The most visible symptoms of dysfunction in Yahoo! product development were at the project and team layer (centered around issues of planning, project management, release management, and team interactions), rather than at the technical practices or tools layer. As a result, Yahoo!’s initial focus was on the adoption of Scrum. There was active debate about whether agile engineering practices should also be adopted in parallel; in hindsight, it would have accelerated the benefits had they been. (2008, 461)
