The Enterprise and Scrum

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The Enterprise and Scrum (REV) Pub. Date: 6/13/2007 Publisher: Microsoft Press

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Overview

It’s time to extend the benefits of Scrum—greater agility, higher-quality products, and lower costs—from individual teams to your entire enterprise. However, with Scrum’s lack of prescribed rules, the friction of change can be challenging as people struggle to break from old project management habits. In this book, agile-process revolution leader Ken Schwaber takes you through change management—for your organizational and interpersonal processes—explaining how to successfully adopt Scrum across your entire organization.

A cofounder of Scrum, Ken draws from decades of experience, answering your questions through case studies of proven practices and processes. With them, you’ll learn how to adopt—and adapt—Scrum in the enterprise. And gain profound levels of transparency into your development processes.

Discover how to:

Evaluate the benefits of adopting Scrum in any size organization
Initiate an enterprise transition project
Implement a single, prioritized Product Backlog
Organize effective Scrum teams using a top-down approach
Adapt and apply solutions for integrating engineering practices across multiple teams
Shorten release times by managing high-value increments
Refine your Scrum practices and help reduce the length of Sprints

Product Details

ISBN-13: 9780735623378
Publisher: Microsoft Press
Publication date: 6/13/2007
Edition description: REV
Pages: 178
Sales rank: 265,544

; Introduction; Adopting Scrum; Chapter 1: What Do We Have to Do to Adopt Scrum?; 1.1 Scrum Requires a New Enterprise Culture; 1.2 Prove to Yourself That It Is Worth the Effort; 1.3 Assess the Type of Change That Will Occur; 1.4 Caveats; Chapter 2: Scrum qua Scrum; 2.1 Scrum Kickoff Meeting; Chapter 3: The First Year; 3.1 The First Month; 3.2 The Second Month; 3.3 What If?; 3.4 The Third Month and Beyond; Chapter 4: Against Muscle Memory—The Friction of Change; 4.1 Waterfall Thinking; 4.2 Command and Control; 4.3 Commitment to Defying the Laws of Nature; 4.4 Hiding Reality; 4.5 Summary; Chapter 5: Enterprises in Transition; 5.1 Contoso; 5.2 Humongous; 5.3 Woodgrove Bank; 5.4 Litware; Start Using Scrum for Enterprise Work; Chapter 6: Organizational Practices; 6.1 #1: Organizing Enterprise Work; 6.2 #2: Organizing Enterprise Work for a High-Technology Product Company; 6.3 #3: Organizing Enterprise Work in Other Enterprises; 6.4 #4: Organizing Enterprise Work for New Systems that Automate an Enterprise Operation; 6.5 #5: Organizing the Complexity of Multiple Views; 6.6 #6: Organizing Work to Optimize Software Product Family Architectures; Chapter 7: Engineering Practices; 7.1 #1: Multilayer System Work Organized by Functionality; 7.2 #2: Integration of Multiple-Layer Systems; 7.3 #3: Integrating the Work of Scrum Teams and Teams Not Using Scrum; 7.4 Summary; Chapter 8: People Practices; 8.1 #1: Organizing People to Do Enterprise Work; 8.2 #2: Team Creation; 8.3 #3: Team Work; 8.4 #4: How People Are Managed; 8.5 #5: Functional Expertise; 8.6 #6: Compensation; 8.7 #7: Extra Managers; 8.8 #8: Teams with Distributed Members; 8.9 #9: Scarce Skills Needed by Many Teams; Chapter 9: The Relationship Between Product Management/Customer and the Development Team; 9.1 #1: Shortening the Time to Release Through Managing Value; 9.2 #2: Just Do It; 9.3 #3: The Infrastructure, or Core; 9.4 #4: Accelerators to Recovery; 9.5 #5: The Mother of All Problems; Appendices; Scrum 1, 2, 3; The Science; Scrum: Skeleton and Heart; Scrum: Roles; Scrum: Flow; Scrum: Artifacts; More About Scrum; Scrum Terminology; Scrum and Agile Books; Scrum and Agile Web Sites; Example Scrum Kickoff Meeting Agenda; Conduct Kickoff Meeting; Initial Enterprise Transition Product Backlog; Establish Preconditions a Project Must Meet to Use Scrum; Establish New Metrics; Change Project Reporting; Establish a Scrum Center; Scrum Musings; Value-Driven Development; Realizing Project Benefits Early; Eat Only When Hungry; For Customers Only; Bidding Work; Managing Work; A Cost-Effective Alternative to Offshore Development; How to Use Scrum and Offshore Development; Too Large Teams; Virtual Teams Instead of Offshore Development; Forming Cross-Functional Teams; Cross-Functional Teams and Waterfall; About the Author; ;

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Anonymous

Posted June 28, 2007

Excellent resource for any large group adopting Scrum

The two best things about this book are that it: '1' provides a framework for adopting Scrum across an enterprise, and '2' describes some techniques for surmounting some of the problems you will likely face as you try. Although the book is about the ¿enterprise and Scrum¿ most of the contents will be applicable to any group of teams transitioning to Scrum. A set of five teams working together on a single project would benefit from this book even if they are not the whole enterprise. Too many agile books suffer from being targeted at a single team working on a deserted island¿that is, a seven-person team with no issues outside their one team. This book does not suffer from that problem. Want to know how to organize work on a project that is partitioned by architectural layer? How to structure a product backlog for the entire organization? Or how to organize teams across a large project? Or what are the proper reporting relationships on a large Scrum project? This book provides sage advice on these enterprise adoption issues and more. The book is chock-full of real-life anecdotes 'in which only the name of the company and key players have been changed'. Each anecdote illustrates how one real company dealt with a real problem. Their problem, their context, and their solution won¿t exactly be yours, but seeing how others have addressed challenges can be illuminating in thinking how to address yours. This is probably not your best choice as a first book on Scrum. For that start with the author¿s other two books. This book picks up where they left off, providing a wealth of information for enterprises and even workgroups adopting Scrum. If you¿re already familiar with the basics of Scrum, and especially if you are starting to hit the hard points of adopting it and spreading it through your organization then this book is for you.

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