Software development leaders who are process-oriented (like project managers and scrum masters) sometimes obscure simple concepts in the interest of packaging. Roboscrum is a good case in point.
If you’re familiar with the Agile software development philosophy, you’ll know that it promises a lot (and often delivers). But Agile is also hard to put into practice, especially with complex or interdependent software products. The reason, it seems to me, is that Agile as usually practiced is a production philosophy, and there’s a lot more to product development than production.
Ever hear the street advice, “Don’t get mad, get even”? I hope we’ve learned the futility of that. But I’ve recently read advice that we should not get angry in the workplace, and I don’t buy that either. Nor do I believe it’s possible.