[dale_glass]

I don't know, it seems popular to complain about Scrum on here, but I've never had that many problems with it. I've both been in the team, and acted as the manager.

I think most of the failures come down to that all those rituals have a reason for them, but that only works if the team is actually on board. That needs a good manager in place, somebody who understands what the point of it all is, pushes people in the right direction, and adapts to problems. There's a lot of room for minor changes as needed.

Take the first complaint, "My standup is people reading Jira tickets out loud". That's obviously wrong. Jira's already there for everyone to look at. Standups to me are mostly about the non-obvious things. It's where John announces he's figuring the build system needs a bit of a change, so that might conflict with other work. Where Carol complains that the ticket is taking ages because testing takes too long. Where Bob says he's not making progress because there's this weird thing with this API, and does anyone know what's up with this?

Now I'm not going to say Scrum is a magic wand or anything. It's just a bit of structure that IMO is overall a pretty decent idea overall, I just have a feeling that some organizations get lost in the bureaucracy and forget that the point is getting stuff done.

My personal biggest issue with Scrum in years of dealing with it is that I think sometimes teams should be split up. I've been on teams where a project is really made of parts with little overlap, and IMO in such a case you should consider splitting the team, because you can end up with situations where people sit through meetings where they have nothing useful to contribute. That's about the biggest time waster I've personally noticed.