> And then you grab any Scrum guide and you’ll see:
> * roles and processes: (Scrum master, product owner,…)
> * tools: Scrum now is almost synonymous with Jira.
> * Documentation mandates: “how to write proper user stories”, “how you should name, split and classify tasks”,…
This is all perfectly in line with the Agile manifesto, as long as teams are empowered to customize all of them as they see fit.
For example, if the team decides that for them long daily scrums that are also an opportunity for code review is better, and so they spend 1h every day doing mostly code reviews during the daily scrum and are happy and productive with this, perfect: we valued people and communication over processes and tools. If, conversely, they get told that Daily Scrum must be a stand-up meeting taking 15 minutes or less, then they're not actually being Agile (someone is valuing the Scrum process more than people and communication).
Any team of people will follow a process and use some tools to do so. Scrum is a half decent starting point for a team moving to Agile, as are Kanban or XP or others. Ultimately you have to start with some process, then keep tweaking until the team, management, customers etc are all happy.
Having no process at all (how do we decide if we should work on X?) is a tool for disaster. Having a very rigid process (don't talk to Jim directly, wait till Daily Scrum), or following tools slavishly (I can't work on this until you log a ticket and pull it in the sprint), is as well.
> * roles and processes: (Scrum master, product owner,…)
> * tools: Scrum now is almost synonymous with Jira.
> * Documentation mandates: “how to write proper user stories”, “how you should name, split and classify tasks”,…
This is all perfectly in line with the Agile manifesto, as long as teams are empowered to customize all of them as they see fit.
For example, if the team decides that for them long daily scrums that are also an opportunity for code review is better, and so they spend 1h every day doing mostly code reviews during the daily scrum and are happy and productive with this, perfect: we valued people and communication over processes and tools. If, conversely, they get told that Daily Scrum must be a stand-up meeting taking 15 minutes or less, then they're not actually being Agile (someone is valuing the Scrum process more than people and communication).
Any team of people will follow a process and use some tools to do so. Scrum is a half decent starting point for a team moving to Agile, as are Kanban or XP or others. Ultimately you have to start with some process, then keep tweaking until the team, management, customers etc are all happy.
Having no process at all (how do we decide if we should work on X?) is a tool for disaster. Having a very rigid process (don't talk to Jim directly, wait till Daily Scrum), or following tools slavishly (I can't work on this until you log a ticket and pull it in the sprint), is as well.