Right, this is my view on agile. The only constant should be re-evaluation. We started out differently than most teams, where we began with a very loose proces

Right, this is my view on agile. The only constant should be re-evaluation. We started out differently than most teams, where we began with a very loose process and tightened it over time (as opposed to many who start out very rigidly and let them slack over time) and this has led to us: 1. Predicting with surprisingly good accuracy (within 10% usually) how much work we can get done 2. Spending only ~3 hours a week doing "rituals" (we do our stand ups in HipChat and we have two backlog grooming sessions a week; every other week we spend an hour for review/retro and an hour for planning), which gives us an overhead of ~8% time "wasted" doing our planning 3. onboarding new members in only a couple of weeks; we plan so that they always join mid-sprint so that they get a solid week to just read up on our code and observe our process before jumping in for their first planning 4. creating a really cross-functional "everyone works on everything" team; for my part, I spend most of my day in the weeds of Kubernetes for a variety of projects, but I'm able to cross-train on the other components my team works on, and I'm slowly teaching all of them K8s. I won't call it "agile" because it's a dirty word apparently, but I really like it now that we've spent a few months hammering out the kinks.