Honestly SCRUM is an abomination, a tentative to adapt a mass-production technique (Toyoda Kanban for mechanical industry of the '900) to R&D/intellectual activities.
The abomination is refusing to understand that creative activities can't be done well in constrained setups, while mass-production work very well with a certain rigidity. Toyoda NEVER tried to make Toyota R&D a kanban activity, just the factory part was kanban. Modern neoliberal managers have decided that the same technique they like can scale, while it can't. As a result we see a kind of quality-rise in listing terms, while the final outcome is crapwares monsters no one can understand not master, witch a big batch of side techniques to keep them artificially alive to a certain extent.
Classic sw development have flaws, Agile manifesto was a tentative to mitigate them, but have not much to do with SCRUM nor with what we call agile today.
The abomination is refusing to understand that creative activities can't be done well in constrained setups, while mass-production work very well with a certain rigidity. Toyoda NEVER tried to make Toyota R&D a kanban activity, just the factory part was kanban. Modern neoliberal managers have decided that the same technique they like can scale, while it can't. As a result we see a kind of quality-rise in listing terms, while the final outcome is crapwares monsters no one can understand not master, witch a big batch of side techniques to keep them artificially alive to a certain extent.
Classic sw development have flaws, Agile manifesto was a tentative to mitigate them, but have not much to do with SCRUM nor with what we call agile today.