This is exactly why agile failed, it became a religion and stopped being a tool you could modify as needed. Like SCRUM, we use kanban boards to handle projects

This is exactly why agile failed, it became a religion and stopped being a tool you could modify as needed. Like SCRUM, we use kanban boards to handle projects, but a lot of our projects are so small that one guy can build the project in a week or two. Like a registration form for scheduling phone calls, you need a front end form, a backend api and integration to outlook. The first time we build one it took longer, but now we can have one up and running in a week or two. We place that on our kanban board and we talk about it SCRUM style, but it’s not it’s own project and it’s not broken in to every step of the SCRUM methodology either, because if we did that it would probably add a week of agile project management. But since we’re not doing that it means that we’re not agile or using SCRUM, because we’ve bent it to our needs and broken it’s golsen dogmas. Now I give quite a few management talks on this, and as soon as you admit that you’ve broken agile to make it fit, a line of others forms to confess. Because I don’t think I’ve ever met anyone outside of academia or extremely large tech projects that actually followed any of the agile methodologies to the letter. So agile is just as silly as waterfall, maybe even more so because it turned out that the analysis part of waterfall is often still extremely useful if you’re mixing your tech with HR stuff like benefit realisation, and let’s face it, who in digitisation isn’t? I mean, we’re digitizing to increase efficiency after all, and nothing screams benefit realisation more than that.