Why do we need another process?

As the authors of the manifesto would strongly agree, the concept of “Agile” often diverges from its original spirit and intent in the broader industry. Many frameworks, while well-intentioned, have become susceptible to exploitation, revealing a need for a process that is resilient to the influence of outdated paradigms.

What's wrong with existing Agile frameworks?

In essence, meetings and metrics. While these elements may not be the primary focus in such frameworks, they are prone to misunderstanding and misuse.

It's always best to do the work, not talk about it. If a meeting fails to achieve a productive task, it's not worth scheduling. Rituals and processes should not overshadow productive results, so the best approach is often the most minimal.

Performance metrics should only be visible to the team and not shared with management. When these metrics are made externally available, the focus shifts from continuous improvement to performance tracking. Although these may seem similar, this distinction can have a significant impact on a company's culture and morale.

“Jon DeWitt's Collab Hour approach is short and sweet! Sure looks like something that could work. I certainly practice more like Collab Hour than the formal Scrum process.”
— Jon Kern, co-author Agile Manifesto