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Mike Beedle Releases Enterprise Scrum Definition 1.01

| by Savita Pahuja Follow 2 Followers on May 06, 2014. Estimated reading time: 2 minutes |

Mike Beedle, CEO of Enterprise Scrum Inc and co-author of the first scrum book, “Agile Software Development with Scrum”, released Enterprise Scrum Definition 1.01.

Mike explains Enterprise Scrum as the extended, generalized and parameterized application of scrum for

  1. More business purposes (business cycles, releases, and business metrics, adding business techniques).
  2. In a generic way, at different levels or the organization (executive, middle management, program/project level, etc.), and for different business process (company management, marketing, sales, product development, software development, research, audit, etc.).
  3. In a scalable way, by having multiple scrum teams working together. Team could be independent, in cooperation for the same purpose (scaling mode) or in cooperation with different purposes (networking mode).

Exponential rate of business change and the new product efficiency is the need of Enterprise Scrum, mentioned by Mike. 

To manage and lead our companies to be successful in the 21st century we need faster, more efficient and customer-driven innovation to obtain higher profits and revenue – just like Nonaka and Takeuchi concluded in their HBR paper back. Except, in today’s environment of more complex business models, we need to reinvent our entire companies not only one product at a time:the product is the company itself. We can use our same trusted technique for rapid innovation – Scrum, just as Nonaka and Takeuchi concluded, but now for the entire enterprise. Or to give it a name, we need Enterprise Scrum.

Enterprise Scrum generalizes and parameterizes the basic scrum structure and allows extensions so that scrum can be used in a generic way. This is compatible with scrum since Enterprise Scrum is also a process framework. Mike explains Enterprise Scrum structure as:

Cultural Values: Scrum values and BA elements

Value list: The value list is formed of VLIs (Value List Items) – compare to PBIs, each with a DOR (definition of ready) and a DOD (definition of done)

Reports:

  • Scrumboard – can be more than one for different improvement cycles
  • Burndowns – can be more than one for different improvement cycles
  • Metrics and charts – can be more than one for each improvement cycle

Roles:

  • Scrum Team – composed of the business owner, scrum master and team. It could be more than one for scaled up organizations.
  • Business owner – was product owner in scrum
  • Scrum master – same as in Scrum, an enterprise scrum coach
  • Team – as in scrum, a self-organizing, autonomous, cross functional team

Process:

  • Vision – states what we want to achieve for our business process customization (through Enterprise Scrum parameters)
  • Improvement cycles - nested for each cycle (was release, sprint)
  • Planning – plan how much business value the scrum team will attempt
  • Sprint planning part 1 - agree with business owner what to do
  • Sprint planning part 2 - volunteer for VLIs, create plans for VLIs,and provide detailed estimates for plans
  • Execution – work and monitor business value as we achieve it
  • Review – review and account business value
  • Review value increment
  • Retrospective – find what we are doing well and how we can improve
  • Value list refinement – adjust the vision by managing the value list

Mike tells about the advantages of Enterprise Scrum as

Enterprise Scrum is a business-oriented, scalable, general empirical management and execution framework. It can help manage with more agility any business process including Company Management, Strategy, Marketing, Sales, Product Development, Software Development, Basic Research, Compliance Management, Business Process Redesign, Entrepreneurship and Start-Ups, etc.

 

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