I do agree with many of these points, but it doesn't talk about the other end of the scale. Too many processes.
I've been places where excess process is a crutch for poor general technical expertise and troubleshooting skills.
I've been places where excess process is a crutch for poor general technical expertise and troubleshooting skills.
Part of our problem is conflating practices with processes.
Scrum is all process, but few of them. XP has fewer processes than Scrum, but way more practices. Practices, by the way, that I've heard asserted more than once are the difference between a successful or a failed Scrum team - that successful Scrum teams are using half of XP. In other words, Scrum is simply underreporting the number and variety of success factors, making it look much simpler than it really is.
Almost all of the process in Scrum is performative. It's social. It's the parts that we have always struggled with, and that's precisely why the business folks 'ruined' Scrum so easily. XP is overwhelmingly practices of craftsmanship, a concept which some of the best of us enthusiastically embrace, and which remain opaque to people focused exclusively on emotional intelligence. The worst among us don't like the focus on self improvement. They'd rather talk their way out of it, and you can do quite a bit of talking in Scrum.
I think posts like this are useful because many engineers like to push ideas to their pure form, and for some things a balance is what's best. I think process is one of those cases.
Especially if the customer knows they are paying for our inability to figure out what the hell we are doing.
Jellyfish parents provide little to no structure to their own children and essentially turn them free-range.
She also talks about a middle ground between which she calls the backbone parent. Parents who provide structure but to not enforce their will on their own children.
In the case of processes, they shouldn't be mandates from management. Instead, they should be results of the workers deciding what is best for the time being. If the needs change and old processes are no longer useful, the workers should be enabled to change them. I have yet to work in an organization that is setup this way. They either have 'Null Process' or they have rigid corporate processes that control workers vs enable them.