The worst standup I've seen was lead by a fitness fanatic tech lead / manager. He used his superior endurance to 'win' technical arguments by just talking until

The worst standup I've seen was lead by a fitness fanatic tech lead / manager. He used his superior endurance to 'win' technical arguments by just talking until people gave up because they wanted to sit down. These were typically hour meetings, but could extend to three. I'd give them 15 minutes then start sitting on the table. In my industry, the big problem is people trying to use agile to deliver fixed cost, fixed feature, fixed time projects. They'll often be doing this as part of a large organisation also working to those targets. If you want to deliver a project like that, you need to control change to requirements, and push the costs from change either into a cost bucket you can track, or back onto the customer. Because Agile encourages flexibility, other teams teams working on waterfall push changes towards the Agile team. If the interface between them needs unforeseen changes, or some extra business logic turns out to need to go somewhere guess who's implementing it. The axe falls on the project manager at the end. I don't think scrum is right if - you don't have direct contact with users (i.e. a feedback loop), you don't have the capacity to change your product and drop features as you go. It's worth agreeing, in that kind of organisation, the scrum will be happening at 10am, like you say.