From SAFe to Spotify E-Book

Michael S. Portman

• Herausgeber: tredition
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2023

Seitenzahl: 160

Beschreibung

In an ever-changing business world, corporate agility is at the heart of success. This book provides a deep insight into leading agile frameworks, from the basics of Scrum to modern models such as the Spotify model. Learn about the history, core principles and application of these models in large companies. Comparative analysis helps decision makers identify the most appropriate framework for their specific needs. In addition, common implementation challenges as well as best practices and solutions are presented in detail. Enriched with case studies and interviews, the work provides valuable insights for any organization that wishes to take the step towards agility. Presented Frameworks: Scrum, SAFe, LeSS, Spotify Model, DAD, Nexus, Scrum@Scale, DSDM

Leseprobe

Michael S. Portman

From SAFe to Spotify

Comparing Enterprise Agile Frameworks

Disclaimer:

This book's information and contents have been researched and compiled to the best of our ability and knowledge. However, neither the authors nor the publisher guarantee the information's accuracy, completeness, or timeliness. This document is for informational purposes only; it does not comprise advice or specific implementation instructions. Consult a professional before implementing the methods and practices presented in this book.

This book was written independently and without the participation or permission of the framework owners it describes. There is no intent to violate the rights of any trademark or brand owner. All trademarks and brand names mentioned in this book are the property of their respective owners.

The reader assumes all risk associated with the application and implementation of the approaches and methodologies described in this book. Neither the authors nor the publisher are responsible for any damages or losses caused by the implementation of the described contents.

The trademarks and brand names mentioned in this book are the protected property of their respective proprietors. These trademarks and brand names are exclusively the property of their respective owners.

Introduction

In a time when business environments are constantly changing, it is increasingly essential for enterprises to comprehend and effectively implement agile practices. The purpose of this book is to provide readers with an in-depth overview of the landscape of agile frameworks in the enterprise context, enabling them to identify the differences and nuances between each method. In addition to providing knowledge, our primary objective is to provide unambiguous decision support so that organizations can make the best choice for their particular requirements.

Consider this volume to be a map for navigating the wilderness of agile frameworks. We've made an effort to cover the breadth and depth of this fascinating topic, from the fundamentals of Scrum to the well-known SAFe to lesser-used approaches like DSDM.

Throughout our journey, we will also come across testimonials and hypothetical case studies that emphasize the application of these frameworks in various contexts. These examples will serve to bridge theory and practice and demonstrate to the reader how diverse organizations, from small ventures to multinational corporations, can benefit from these approaches.

This publication is also concerned with emphasizing the human aspect of Agile. It is not only about optimizing processes or increasing productivity, but also about how these methods can strengthen teams, foster innovation, and ultimately contribute to the development of a more positive workplace culture.

Lastly, we would like to emphasize that there is no "one-size-fits-all" approach. What works in one context may not function in another. Our mission is to equip you with the knowledge and tools necessary to make decisions that contribute to the success of your business.

Join us on this thrilling journey through the world of Enterprise Scrum and associated frameworks. It's time to discover Agile's potential for your organization!

In the modern corporate world's labyrinthine corridors, two words have recurred frequently in recent years, leaving echoes of change and renewal: Scrum and Agile. Before delving deeper into the various frameworks and their application in an enterprise context, it is essential to establish a firm foundation. Together, let's explore the intriguing world of Scrum and Agile.

Agile: More than just a method

Agile is more than just a methodology or framework. It is a state of consciousness, a philosophy. Agile, which was initially developed as a response to the limitations and shortcomings of conventional software development processes, has transferred its emphasis from rigid processes and defined plans to flexibility, customer focus, and continuous improvement.

Agile's fundamental tenet is that change is not only inevitable but also desirable. It acknowledges that in a world that is constantly changing, fixed plans frequently become obsolete. Therefore, the ability to rapidly adapt to new information and shifting conditions is fundamental to the Agile philosophy.

Scrum: An agile framework

Agile is a philosophy and set of values, whereas Scrum is a method for putting those values into practice. Consider Scrum to be a framework that enables teams to work in tiny, manageable increments known as "sprints." Sprints typically last between two and four weeks and culminate in a potentially shippable product.

The brilliance of Scrum is that it is simple to grasp but difficult to master. It has well-defined roles (Scrum Master, Product Owner, Development Team), artifacts (Product Backlog, Sprint Backlog, Increment), and ceremonies (Daily Scrum, Sprint Review, Sprint Retrospective, Sprint Planning) that help the team stay focused and on track.

However, underlying this framework is a desire for collaboration, transparency, and an ongoing pursuit of excellence. It is a dynamic dance where feedback and reflection are equally as essential as the work itself.

After examining Agile and Scrum in a general sense in the previous section, we will now examine the core concepts of Scrum to gain a deeper understanding of its complexities.

The roles in Scrum

1. the Scrum Master: As custodian of the scrum principles, the scrum master functions as a coach for the team and ensures that external distractions do not interfere. However, he is not merely a guardian. He facilitates the team's continuous improvement and application of Scrum best practices.

2. the Product Owner (PO): The PO has the vision for the product under development and prioritizes the team's work. He acts as the liaison between customers, stakehold|ers, and the development team, ensures that the team is always focusing on the most valuable features or tasks, and provides the customer's perspective to the development process.

3. the Development Team consists of the experts who perform the actual task. They are self-organizing, which means they determine as a team how to perform their duties most efficiently.

Artifacts and their meaning

1. Product Backlog: The Product Backlog is a dynamic to-do list containing all the features, functions, requirements, and enhancements to be developed for a product. The PO has placed the most essential items at the head of the list.

2. Sprint Backlog: During a Sprint planning meeting, the team determines which Product Backlog items will be worked on in the subsequent Sprint. This item has been added to the Sprint Backlog.

3. increment: At the end of each sprint, the team should have a "increment" - a completed, usable version of the product that conforms to the definition of "finished" specified by the team.

Ceremonies: The heart of Scrum

1. Sprint Planning: Here, the team determines what should be accomplished in the next iteration and how it will be accomplished.

2nd Daily Scrum: a 15-minute meeting in which the team discusses what they did the day before, what they plan to do the next day, and any obstacles.

3rd Sprint Review: At the conclusion of each Sprint, the team demonstrates their accomplishments and solicits feedback.

4th Sprint Retrospective: A meeting where the team discusses what went well, what can be improved, and how they can work even more efficiently in the subsequent Sprint.

By exploring these essential concepts, you can begin to experience the Scrum enchantment. It is a dynamic process that fosters collaboration, continuous improvement, and a customer-centric philosophy.

So far, the voyage through the realm of Scrum and Agile has been enlightening, correct? But before we delve further into the many aspects and applications of these concepts, let's address some prevalent misunderstandings and examine some hypothetical case studies to illustrate what we've learned.

Misunderstandings and myths around Scrum and Agile

"Agile does not mean planning." Quite the contrary! Agile involves planning, but in a flexible and adaptable manner. The objective is not to forego planning, but rather to be more adaptable to change.

"Scrum teams don't need a manager." Even though Scrum teams are self-organizing, they still require guidance and support. Scrum Master and Product Owner perform significant roles in this context.

"Scrum only works in software development." Despite the fact that Scrum was originally designed for software development projects, many industries and departments have recognized its benefits and effectively adopted it.

Case studies: Scrum in action

Case study A: The start-up company "TechNova”

TechNova, a young technology startup, initially struggled to acclimate to shifting market conditions and consumer demands. Nevertheless, by implementing Scrum, the team was able to respond swiftly and flexibly, abbreviate its development cycles, and increase customer satisfaction. Specifically, the regular retrospectives enabled the team to continually learn and develop.

Case study B: The innovation department of "GreenCorp”

The innovation department of GreenCorp, a company with a long history of producing sustainable products, adopted Scrum. Rather than software development, it was used for product development and innovation in this instance. Throughout the development process, the shortened feedback cycles and close collaboration with consumers led to more innovative and market-driven products.

As this introduction draws to a close, it should be evident that Scrum and Agile are not merely concepts or working methods, but rather a philosophy and mentality for working, learning, and developing. In the remainder of this book, we will examine various frameworks and their application in various contexts in order to provide a comprehensive view of the Agile world in an enterprise setting.

Inhalt

Cover

Title Page

Disclaimer:

Introduction

Agile: More than Just a Method

Chapter 1: Scrum Basics

Chapter 2: Safe (Scaled Agile Framework)

Chapter 3: Less (Large Scale Scrum)

Chapter 5: Disciplined Agile Delivery (Dad)

Chapter 6: Nexus

Chapter 7: Scrum@Scale

Chapter 8: Dsdm (Dynamic Systems Development Method)

Chapter 9: Choosing the Right Framework

Chapter 10: Implementation Challenges

Copyright

From SAFe to Spotify

Cover

Title Page

Introduction

Chapter 1: Scrum Basics

Chapter 10: Implementation Challenges

Copyright

From SAFe to Spotify

Cover

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Chapter 1: Scrum basics

History and development of Scrum

Scrum's origins date back further than one might initially believe. To comprehend the current understanding of Scrum, it is helpful to examine its history and the evolutions that lead to its current form.

From Rugby Fields to Development Teams: The Beginnings

The analogy for "scrum" originates in the world of rugby. For those unfamiliar with rugby, a scrum is a way to resume play after a minor infraction. In a compact formation, players from both teams collide and attempt to recover the object. The term has been used figuratively to characterize a group of individuals working on a problem in a focused and collaborative manner.

In 1986, Hirotaka Takeuchi and Ikujiro Nonaka published a paper in the Harvard Business Review containing the first concrete notions comparable to the modern Scrum methodology. In "The New New Product Development Game," the authors described a product development strategy that was quicker, more adaptable, and based on teamwork. They used the metaphor "Scrum" to characterize the process of collaboration within small, cross-functional teams working in phases or "sprints."

The 90s: Formulation and consolidation

In the 1990s, Jeff Sutherland and Ken Schwaber began independently developing concepts that were remarkably similar to modern Scrum. Sutherland implemented his concepts while working for the company "Easel" in 1993, adopting the term "Scrum" in allusion to the previously mentioned paper. On the other hand, Schwaber had created an analogous method for his company, "Advanced Development Methods."

In 1995, as fate would have it, the two met at a conference and merged their concepts. The outcome was the initial official definition of Scrum.

Scrum began to establish its permanent position in the software development and project management industries in the 1990s. The journey through this time, when the Internet revolutionized the business world and companies were continuously evolving, demonstrated the need for agile approaches.

The new millennium: A manifesto is born

In the highlands of Utah at the turn of the 21st century, 17 independent intellectuals gathered at the Snowbird ski resort. Their objective? To discuss and redefine software development's future. Jeff Sutherland and Ken Schwaber were among those present. The results of this meeting led to the 2001 publication of the "Agile Manifesto." Although not exclusive to Scrum, the Manifesto was a significant milestone that elucidated the principles underlying agile methods in a plain and concise manner.

The growing popularity and the Scrum Alliance

With the Agile Manifesto as a tailwind, Scrum's popularity grew rapidly. The method provided remedies to common software development issues, such as delivery delays and a lack of responsiveness to consumer feedback. The Scrum Alliance, an organization dedicated to disseminating and advancing Scrum, was founded in 2002. This Alliance introduced training and certifications that helped standardize the method while preserving its adaptability.

Case study: The fictitious company "WebSolutions

In the midst of the dotcom boom, the "WebSolutions" company faced enormous pressure to get to market quickly while delivering innovative solutions. Traditional waterfall methods were not enough. After some teething problems, the company decided to try Scrum. By adopting short sprints, regular reviews and close team collaboration, "WebSolutions" was not only able to deliver faster, but also produce higher quality products. It became a shining example of the transformation

The journey through the history of Scrum up to this point has taken us from its origins to its widespread adoption.

The 2010s: Scaling and diversification

New frameworks, such as the Scaled Agile Framework (SAFe) and Large Scale Scrum (LeSS), emerged to facilitate the use of Scrum in large organizations as an increasing number of large organizations adopted the methodology.

Simultaneously, industries ranging from finance to manufacturing came to recognize and embrace the benefits of agile development and Scrum.

The growing community and sharing of best practices

As with many other initiatives, the Scrum community has been essential to the framework's continued success. global conferences, seminars, and online platforms have enabled the sharing of best practices and the adaptation of the framework to new challenges and environments.

Case study: The fictitious healthcare provider "HealthTech Innovations

"HealthTech Innovations", a healthcare technology provider, faced the challenge of developing medical devices and software in a highly regulated industry. Traditional development approaches reached their limits here. By implementing Scrum and sharing with other industry players, the company was able to cut its product development times in half and significantly increase customer satisfaction.

Looking to the future: Where is the journey headed?

Although Scrum is now firmly rooted in the business world, it remains a dynamic framework. Scrum will be required to continue to adapt and improve as technologies and business practices evolve. Scrum's inherent characteristics of continuous learning and adaptation ensure that it will remain relevant regardless of the future's challenges.

Our journey through the intriguing history of Scrum has reached its conclusion. There will undoubtedly be many more chapters to this tale of inventiveness, adaptability, and unrelenting pursuit of excellence.

Core elements and principles of Scrum

Before we venture deeper into the application and incorporation of Scrum in various contexts, we should take a closer look at the fundamental elements and underlying principles. Not only are these the foundation of Scrum, but they also serve as the basis for all other methodologies and approaches.

1. The scrum values

One of the cornerstones of Scrum is its five core values:

• Commitment: Each team member commits to the goals of the sprint.

• Courage: It takes courage to tackle challenges and make changes.

• Focus: Concentration on what can be achieved during the current sprint.

• Openness: Communicate openly about progress, obstacles, and challenges.

• Respect: Each team member respects the skills and contributions of others.

These values are not just empty words on paper; they should be lived in every interaction and decision within a Scrum team.

2. The three pillars of Scrum

The work in Scrum is based on three supporting pillars:

• Transparency: All information is visible to everyone involved. This allows teams to make joint decisions and build trust.

• Inspection: At regular intervals, the current work results should be checked to ensure that they meet the desired requirements.

• Adjustment: If an inspection reveals that one or more elements of the process or product do not meet the requirements, an adjustment is made to correct the deviation.

Case study: The fictitious start-up "GreenTech Labs

The young team of "GreenTech Labs", an innovative start-up in the field of sustainable technologies, was looking for ways to speed up their development cycles. By introducing Scrum values and principles, they managed not only to increase their productivity, but also to foster a stronger team dynamic. Thanks to transparency, everyone always knew exactly what was being worked on. Regular inspections ensured they stayed on track, and if needed, they could quickly adjust the way they worked.

The crucial roles in Scrum

If Scrum were a play, the roles would be the principal actors; each role has its own responsibilities and strengths, and collectively they ensure that the Scrum process operates efficiently.

1. The Product Owner

The Product Owner (PO) is the visionary of the project. He or she ensures:

• That the product vision is clearly defined and understood by the entire team.

• That the product backlog, an ordered list of tasks and requirements, remains current and prioritized.

• That decisions regarding the final product are made expeditiously.

The PO acts as an interface between the development team and the stakeholders, ensuring that everyone is on the same page.

2. The Development Team