Book - Scaling Lean and Agile - Thinking and Organizational Tools
From Craig Larman
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.
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
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Table of Contents
2. Systems Thinking 3. Lean Thinking 4. Queueing Theory 5. False Dichotomies 6. Be Agile
7. Feature Teams 8. Teams 9. Requirement Areas 10. Organization (Organizational redesign) 11. Large-Scale Scrum
12. Scrum Primer Recommended Readings
Errata from 1st printing (corrected in 2nd printing, Oct 2009)
To develop and “optimize the whole” culture, ...
To develop an “optimize the whole” culture, ...
Toyota is a strong, resilient, company...
Toyota is a strong, resilient company...
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.
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.
Aushi Niimi ...
Atsushi Niimi ...
...and starts to introduce cadence into system that had very little.
..and starts to introduce cadence into a system that had very little.
...by asking the underutilized team for advice...
...by asking the underutilized team for advice on what to do...
And they create queues between the teams, which reduces the total cycle time...
And they create queues between the teams, which increases the total cycle time...
Comment: Mis-wording -> incorrect. OOPS!!!
...decisions making method...
Self-organizing, cross-functional, “resource balanced,” feature teams...
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.
A related impediment is the mistaken belief that improvement in large product groups would take nothing less than several years, given the level of institutionalized problems.
A related impediment is the wishful thinking that significant improvement in large product groups can and will happen “fast,” within only a few years, rather than what we see as the more likely five or ten years—if there is sustained executive support.
Comment: The meaning of the original sentence was confusing.
Page 294 When there are multiple teams there are many product items...
When there are multiple teams there are many Product Backlog items...