When I first started down the Agile path, I was skeptical. Over the years I developed a deeper appreciation for it. What's funny is, it wasn't Agile's software development methodology that prompted my linking; rather it was the organizational development concepts of Agile that drove my liking of the concept.

If you know anything about me, you know that even though I like something, I always seem to have a problem with everything.

I like Agile, but I have a problem with it. To be more specific, it's Scrum I have a problem with even though Scrum is a flavor of Agile.

Scrum is a project management (PM) methodology that can work well for organizations, provided you develop the discipline needed to execute it. As a PM, it can be used to govern the execution of any type of project. There's nothing saying you have to run Scrum only for software development. The Scrum Alliance tells us that and any Scrum certified professional will tell you that Scrum can be used for any kind of project you throw at it. However (and this is my problem with Scrum), most of the writing, thought leaders, blogs, how-to's, etc. are written with software development in mind. Rarely do you see anything about using Scrum to design a building, launch a business, or search for oil. I say rarely because, although I've read quite a bit on the topic of Scrum, I have not exhausted all of the information out there on Scrum.

I believe the time has come for a new Agile Manifesto. One that is industry agnostic and truly elevates the concepts of Agile/Scrum to a wider audience than just code-slingers and IT professionals.