Steering Committee and Project Management Office
- 6.1.2 Delivering the Right Product Correctly
- 6.1.3 Scrum Teams: Responsible for the Return on Investment Together
- 6.2 Theory of Constraints
- 6.3 The Scaling Toolbox
- 6.3.1 The Meetings
- 6.3.1.1 The Scaled Daily Scrum or Scrum of Scrums
- 6.3.1.2 The ScrumMaster Daily
- 6.3.1.3 The Product Owner Daily
- 6.3.1.4 The ScrumMaster Weekly
- 6.3.1.5 The Product Owner Weekly or Business Value Estimation Meeting
- 6.3.1.6 The Scaled Estimation Meeting
- 6.3.2 Roles and Teams
- 6.3.3 Artifacts
- 6.4 Agile Portfolio Management
- 6.4.1 Value and Flow
- 6.4.2 Constraints and Buffers
- 6.4.3 Cost of Delay – Prioritizing Projects
- 6.5 The Agile Project Management Office
- m6.6 KPIs and Reporting
- 6.7 Agile Project Marketing
-
7. The Fractal-Scaled Organization
- 7.1 Who Leads the Fractal-Scaled Organization?
- 7.2 A Guide to the Fractal-Scaled Organization
- 7.2.1 Beliefs and Values
- 7.2.2 Abilities
- 7.2.3 Behavior
- 7.2.4 Environment — Customer, Service Provider and Regulations
- Ultimately, it begins with you!
- Bibliography
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