I read quite a few comments in this thread and I agree with many of them. For the most part, nobody really knows exactly what scrum is, and most companies equat

I read quite a few comments in this thread and I agree with many of them. For the most part, nobody really knows exactly what scrum is, and most companies equate it with Agile, but then again, there’s no real consensus on what Agile is either, since most of us practice some kind of bastardized and dogmatized version of it anyway. In one of the organizations I work with, it’s become so rigid that I literally just call it “Rigid” in meetings now. Why? Because it’s all about the metrics and what looks good to management, whereas it should be about the product snd the customer. It’s really, really difficult to move a User Story to another sprint or to change/add/delete tasks, or to update a story’s points, etc. because it will somehow disrupt the underpinnings of someone’s world (likely in the form of a spreadsheet). The end result is that we have to “game the system” by doing ridiculous acrobatics with the stories and tasks which in the end has the same net effect (the work either does or does not get done). But Scrum/Agile is not the problem per se. People will find a way to dogmatize and adulterate any system to the point where it’s unrecognizable from its original form.