Daily stand-up has the pro from a management perspective that people feel pressure to perform. It does make sure people focus on the things they should be focusing on. The associated con is that not everyone performs under pressure.
The pro of having a sprint is that the team knows what they can do in advance. I don't need to ask my boss for a new task, I just pick the topmost of the board that's not been worked on. The con is sometimes added pressure to finish a sprint (beyond normal pressure and without real-world cause) and a lot of time wasted in team wide meetings to plan a new sprint.
'refinement' meetings as far as I understand are unfortunately usually a waste of time.
Estimations in terms of 'effort' points are a recipe for failure because ultimately they will be converted into man-hour units yet were not supposed to think of them as time but 'complexity'.
As a result velocity and burn down tools are just a cause for strife. I'd recommend using a normal time unit instead. Skip the conversion.
The other way these things can possibly be made useful is if the most important metric is not velocity but reliability (which most teams don't use but is used in at least one team in my org).
Retrospectives have the potential to be a cause of strife for obvious reasons. Usually they are pointless because people understand it's a powder keg so you never learn anything.
Personally I don't like agile/scrum but if I'd have to do it myself I would keep at least some elements, like the board you can take tasks from. Standups I would like to see alternatives for. Estimations I would try to do myself or maybe have a tech lead do. I wouldn't even bother communicating it with the rest. Ultimately I never learned anything besides agile scrum so I'd have to adopt at least parts of it no matter that I dislike it.
The pro of having a sprint is that the team knows what they can do in advance. I don't need to ask my boss for a new task, I just pick the topmost of the board that's not been worked on. The con is sometimes added pressure to finish a sprint (beyond normal pressure and without real-world cause) and a lot of time wasted in team wide meetings to plan a new sprint.
'refinement' meetings as far as I understand are unfortunately usually a waste of time.
Estimations in terms of 'effort' points are a recipe for failure because ultimately they will be converted into man-hour units yet were not supposed to think of them as time but 'complexity'. As a result velocity and burn down tools are just a cause for strife. I'd recommend using a normal time unit instead. Skip the conversion.
The other way these things can possibly be made useful is if the most important metric is not velocity but reliability (which most teams don't use but is used in at least one team in my org).
Retrospectives have the potential to be a cause of strife for obvious reasons. Usually they are pointless because people understand it's a powder keg so you never learn anything.
Personally I don't like agile/scrum but if I'd have to do it myself I would keep at least some elements, like the board you can take tasks from. Standups I would like to see alternatives for. Estimations I would try to do myself or maybe have a tech lead do. I wouldn't even bother communicating it with the rest. Ultimately I never learned anything besides agile scrum so I'd have to adopt at least parts of it no matter that I dislike it.