I think it won out because the number one thing any kind of project management framework has to provide is ambiguous blame-avoiding fungibility to management. If a framework does not offer that, managers will politically subvert the policy-making process to rule out that framework.
It’s the same reason why demonstrably value-additive, cost-effective prediction markets are rejected by managers despite evidence in their favor: it removes their ability to create ambiguous Dutch books out of different project deliverables and resort to exploiting subjective psychological biases of superiors to win money & status increases. Anything that holds them accountable to the actual measured result status of a deliverable can’t be tolerated.
Scrum is just the by-product of corporate status-seeking evolutionary war games against in-house scientific thinking.
It’s the same reason why demonstrably value-additive, cost-effective prediction markets are rejected by managers despite evidence in their favor: it removes their ability to create ambiguous Dutch books out of different project deliverables and resort to exploiting subjective psychological biases of superiors to win money & status increases. Anything that holds them accountable to the actual measured result status of a deliverable can’t be tolerated.
Scrum is just the by-product of corporate status-seeking evolutionary war games against in-house scientific thinking.