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Agreed. It should be about letting a team figure out the highly customized, team-specific things they need to do. If that means getting rid of rigid Scrum frameworks, so be it. Maybe you don’t need regularly scheduled planning meetings, for example, because on a given team the planning might happen in a more 1-1 manner, with irregular and specially scheduled sync meetings that just arise organically from whatever the team’s working on. Maybe you find that estimating story points doesn’t actually correlate with any predictive efficacy for delivery or deadlines, and maybe you find estimating also doesn’t help identify assumptions or potential blockers. So then, just don’t waste time estimating in that particular case. Any part of the workflow, ranging from what project issue tracker you want to use to what meetings you agree to have, should all be adjustable by the team to customize for what makes that team, in that situation, most productive. It doesn’t matter if it’s Waterfall, Agile, Scrum, or just some totally made up, off the cuff meeting arrangement with no formal name and no industry of consultants behind it. Whatever works. |