It's interesting to consider the difference between project and event driven (ops) work. Engineering project teams doing Scrum struggle when tasks need to be i

It's interesting to consider the difference between project and event driven (ops) work. Engineering project teams doing Scrum struggle when tasks need to be initiated and completed at a faster cadence than their sprint cycle - for instance an engineer doing development work planned monthly gets 3 calls a day asking him to reboot a server. There are apparently better ways of managing operational work - for kanban (with or without a board), ticket systems and queues and processes and dashboards for managers to spot bottlenecks live and re-alocate workers to solve them. I know (from TV docs) that ERs here generally have a "morning meeting" where the manager briefs people and talks through throughput statistics and demand estimates. I don't know how to manage an ER department, but I'd understand a lot of work has been done in that area. What I could say is that it isn't project work you could plan on a monthly sprint cadence. Burger bar workers will also generally be executing operational work according to a clear process that involves tickets and ownership of a problems (tables). I've also seen IT help desks run like this. What I'm saying is, Scrum is one possible way of running things, but it isn't one size fits all for all kinds of work. But just people are not doing Scrum does not mean they are not working within a detailed process where they may potentially be micromanaged to the same degree.