So the problem isn't Scrum; it's that most implementations of Scrum aren't true to its principles, often bending or breaking the rules. Examples: * Having a U

So the problem isn't Scrum; it's that most implementations of Scrum aren't true to its principles, often bending or breaking the rules. Examples: * Having a UX designer role that's not part of the Scrum team * (Those) people working one sprint ahead * Multiple POs * POs not being business owners, but SAFe project managers * Scrum Masters acting like project managers * Teams not owning their sprints * Not letting the team in on backlog creation * User stories written like functional designs, not system requirement * Focus on sprint backlog items as opposed to sprint goals (It's just a to-do list) The point of Scrum is simple: The PO owns the product spec. Developers own the development of the product. It lets engineers do the enginering. Break these rules, and you're letting corporate waterfall creep into the agile process. SAFe often makes this worse. Jira isn't helping either. The reality is that, in a traditional line-management organization, Scrum can help to create an "agile bubble". But you need a good Scrum Master who's going to enforce the rules and safeguarde the agile process. The good ones are rare.