I’m not a fan of Scrum, so I completely understand. Also, scrum has a lot of other issues.
In particular, I find Scrum to be unsuitable anytime great responsibilities are at stake, or product is based on innovation.
In my experience, accountability toward company and clients requires a single role of project/team manager. Having team effort and growth being sprint based is misleading, makes the team disconnected from the fundamental processes that have nothing to do with scrum/sprints. Also, responsibilities and vision often require tough decisions- and maybe losses-that should belong to the leader, apart from involvement and sharing.
Innovation is another area where I don’t believe in Scrum. Innovation requires creativity and vision, often renouncing to a clear statement of a path. What about architectural changes or trying to solve problems in a completely different way? It sometimes takes months of analysis, attempts and errors. Not to speak about the cases in which software fits in automation environments or has to be integrated into traditional company cultures.
I find that Scrum works only in some established projects, working with very responsible and competent persons. Else, I prefer traditional project management with agile parts when appropriate.
