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That's certainly not the intent behind Scrum though. The intent behind Scrum is to let the team within the sprint be pretty much completely free to implement wh

That's certainly not the intent behind Scrum though. The intent behind Scrum is to let the team within the sprint be pretty much completely free to implement whatever process they like to deliver the sprint goal. It's whole focus is to remove management interference from the main body of work the team does. PO figures out what needs doing. Team figures out the best way of doing it. Scrum provides a framework for accountability on both sides. Scrum - done well - should be a tool to let the team figure out the best way to deliver.

YZF 14y ago
I know that. The historical motivator is the 1986 paper, "The new new product development game". I think the difference in what happens in Scrum is that the team gets further isolated from an organization through the ScrumMaster and Product Owner and therefore has less ability to influence and more process imposed (the various invariable rituals of Scrum and more). The teams are now viewed as units of production, stick story in, get implementation out. Almost never will the Product Owner be really a product owner within the intention of Scrum and the ScrumMaster will drift towards a semi-team-lead role and his incentives are not aligned with those of the company or the team.
- adrianhoward 14y ago
  Agreed. That sort of setup does suck. But then again that sort of team isn't really doing Scrum (they're certainly ignoring the way the roles should work, and they're certainly not using the sprint retrospective to improve). This isn't Agile sucking, or Scrum sucking. This is folks not doing Scrum sucking. The issues that caused the OP to move from Scrum to a Lean approach - I can go with most of those (indeed they match my observations of some other transitions)... but the delivery one doesn't ring true in my experience. I've seen a bunch of Scrum teams with a laser like focus on delivery.

YZF 14y ago

I know that. The historical motivator is the 1986 paper, "The new new product development game". I think the difference in what happens in Scrum is that the team gets further isolated from an organization through the ScrumMaster and Product Owner and therefore has less ability to influence and more process imposed (the various invariable rituals of Scrum and more). The teams are now viewed as units of production, stick story in, get implementation out. Almost never will the Product Owner be really a product owner within the intention of Scrum and the ScrumMaster will drift towards a semi-team-lead role and his incentives are not aligned with those of the company or the team.

adrianhoward 14y ago
Agreed. That sort of setup does suck. But then again that sort of team isn't really doing Scrum (they're certainly ignoring the way the roles should work, and they're certainly not using the sprint retrospective to improve). This isn't Agile sucking, or Scrum sucking. This is folks not doing Scrum sucking. The issues that caused the OP to move from Scrum to a Lean approach - I can go with most of those (indeed they match my observations of some other transitions)... but the delivery one doesn't ring true in my experience. I've seen a bunch of Scrum teams with a laser like focus on delivery.