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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

Getting into the details

The Nexus Guide is a quick introduction to the basics of the Nexus Framework. Ken Schwaber and the folks at Scrum.org make the point that, like Scrum, Nexus is simple to understand, yet difficult to master. The remainder of this chapter provides an overview of the implementation details that must be mastered.

Building products, not running projects

As with most Agile-based approaches to development, Scrum and Nexus place the focus on building products, not running projects. There are multiple reasons for this, but the primary issue is one of staying focused on doing the things that add value.

Projects are relatively short-lived development efforts, having a set duration with a defined beginning and an end, and living within the constraints of scope, budgets, schedule, resources, and quality. The outcome of a project is a product, service, or outcome. Once the project ends, all activity stops unless a new project is chartered and initiated.

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