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Scaling Scrum Across Modern Enterprises

You're reading from   Scaling Scrum Across Modern Enterprises Implement Scrum and Lean-Agile techniques across complex products, portfolios, and programs in large organizations

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Product type Paperback
Published in Aug 2020
Publisher Packt
ISBN-13 9781839216473
Length 618 pages
Edition 1st Edition
Tools
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Author (1):
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Cecil 'Gary' Rupp Cecil 'Gary' Rupp
Author Profile Icon Cecil 'Gary' Rupp
Cecil 'Gary' Rupp
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Table of Contents (20) Chapters Close

Preface 1. Section 1: Scaling Lightweight Scrum into a Heavyweight Contender
2. Chapter 1: TheOrigins of Agile and Lightweight Methodologies FREE CHAPTER 3. Chapter 2: Scrum Beyond Basics 4. Chapter 3: The Scrum Approach 5. Chapter 4: Systems Thinking 6. Chapter 5: Lean Thinking 7. Chapter 6: Lean Practices in Software Development 8. Section 2: Comparative Review of Industry Scaled Agile Approaches
9. Chapter 7: Scrum of Scrums 10. Chapter 8: Scrum@Scale 11. Chapter 9: The Nexus Framework 12. Chapter 10: Large-Scale Scrum (LeSS) 13. Chapter 11: Disciplined Agile 14. Chapter 12: Essential Scaled Agile Framework® (SAFe®) 15. Chapter 13: Full Scaled Agile Framework® (SAFe®) 16. Section 3: Implementation Strategies
17. Chapter 14: Contrasting Scrum/Lean-Agile Scaling Approaches 18. Assessments 19. Other Books You May Enjoy

Chapter 6 – Lean Practices in Software Development

  1. What two aspects of Lean thinking are applicable across industries, government agencies, and non-profit organizations?
    • Value Creation – activities to create a product, service, or result.
    • Value Delivery – activities that support the needs of the customers, such as marketing, sales, order taking, order processing, inventory management, product delivery or fulfillment, and customer support.
  2. Identify common value streams that apply to the software industry.
    • Add value, kaizen, implement visual controls, build in quality, improve knowledge, delay decision making, implement testing automation (jidoka), eliminate mistakes (poka-yoke), eliminate waste, eliminate multi-tasking/task switching, implement gemba (management by walking around), single-piece flows, leveling workloads (heijunka), optimize the whole/eliminate local optimizations, produce just in time, reject unfinished work, and respect people.
  3. Is designing...
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