[eitally]

One of the biggest problems with Scrum (as mentioned in other comments) is that in a lot of large companies you have strong top-down enforcement of budgets, deadlines & expectations, which usually means the PMO is in control. This means you end up with a project manager as an awkward intermediary between the stakeholders & the product team. In almost every case, the product owner should be the project manager, but this very rarely happens in enterprise, and Scrum fails.

[cmdkeen]

I agree with that assessment except for "the product owner should be the project manager". I do internal dev so product owners are from the business and know the problem domain and (with our help) know what they want. It's going to be different for software for selling - but still, the project owner should be the person with the vision who is the "single wringable neck", they should be responsible for negotiating on budget, deadlines etc. The job of being a PM is always going to be in tension with that of the PO, I can see them forming a good team but fundamentally the PM is the representative of management imposed from above.

[eitally]

I should have been clearer. I meant the tech-side PO. There has to be a PO in the IT org If there isn't, the product will languish under the weight of mounting technical debt and eventually die. The same often happens if there's no biz-side PO, but in those cases someone from the tech org usually adopts the product and just does their best, for better or for worse.