> What are you doing that it could ever take _half_ of total work time and how will you convince management that you aren't completely fucking up scrum? Oh, th

> What are you doing that it could ever take _half_ of total work time and how will you convince management that you aren't completely fucking up scrum? Oh, that's very easy. So much so, I wonder exactly how you managed to perform everything required for a planning or review in the time you give. Business meetings can take more than expected in the best of cases, and the various dysfunctions inherent in scrum only add to that. Here's a fairly obvious example - scrum encourages you to have a lot of management. At minimum a team needs a product owner, a team lead and a scrum master (and if you merge those positions you aren't "doing scrum properly"). Because there are so many managers, each is under pressure to prove they add value. How do they prove that? By providing valuable input in the various ceremonies scrum requires. Hours of it. And sometimes they add so much value it can't be contained in the normal flow of scrum meetings (or rather, the meetings can't be contained in the course of a work day), so more meetings have to be created.