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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
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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 3 – The Scrum Approach

  1. Why is Scrum described as a framework?
    • The implication is Scrum is a container that provides only minimal guidance on baseline practices, rules, artifacts, and events to implement the values and principles of Agile and use empiricism to solve complex adaptive problems.
    • Within the Scrum, Scrum Teams are free to use any other methods, tools, and practices that support their specific product delivery requirements.
  2. How does the traditional development model most differ from the Scrum model?
    • The traditional (waterfall) model is plan-driven and implements a linear-sequential life cycle development process. In contrast, Scrum implements an iterative development life cycle to deliver Increments of customer-centric value frequently.
  3. Who has the final say on the scope for work that a Scrum Team can complete within a Sprint?
    • Only the Scrum Team
  4. Why does the Product Owner have the final say on the items and priorities established within the Product...
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