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Agile is Not Scrum

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Jacob K. N. Project Management Consultant Dallas, GA, United States
While Scrum is the most widely Agile Project Methodology, Scrum and Agile are not synonymous. If you implement parts of Scrum or/and leave cardinal components of Scrum, the result is not Scrum.

Let me give you three common examples especially with software developers.

One, there are software developers who meet two to three times a week and call those meetings Daily Scrums! Those are not Daily Scrums – and such a project methodology is not Scrum. Such teams end up creating other meetings not defined in the Scrum guide. The purpose of Scrum events is to avoid other meetings not defined in the Scrum guide.

Two, there are many developers who use Scrumban – and they call themselves Scrum teams. While Scrum supports tailoring, teams that use Scrumban make it their core project artifact thus compromising the usage of the three formal Scrum artifacts. To this extent, while Scrumban is a useful hybrid Agile methodology, it is not Scrum.

Three, there are situations where two developers call themselves Scrum team. They are not Scrum teams. A Scrum team must have a Product Owner, Scrum Master and developers. Similarly, if the team comprises more than ten members, it is not a Scrum team.

Tailoring Scrum should not tamper with Scrum’s Rules of the Game.
 
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Kiron Bondale Retired | Mentor| Retired Welland, Ontario, Canada
And this is one of the challenges with Scrum - its so called "immutability". I certainly don't advocate cherry picking practices or concepts without understanding the underlying "why" supporting them, but once a team has reached a level of maturity or has support from an experienced coach or lead, there's no reason for them to stick with all aspects of a framework if some don't add value.

Scrum lacks in many regards - it is a product development framework and as such lacks guidance around inception and transition (including release) type activities.

Even if a team wishes to proceed with a fixed iteration-based delivery approach, they might be better served with a toolkit which provides them with choices and the rationale underlying those such as Disciplined Agile.

Kiron
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Keith Novak Tukwila, Wa, United States
‘no plan of operations can with any certainty reach beyond the first encounter with the enemy.’ 1871 Helmuth von Moltke

I believe that a planning framework is a great way to quickly establish how you're going to approach a problem but certainly should not be set in stone. During the thinking process of planning any lifecycle model, and trying to implement that plan you immediately encounter technical difficulties. Now you have to adapt theory to reality.

At the end of the day, you could call it Disciplined Agile Lean Scrumban Sigma Plus. Does your method produce consistent results? That's the acid test. I advocate for process to ground us and align the mast of our ship with the horizon and our body of knowledge to adjust our course.
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FAIZA KHALIL MIS,Policy & Project Coordinator| SAMBA BANK Karachi, Sd, Pakistan

Absolutely — Scrum is a defined framework within Agile, not just a set of meetings or titles. Deviating from its core roles, events, or artifacts—like skipping Daily Scrums, replacing Scrum with Scrumban, or having insufficient team members—means the team is not truly following Scrum. Tailoring is allowed, but the “Rules of the Game” must remain intact to preserve Scrum’s purpose and effectiveness.

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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina
Sure. Who is understanding that? If somebody is understanding that then it will fail
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Luis Branco CEO| Business Insight, Consultores de Gestão, Ldª Carcavelos, Lisboa, Portugal

Jacob K. N.
Indeed, Scrum has explicit rules and when we bend or ignore them, it’s no longer Scrum.

But there’s a deeper truth: following Scrum to the letter is not the same as practicing Agility with understanding.

The Scrum Guide defines a minimal, intentional framework, not a cage.
When teams modify events or roles without understanding their purpose, they distort the system.
Yet when they adapt consciously, grounded in purpose, context, and empirical learning, they’re honoring the very spirit of Agile: inspect, adapt, and improve continuously.

Scrum is a framework for structure.
Agility is a mindset for evolution.
True mastery lies not in rigid conformity, but in disciplined awareness — keeping the rules alive, not mechanical.

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