I don’t believe in sprints
&lt; rant &gt;<p>I want to see the code produced by this non-system; and to learn its longevity, particularly beyond when key early contributors have left. I want to see the applications produced by that code and to learn the size of the teams, departments and companies around the products. This article carries little weight without some of that context.<p>There&#x27;s no meat to this article, just a rant about some management style the author doesn&#x27;t like. The author goes so far as to say that only the managers can fail in software. This sounds unbelievable to me because we&#x27;re all humans.<p>Sprints, and points, are not JIRA. Points are not Sprints. Jira is not Scrum. These are all orthogonal tools that can work well together, in my experience. They don&#x27;t always work well together. If you&#x27;re doing Scrum well, you&#x27;ll inspect what&#x27;s working and what isn&#x27;t, and change it. It&#x27;s possible to change so far from Scrum you&#x27;ve moved on from it... but I haven&#x27;t seen that happen and yet still found it useful in most places I&#x27;ve worked.<p>People who dislike Scrum often complain that the defenders regularly say &quot;well, you&#x27;re not doing Scrum if you define it like that&quot;. They throw away the whole argument. Scrum that isn&#x27;t Scrum, isn&#x27;t scrum. You can&#x27;t not-do a thing and then claim that thing doesn&#x27;t work.<p>&lt; &#x2F; rant &gt;