> I think the ad-hoc agile approach can work very well with a good team. But Scrum fans always seem to warn against cherry-picking just the bits of Scrum you like and not using the whole process.
I'm a big Scrum fan (when it works), and my biggest takeaway is that it's exactly meant for cherry-picking and modifying. The best team I've ever been on was one where we were all using Scrum for the first time. We were constantly trying to mold it to fit us best, and it ended up looking nothing like the original model of Scrum. It was also the only time I've ever been on a Scrum team that did proper retrospectives, which I think is the biggest point!
Pretty much every other team has either ignored it ("Why do we need to discuss Scrum, it's in the book and laid out for us.") or merged it with the Review, so that managers, stakeholders, and people outside the team are involved in that. And no one wants to suggest changes or raise complaints with outsiders watching.
Too many people seem to read a book about Scrum, memorize all the concepts and rules and abide by it, without reading any of the justification behind it. If you swear we need story points, and they need to follow a fibonacci scale, but you can't tell me why story points are better than estimating hours, you're doing it wrong (and then points always get fucking conflated with hours anyways). If you understand that story points are just one way of estimating a task's effort relative to other tasks, and that relative estimates tend to be easier to make, and scale better with all the other estimates when things change, then you're allowed to make the call of whether story points are best for the team, or a different estimating system, or none at all. Even better than someone understanding that, everyone on the team should understand that and be able to weigh in.
I'm a big Scrum fan (when it works), and my biggest takeaway is that it's exactly meant for cherry-picking and modifying. The best team I've ever been on was one where we were all using Scrum for the first time. We were constantly trying to mold it to fit us best, and it ended up looking nothing like the original model of Scrum. It was also the only time I've ever been on a Scrum team that did proper retrospectives, which I think is the biggest point!
Pretty much every other team has either ignored it ("Why do we need to discuss Scrum, it's in the book and laid out for us.") or merged it with the Review, so that managers, stakeholders, and people outside the team are involved in that. And no one wants to suggest changes or raise complaints with outsiders watching.
Too many people seem to read a book about Scrum, memorize all the concepts and rules and abide by it, without reading any of the justification behind it. If you swear we need story points, and they need to follow a fibonacci scale, but you can't tell me why story points are better than estimating hours, you're doing it wrong (and then points always get fucking conflated with hours anyways). If you understand that story points are just one way of estimating a task's effort relative to other tasks, and that relative estimates tend to be easier to make, and scale better with all the other estimates when things change, then you're allowed to make the call of whether story points are best for the team, or a different estimating system, or none at all. Even better than someone understanding that, everyone on the team should understand that and be able to weigh in.