Book - Scaling Lean and Agile - Thinking and Organizational Tools

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Scaling Lean & Agile Development: Thinking & Organizational Tools for Large-Scale Scrum

Introduction

Reflecting our work over recent years, this text explores scaling lean and agile development with Large-Scale Scrum. It was written with my co-author Bas Vodde, who has long and in-depth experience with very large agile product development and enterprise transformations (at Nokia Networks and NSN), and like me, has worked in large embedded systems.

This books explores the foundation for a successful enterprise transformation to large-scale lean or agile product development: the thinking tools and organizational redesign tools necessary to lay the foundation for new practices. Without leadership (and others) that understand and institute these foundational elements, it is difficult to succeed with applying the practices.

Companion Book: Practices for Scaling Lean & Agile Development

This book is related to a second companion book that explores the more concrete practices in scaling lean and agile product development: Practices for Scaling Lean & Agile Development: Successful Large, Multisite & Offshore Products with Large-Scale Scrum

Sample Chapters

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Table of Contents

1. Introduction

Thinking Tools

2. Systems Thinking
3. Lean Thinking 
4. Queueing Theory
5. False Dichotomies
6. Be Agile

Organizational Tools

7.   Feature Teams
8.   Teams
9.   Requirement Areas
10. Organization (Organizational redesign)
11. Large-Scale Scrum

Miscellany

12. Scrum Primer
Recommended Readings
Scaling lean and agile dev - cover.jpg

Errata (corrected in later printings)

Page 44

Old: The English term ‘lean’ was chosen for the Toyota system—by MIT researchers of Toyota in The Machine That Changed the World [WJR90]—to contrast their lean production with the alternative of mass production.

New: The English term ‘lean’ was chosen for the Toyota system—and popularized by MIT researchers of Toyota in The Machine That Changed the World [WJR90]—to contrast their lean production with the alternative of mass production.

Comment: Subtle (unintentional) mis-attribution. Wikipedia: The term was first coined by John Krafcik in a Fall 1988 article, "Triumph of the Lean Production System," published in the Sloan Management Review and based on his master's thesis at the MIT Sloan School of Management. Krafcik had been a quality engineer in the Toyota-GM NUMMI joint venture in California before coming to MIT for MBA studies.


Page 79

Old: ...and starts to introduce cadence into system that had very little.

New: ...and starts to introduce cadence into a system that had very little.


Page 197

Old: And they create queues between the teams, which reduces the total cycle time...

New: And they create queues between the teams, which increases the total cycle time...

Comment: Mis-wording -> incorrect. OOPS!!!


Page 207

Old: ...decisions making method...

New: ...decision-making method...


Page 212

Old: Self-organizing, cross-functional, “resource balanced,” feature teams...

New: Self-organizing, cross-functional, “resource-balanced,” feature teams...

Comment: The Fowler brothers, first editors of the Concise Oxford Dictionary, wrote in their preface to the 1911 edition: We have also to admit that after trying hard at an early stage to arrive at some principle that should teach us when to separate, when to hyphen, and when to unite the parts of compound words, we had to abandon the attempt as hopeless, and welter in the prevailing chaos.