Software in 30 Days: How Agile Managers Beat the Odds, Delight Their Customers, And Leave Competitors In the Dust

Appendix 3: A Playbook for Achieving Enterprise Agility

Employed Since 2005

Table of Contents

1.1 Introduction

1.2 Overview of Scrum and Software Agility

1.2.1 Scrum Principles

1.2.2 Scrum and Software Agility

1.3 Preparing for Scrum

1.3.1 “Scrumming” both the Software Process and the Organization

1.3.2 The CXO's Role as Organizational Scrum Master for Continuous Improvement

1.3.3 Caution: Change is Hard Work

1.4 A Playbook for Adopting Scrum

1.4.1 Play 0 – Overview, Assessment and Pilot Preparation

1.4.2 Play 1 – Pilot Project(s)

1.4.3 Play 2 – Organizational Expansion

1.4.4 Play 3 – Achieving Impact

1.4.5 Play 4 - Measure, Assess and Adjust

1.4.6 Play 5 – Expand and Win

1.5 Organizational Impediments to Adopting Scrum

1.5.1 Exposing the Impediments with Scrum

1.5.2 Characterizing Impediments

1.6 Scaling Scrum

1.6.1 Scaling the Organization: Scrum Teams of Teams

1.6.2 Coordinating Teams of Teams

1.6.3 Tooling Infrastructure for Enterprise Agility

1.7 Summary

1.1 Introduction

The pressures of a truly global economy cause today's business to increasingly rely on their ability to produce software as a key competitive advantage. Whether it's software for managing manufacturing and customer delivery processes or software improving the efficiency of day-to-day activities, software touches virtually every facet of today's business.

And yet, many CXOs find their software development practices remain little changed from the 1980s. Reliance on prescriptive, plan-based, waterfall-like ...