Scrum at Scale
summary
Reports from Silicon Valley show only 20% of teams ship working software at sprint end, and a defense contractor must deliver a half‑price radar or lose contracts. Scaling uses a leadership action team and weekly meta-scrum to clear impediments; John Deere records 800% hardware productivity gains and one firm raises velocity 300% after reorganizing. Data: waterfall success 11% versus agile 39% and 52% of agile teams still fail to deliver working software on schedule. Continuous deployment, automated testing and abolishing timesheets are concrete moves.
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chapters (12)
- 0:00Introduction
- 4:14Strategic Objectives Determine Scaling Approach
- 10:42Modular Framework for Scaling Scrum
- 11:44Moore's Law Applied to Software
- 15:26Scaling Scrum Requires Leadership
- 17:30Understanding Dual Operating Systems
- 19:21General Electric Implements Dual Operating Systems
- 27:15The Secret of Agile Performance
- 32:30How the Executive Action Team Works
- 33:21The Meta Scrum: Leadership Action in Scaled Serum
- 34:08Leadership Action Team Crushes Impediments
- 36:17Deploy Aggressive Scrum!
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