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As a manager you should think hard about what aspects of scrum are important to you and where you can let loose. This will heavily depend on the makeup of your team - how many experienced developers are there who don't need hand holding? How many of them will still deliver without some oversight? How many of them can mentor? How many inexperienced people do you have, how many will be onboarded in the next year? Things like that determine and change your development process.

> what aspects of scrum are important to you and where you can let loose.

Scrum explicitly does not permit that. A criticism that didn't make it into that answer.


Two thoughts:

1. There's a lot of stuff that is often thought of as "part of Scrum" that really isn't. To the extent that the parent post you're replying to is referring to these things, then he/she is spot on. Things like Jira tickets, story points, planning poker, velocity, two week sprints, yadda yadda yadda.

2. Scrum™ doesn't permit you to do certain things... while truly saying you are doing Scrum™. But nobody has any real authority to mandate that you do Scrum™ to the letter, as opposed to an in-house "little-s scrum" version. And if that is what works better for you, you should do it. The goal is delivering working software, not adherence to the Scrum Guide for its own sake.

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