> In the 90s, teams were becoming too focused on the process instead of the software and customer / user. Sadly I see a lot of this today too. I know someone w

> In the 90s, teams were becoming too focused on the process instead of the software and customer / user. Sadly I see a lot of this today too. I know someone who has worked on an "agile" project with two half hour long standups a day, two hour sprint planning, hour long retrospective, and various other "ceremonies". I'm not sure how much of the sprint comprised of actual work. > Sometimes, teams wouldn’t get feedback for months. Feedback is so crucial. It frustrates me that business process and politics sometimes gets in the way. > unless you’re starting with a heavy weight process to begin with, you’re not going to see much productivity gain Agree 100%, The scenarios I've mentioned have always been short term (~4 weeks) client engagements where there should've been absolutely no room for needless process. I worked on a project once where we had weekly sprints (!) with a playback with key stakeholders each Friday. Each week the stakeholders would change, so each week we needed to spend at least a day planning for the presentation.