(This updates an entry originally posted April 21, 2007.)
From 2000 to 2004, I trained and coached teams in Scrum in a manner that was fairly consistent with what the Scrum Alliance said Scrum was. Beginning in 2004, I began to introduce Lean thinking into the mix. At first, I was mostly adding Lean insights into Scrum practices but over time, I began to let Lean thinking motivate and lead what I taught. It became clear to me that the ideas and attitudes of many of the thought leaders behind Scum were at odds with Lean thinking. Today, as I look at what iterative, time-boxed approach to software product develop should be, I can no longer label it as "Scrum." I don't do Scrum with Lean. I do something else - something I consider to be much more effective.
This blog describes one of the biggest differences I have with many Scrum thought leaders: the proper role of management in Agile teams. Too many Scrum trainers/coaches/practitioners continue to dismiss the need for management in organizations using Scrum.