The Enterprise and Scrum

by Schwaber, Ken

• ISBN13: 9780735623378
• ISBN10: 0735623376
• Edition: 1st
• Format: Paperback
• Copyright: 2007-06-13
• Publisher: Microsoft Press

Summary

It's time to extend the benefits of Scrumgreater agility, higher-quality products, and lower costsfrom 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 managementfor you organizational and interpersonal processesexplaining 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 adoptand adaptScrum 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

Author Biography

A 30-year veteran of the software development industry, Ken Schwaber is a leader of the agile process revolution and one of the developers of the Scrum process. A signatory of the Agile Manifesto in 2001, he subsequently founded the Agile Alliance and the Scrum Alliance. Ken authored Agile Project Management with Scrum and coauthored Agile Software Development with Scrum and has helped train more than 47,000 certified ScrumMasters.

Table of Contents

Introduction	p. xi
Adopting Scrum
What Do We Have to Do to Adopt Scrum?	p. 3
Scrum Requires a New Enterprise Culture	p. 4
Prove to Yourself That It Is Worth the Effort	p. 5
Assess the Type of Change That Will Occur	p. 5
Caveats	p. 7
Scrum qua Scrum	p. 9
Scrum Kickoff Meeting	p. 11
The First Year	p. 13
The First Month	p. 13
The Second Month	p. 15
Sources of Transition Backlog Impediments	p. 16
What If?	p. 17
The Third Month and Beyond	p. 18
Against Muscle Memory-The Friction of Change	p. 21
Waterfall Thinking	p. 21
Command and Control	p. 23
Commitment to Defying the Laws of Nature	p. 24
Hiding Reality	p. 26
Summary	p. 27
Enterprises in Transition	p. 29
Contoso	p. 29
Situation	p. 30
Application of Scrum	p. 30
Outcome	p. 31
Additional Comments	p. 31
Humongous	p. 32
Situation	p. 32
Application of Scrum, Phase 1	p. 33
Outcome, Phase 1	p. 33
Situation, Phase 2	p. 34
Application of Scrum, Phase 2	p. 34
Outcome, Phase 2	p. 34
Additional Comments	p. 35
Woodgrove Bank	p. 35
Application of Scrum	p. 36
Litware	p. 37
Situation	p. 37
Application of Scrum	p. 37
Outcome	p. 38
Additional Comments	p. 40
Start Using Scrum for Enterprise Work
Organizational Practices	p. 45
Organizing Enterprise Work	p. 46
Organizing Enterprise Work for a High-Technology Product Company	p. 46
Organizing Enterprise Work in Other Enterprises	p. 51
Organizing Enterprise Work for New Systems that Automate an Enterprise Operation	p. 52
Organizing the Complexity of Multiple Views	p. 54
Organizing Work to Optimize Software Product Family Architectures	p. 55
Engineering Practices	p. 59
Multilayer System Work Organized by Functionality	p. 60
Integration of Multiple-Layer Systems	p. 53
Integrating the Work of Scrum Teams and Teams Not Using Scrum	p. 66
Summary	p. 68
People Practices	p. 69
Organizing People to Do Enterprise Work	p. 70
Team Creation	p. 73
Team Work	p. 75
How People Are Managed	p. 76
Functional Expertise	p. 80
Compensation	p. 81
Extra Managers	p. 81
Teams with Distributed Members	p. 82
Scarce Skills Needed by Many Teams	p. 83
The Relationship Between Product Management/Customer and the Development Team	p. 85
Shortening the Time to Release Through Managing Value	p. 86
Relative Valuation with Scrum	p. 87
Just Do It	p. 90
The Infrastructure, or Core	p. 90
Accelerators to Recovery	p. 92
The Mother of All Problems	p. 93
Appendices
Scrum 1, 2, 3	p. 101
The Science	p. 101
Empirical Process Control	p. 102
Complex Software Development	p. 103
Scrum: Skeleton and Heart	p. 105
Scrum: Roles	p. 106
Scrum: Flow	p. 106
Scrum: Artifacts	p. 109
Product Backlog	p. 109
Sprint Backlog	p. 111
Increment of Potentially Shippable Product Functionality	p. 112
More About Scrum	p. 113
Scrum Terminology	p. 113
Scrum and Agile Books	p. 117
Scrum Books	p. 117
Books on Techniques Used in Scrum for Managing Product Development	p. 117
Books on Managing in an Agile Enterprise	p. 117
Books on Related Theory	p. 118
Books that Provide Insights into Agile	p. 118
Books on Agile Software Engineering Techniques	p. 118
Scrum and Agile Web Sites	p. 118
Example Scrum Kickoff Meeting Agenda	p. 119
Conduct Kickoff Meeting	p. 119
Initial Enterprise Transition Product Backlog	p. 123
Establish Preconditions a Project Must Meet to Use Scrum	p. 123
Establish New Metrics	p. 124
Suboptimal Metrics	p. 124
Change Project Reporting	p. 124
Establish a Scrum Center	p. 125
Scrum Musings	p. 127
Value-Driven Development	p. 127
Realizing Project Benefits Early	p. 129
Eat Only When Hungry	p. 130
For Customers Only	p. 131
Bidding Work	p. 133
Managing Work	p. 134
A Cost-Effective Alternative to Offshore Development	p. 136
How to Use Scrum and Offshore Development	p. 138
Too Large Teams	p. 139
Virtual Teams Instead of Offshore Development	p. 140
Forming Cross-Functional Teams	p. 142
Cross-Functional Teams and Waterfall	p. 143
Index	p. 147
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