The Scrum That Actually Worked
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The Scrum That Actually Worked
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The Scrum That Actually Worked
In 1996, Chrysler — a Fortune 500 company with resources to hire the best talent and buy the best tools — had spent two years and millions of dollars building payroll software.
It hadn’t printed a single paycheck.
The project was called C3: Chrysler Comprehensive Compensation. It was supposed to unify payroll for 87,000 employees across multiple divisions. It had executive sponsorship from CIO Susan Unger. It used Smalltalk, an object-oriented programming language that promised to solve exactly the kind of tangled legacy problems Chrysler faced.
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