| You say salesmanship I say companies resistive to change ;) The point of the manifesto and of training is to present the idealized form. All decent Scrum training will point out that, when the rubber meets the road, there are going to be compromises. The idea is that it's more a frame of mind than a rigid system. If you approach the "cold, hard reality" with that frame of mind you'll still see improvement. I'll give you a common real world example: having simple timeboxed sprints and daily 10 min standups is all many companies end up doing. That's a shame but at the same time now that team has better team communication and better tracking of progress. Will it be as good as it could be? No. Is it as bad as it could be? Also no. It's a trade off. The salesmanship that pisses off so many devs is because a truly Agile workplace requires buy in from all levels and know what helps get buy in from management? Certification, training, webinars, and enterprise-y biz-dev seminars. There's a tendency of developers to think that every part of something that applies to them should be for them, but that's not true. That salesmanship is not aimed at you, it's useful training for you (I'm doing CSD training this summer for example), but that part is aimed at other parts of the company. |