Like any and every business theory, Scrum has one or two core ideas that are awesome, but could be explained adequately in a paragraph or two. This does not sell books and consulting, so it evolved into a field of its own.
The fact that there is so much B.S. in Scrum doesn't mean that it has nothing of value to offer, though.
Here's what I get out of it:
1. Sprints are a better way to organize than Waterfalls. I've experienced this over and over again personally, so I'm sold on this.
2. It's important to stop what you're doing on a regular basis to evaluate progress and problems. This always seems like a waste in the moment, but failure to do so leads to regret down the line.
3. Ship functional products as frequently as possible. This is better than waiting until everything is done, because you can get feedback early and often from the end user.
Okay, so that's 3 ideas. It's better than most.
The fact that there is so much B.S. in Scrum doesn't mean that it has nothing of value to offer, though.
Here's what I get out of it:
1. Sprints are a better way to organize than Waterfalls. I've experienced this over and over again personally, so I'm sold on this.
2. It's important to stop what you're doing on a regular basis to evaluate progress and problems. This always seems like a waste in the moment, but failure to do so leads to regret down the line.
3. Ship functional products as frequently as possible. This is better than waiting until everything is done, because you can get feedback early and often from the end user.
Okay, so that's 3 ideas. It's better than most.