Enterprise and Scrum, The (Developer Best Practices)

I recently run a large project (~100 people) under a structure very similar to the organization described by Ken in this book:-one product: a large web site-8 scrum teams: 6 service teams, 1 IT team, 1 CM team-scrum of scrum: team composed of senior engineers from each scrum focused on global code integration, standard / API definitions, run by uber scrum master and uber product owner-meta scrum: team composed of local scrum masters (problem raisers) and executives (problem solvers) focused on organizational issues, run by uber scrum masterThe results?-a product delivered within a deadline of 18 weeks (the last product of similar size and complexity was delivered in 18 months and was mostly unsuccessful)-a very happy product owner (financial outcome better than expected, all key features delivered)-best quality software ever written in the company (best as from a technical debt perspective, and great architecture paradigm)-fantastic morale in the teamThis book is written for people that understand scrum and are ready to think it to the next level. It clearly outlines a simple and powerful framework to roll out scrum across the enterprise and achieve great coordination in scalable manner in large projects. This is not an "enterprise scrum". It is the same scrum applied to the enterprise.Some might miss details on tactical implementation which the book doesn't try to address. Why? I think because it is scrum and details have been written about over and over. So how do you attack your big impediments? Run Ken's framework and let it to the self-organization of the teams! It is scrum after all.

I've been involved with the introduction of Agile methods and other process improvements in several large enterprises, and I have learned-that there are no cookbooks-that there is no process or set of practices that will work for everyone-that as hard as it is to influence people to take on new practices, it is even harder to get the rest of the organization to accept the implications of these changesThis book does not prescribe a solution to all problems. The author I expect knows well that there is no such prescriptive solution (in his own words, "We want rules to follow, but life and product development are too complex for a single set of rules to suffice in all circumstances."). The book also does not delve into the depths of systems dynamics and org change- areas that are important in the change effort, but are explored by countless other sources. I believe that this is a strength, as it allows the book to be a focused, easy read without distraction.This book does provide an implementation framework, plain and simple - a basic, repeatable, evolutionary framework for the introduction of Scrum to an enterprise, including feedback loops that will ensure that the right people know of challenges, and techniques to repeatably adjust the plan so that the effort is continuously improving. Following this, progress is very likely, and if the effort ends, it will be either due to success or to the conscious choice of those involved to stop further improvement.I've seen many process improvement efforts flounder in large companies- often due to the process that was followed to run them. An approach such as that recommended in this book will at least ensure that the process to effect the improvement is not in the way itself, and is in fact an enabler.

The two best things about this book are that it: (1) provides a framework for adopting Scrum across an enterprise, and (2) describes some techniques for surmounting some of the problems you will likely face as you try. Although the book is about the "enterprise and Scrum" most of the contents will be applicable to any group of teams transitioning to Scrum. A set of five teams working together on a single project would benefit from this book even if they are not the whole enterprise.Too many agile books suffer from being targeted at a single team working on a deserted island--that is, a seven-person team with no issues outside their one team. This book does not suffer from that problem. Want to know how to organize work on a project that is partitioned by architectural layer? How to structure a product backlog for the entire organization? Or how to organize teams across a large project? Or what are the proper reporting relationships on a large Scrum project? This book provides sage advice on these enterprise adoption issues and more.The book is chock-full of real-life anecdotes (in which only the name of the company and key players have been changed). Each anecdote illustrates how one real company dealt with a real problem. Their problem, their context, and their solution won't exactly be yours, but seeing how others have addressed challenges can be illuminating in thinking how to address yours.This is probably not your best choice as a first book on Scrum. For that start with the author's other two books. This book picks up where they left off, providing a wealth of information for enterprises and even workgroups adopting Scrum. If you're already familiar with the basics of Scrum, and especially if you are starting to hit the hard points of adopting it and spreading it through your organization then this book is for you.

It seems to be updated version of  Agile Project Management with Scrum (Microsoft Professional) . After three years author gives you more detailed information on SCRUM. Full of use cases from different companies. Just by reading you may avoid common mistakes! Agile Project Management with Scrum (Microsoft Professional)

Klassiker im agilen Umfeld. Basis für agile Projektarbeit. Im Original auch gut zu verstehen.

Very informative with examples