Scrum: A New Delusion

Hi Erol,

I managed to read the whole article.

I think the very fact you have had zero responses is very telling. I could not follow along with the article and it seems as though you are trying to vent your frustrations about scrum, about managers, about bosses, about lack of Computer Scientists, about your general discontent towards the workplace.

To me you are trying to offer up 15 different cuisines at the same time and my tastes buds are not able to handle that, so they are left confused.

I do not understand what the message is. I understand the title and how that anchors me, but reading the whole article has left me very confused.

I read the article to be a vent about many of your frustrations, with topics all over the place.

So far just looks like click bait and nothing of substance in the article.

I also had a hard time figuring out what the author hoped us to take away.

I did see a lot of references to management ignorance as it relates to Agile. That happens a lot in orgs... often their first step into Agile is an ugly one -- sort of like the Scaled Agile Framework -- it was an ugly first version and is still pretty ugly. This all stems from the root dysfunction that people and orgs completely and vastly underestimate the work, training, coaching, and organizational change that is required to **be** Agile. However, they really have no choice but to try -- otherwise they will become the next Borders, Blackberry, or Blockbuster.

So, sir author, what are the key takeaways you had hoped we'd get out of your manifesto? (pls forgive the use of the word manifesto -- it was too hard not to)

My thoughts are that's a lengthy read with no real conclusion.

"We are alone and lost"

The forums and people here would strongly disagree were alone, its a community.
In order to know where your going, you first must know where you are.

changes fail, that can apply to any change, Agile or changing a light bulb.
http://www.kenblanchard.com/img/pub/Blanchard_Mastering_the_Art_of_Chan…

Michael

+1 to Charles. From my quick read, I can see that the author and OP has no real understanding of Scrum or the roles of Scrum Master and Developer and has missed the point of the events that form scrum.

And the only thing I can say about his misplaced slavery analogy is that it fits better to traditional waterfall top down management practices.