At the beginning of this chapter, you learned some of the history and basic concepts behind Scrum. Later, you were introduced to the roles and responsibilities, events, and artifacts associated with Scrum. We learned that modified Scrum is no longer Scrum and why. We also learned that enterprise Scrum is hard to implement as it requires a change in the culture of the organization. Moreover, the changes will remove layers of middle management, and those people must have new opportunities within the organizational deployment of Scrum, or they will resist all efforts to make the deployment successful.

This chapter presented the basic workflow associated with the iterative and Incremental development cycles of Scrum, which are called Sprints. In this section, you learned the use and purpose of Scrum roles, events, and artifacts across each Sprint.

In the next chapter, you are going to learn about systems thinking. Systems thinking is not a software development methodology. Instead, it is a way of thinking about complex systems to understand how the collective parts work as a whole to accomplish some purpose or function. However, it's important that you understand the fundamentals of systems thinking as many of the scaled Scrum and Lean-agile practices you'll learn about in Section 2 of this book employ these concepts.