This. People love dunking on Scrum because they have colleagues and managers that wield it as a weapon (often in conjunction with JIRA, which, although not an e

This. People love dunking on Scrum because they have colleagues and managers that wield it as a weapon (often in conjunction with JIRA, which, although not an especially simple or well-running piece of software, is really only as bad as you choose to make it). It's actually a very simple process that was designed as the _antithesis_ to a lot of the atrocities committed in its name (based on a reading of this thread). If you have managers/PMs/TMs/HMs/BDFLs that can't see the forest from the trees and a corporate mandate to use Scrum (or Agile generally) then of course they'll pervert it to suit their own ends. Slow-moving organizations with complex incentive structures like the government and Fortune 500s are especially good at this. If you want to be upset with somebody then blame them. I've worked on teams where stand-ups were less than ten minutes long, we delivered every two weeks, and we had properly-specified Scrum Master and Product Manager roles and it worked swimmingly because we _actually did Scrum_, not "Scrum, but...". Scrum is a prescribed process. It is not the performative act of dragging work items into Sprints in JIRA then using various Scrum terms for 5-hour-long weekly meetings.