[nobodyandproud]

Right.

A lightweight process works well when you have engineers that are all of the following: - experienced - competent - understand their problem domain - actually care

In other words, a team of strong engineers (and a great, accessible product owner).

What I’ve found is that lightweight agile fails without a lot of oversight and frequent checkins, for anything else.

So SCRUM is SE training wheels because it forces a cadence, gets engineers to start breaking down work, and estimate; but the cost is that it holds-back great engineers with all of the (stifling) ceremonies.

I’ve gently nudged my risk adverse tech-lead to consider moving to Kanban now that his team is pretty strong now.