> “Kitchen sink teams” which have everything thrown at them, typically find that managing stakeholders with a heavyweight process like Scrum is a win. Stakeholders are educated to understand that an ongoing sprint cannot be interrupted and that new feature requests need to be groomed.
I have repeatedly see teams that run like this fail. They're happy in their own right, they've got their process, they get what is in front of them done, but the process makes them entirely unable (actually more often just unwilling) to respond to urgent issues or adapt to a changing environment.
It's absolutely great for a team that has a large number of external stakeholders with diverse needs to be able to point at some process and say "Oh well here's the process we follow, here's what you need to do". But in reality what they're saying is "We're entirely unable to respond to the actual requirements of our stakeholders, so instead we've decided there are only a subset of requirements we're going to fulfill" and anything outside those requirements you just have to work around the team. It very often also works to provide barriers between the stakeholder and the engineer, so by the time they tackle they're either doing the wrong thing, or it's no longer needed or they fail to actually deliver it to the stakeholder. It's a great system to build a well functioning team that entirely fails to deliver what the larger organisation needs. /rant over I guess