Anecdotally, the worst part about scrum is the skewed incentives it creates. When you start doing scrum, a few things become really hard.
- Long term planning, few impactful projects/features ship in 2-3 weeks. Many can ship in 3-6 months. Talking about these things becomes exceptionally hard as debate on whether there should be a plan takes center stage.
- Focusing on the right things. Do you care that the sprint points got done, or do you care that the customer's problem was solved? what if the two are in conflict?
- Organization politics. When 5 teams publish burn down charts and one goes in the wrong direction, what happens? What happens when you ask another team to do something and they don't deliver? Do we haggle over "acceptance criteria"?
- Long term planning, few impactful projects/features ship in 2-3 weeks. Many can ship in 3-6 months. Talking about these things becomes exceptionally hard as debate on whether there should be a plan takes center stage.
- Focusing on the right things. Do you care that the sprint points got done, or do you care that the customer's problem was solved? what if the two are in conflict?
- Organization politics. When 5 teams publish burn down charts and one goes in the wrong direction, what happens? What happens when you ask another team to do something and they don't deliver? Do we haggle over "acceptance criteria"?