The Scrum guide tells us that its roles, events, artifacts and rules are immutable. This is fine if you want to ensure you are doing Scrum. Scrum is based on the philosophy that following its roles, events, artifacts and rules will facilitate Agile. While this is often true, doing so sometimes either cannot be done economically or at all. Cross-functional teams and being able to plan ahead is not something that can always be accomplished. Just as important, sometimes Scrum’s roles, events, artifacts or rules are not appropriate for a particular situation.
While Team-Agility does not have a pre-determined set of practices they still have specific objectives. Changing any practice arbitrarily, however, is not advised. There is a reason (objective) for the roles, events, artifacts, and rules. While it may be advisable to change one, the new practice must achieve the original intended objective.
There is no definitive set of alternative practices to Scrum. That is the entire point. But it is worth investigating a few of them to illustrate how Scrum as Example can be used.
How to tell if a change is better
There is a set of underlying principles that can provide an indication if a change will improve things. This is always in theory to some extent, because even if a change will improve things if made, there are often side effects caused by people not adopting the change that work against it. We therefore must always be diligent and validate any change we make.
The measure to use is the value stream impedance scorecard. In a nutshell, the VSIS indicates how much resistance the system will impose on work being attempted. It is based on what improves total value manifested. Lowering this resistance usually results in more value manifested.
So What If It’s Not Scrum?
Of course, following the procedures may take you out of the arena of what Scrum defines. But you should be more concerned about being effective than if you’re doing Scrum. See Rethinking ScrumBut and ScrumAnd for more.