A lot of this article is a mix of a little bit of truth with a lot of what is just bad management. But the first few and final example are good warnings that c

A lot of this article is a mix of a little bit of truth with a lot of what is just bad management. But the first few and final example are good warnings that can be applied anywhere, Scrum or not. Paraphrasing / quoting the article: "[If] all product decision authority rests with the “Product Owner” ... engineers [are disallowed] from making any product decisions and reduces them to grovelling to product management for any level of inclusion in product direction." "[If] all the engineer’s time [is accounted for] in a tightly managed fashion, [that] discourages innovation — which typically occurs spontaneously and outside of any schedule or system of good predictability." "[You] encourage “least amount of work possible” solutions [when you expect engineers] to conform to ... strict predictability requirements." "[If you] divide every task into small items that can theoretically be completed by anyone on the team .. [you] discourage engineers from taking pride in and/or ownership of their work. This lack of ownership results in ... Poor design [and] Lack of motivation ('It isn’t my thing', 'It was broken when I start working on it')" "[Don't] ignore the fact that any task that has been done before in software does not need to be redone because it can be easily copied and reused. So, by definition, new software tasks are truly new territory and therefore very hard to estimate."