The Cult of Scrum/Agile
The whole Agile/Scrum training community feels like one big cult—a sort of bubble that won’t burst but rather slowly fizzle out, as it already is. In fact, "The right way to do Agile" and similar content makes it to the most boring pieces of content I see on LinkedIn.
The Default Defense: "You're Not Doing It Right"
Their most cult-like trait? Whenever someone questions their methods or theories, the response is usually along the lines of: "You're not doing it right." And yet, it's rare (read: impossible) to find anyone who actually seems to be doing it "right." All I see are people making money from trainings that add little measurable value, making straightforward development processes unnecessarily complex. Sure, all those trainers, coaches, and masters may be doing it right in their own heads, but with a real team? I haven't seen it.
It’s Not About Hating Agile
This doesn’t mean I disagree with being agile or delivering incrementally or any other sensible technique of planning and delivering work more efficiently. I simply just don’t care about the "right way" of using a methodology when I'm yet to see it deliver any real benefit. I’d rather hire someone with strong MS Excel and communication skills than someone claiming to be a master who promises transformation through Agile or Scrum.
The ROI Question
What amazes me is that organizations still invest in these trainings. Either they have a lot of time and money to burn, or they’re not tackling anything particularly complex. How else do you justify a cost whose returns can’t be accurately measured? Especially today, when incremental delivery is a norm—a given.
When I Knew It Wasn't for Me
Once, I had several Agile advocates in my network. But over the years, after engaging with them online and offline, it became clear to me that most of them are not open to introspection, and the ones that are don't know a way out of their own cult—and the expectations it comes with.
I remember a discussion with a Scrum Master friend on a specific scenario. Imagine a team working on a complex solution—a highly competitive group led by an equally competitive architect. Each member has clear responsibilities assigned. They are all accountable to the rest since everyone’s work is interdependent. And the nature of the work makes task ETCs unpredictable. Would you ask this team to break down their work into "tasks/stories" and estimate them? Or would you get hold of the complexity and help them navigate as needed?
I believed that asking this team to estimate was pointless—an activity done in vain. Estimation suits teams with predictable work; it’s essentially an upgrade over Waterfall. But today’s complex work moves too fast for such exercises. My friend, however, kept defending the estimation process, seeing it as sacrosanct and suggesting ways to still fit it in. Eventually, we had to call off the discussion. For him, the process itself was untouchable.
Ritual Over Reason
This is just one of many examples where I've seen experienced people who could genuinely add value to a process end up sticking to theory rather than finding their own way. They’d rather fit rituals over any process than account for specifics to help their team work more effectively. I’d be fine if, after thoughtful consideration, they landed on the same ritual that the theory suggests—but blindly following rituals without regard for unique situations isn’t the correct way for me.
Why I’ve Tuned Out
This compulsive adherence to ritual is what makes Agile/Scrum so tedious and, yes, a cult in my eyes.
Now, when I see Agile content, I just skim past it—unless something grabs me enough to spark another rant like this one.