When I joined the rogue team of Whisper they had their own version of Scrum. No estimation, refinement, reviews, retrospectives or planning sessions but they did daily stand-ups and used jira scrum board nearly every second week; most of the time.
This said they were still functioning and were probably a small bit too Agile at the time. Now they do all the Scrum cermonies and even have a Kanban board for support and operational work. We have had people go on holidays, out sick, huge support distractions andwe still have been able to move forward.
It might be easy to say now all you had to do was introduce all of these cermonies and process and it will happen organically but if I did it would of been too much at once and all rejected.
If we revert back to the 12 Agile Principles they were actually meeting most of the 12 with a few exceptions so was it really that bad to start with?
8/12 is not too shabby especially after reading that it was a sticky tapped version of scrum. There was a really good base to work from for these critical reasons:
That said the business was not very happy with the Product Manager or the project as they couldn’t provide any plan or achieve any of the previously agreed milestones. For this reason, the head of engineering hired a project manager a week before I joined and one of his first meetings he was given an ear full about how behind schedule he was and how is he going to fix it.
So when I joined I had plenty to do, probably not what a typical product owner might be expected to do so lucky enough I’m not a typical product owner.