I've had a lot of success working with teams that use scrum practices and agile values. Many team members (like several developers and testers) have actually gone on to become scrum masters themselves at different companies. The feedback I've gotten is that it's an empowering way to work - you choose your commitments, team aligns around a goal, priorities stop constantly changing, teams make time to improve the things that slow them down, etc.
It's hard for people to go back once they've seen it work. The people that I've worked with have said that when they do move on to other companies they didn't realize how helpful it was until it was gone. It can seem like some bullshit, I get it. It's change. It's not a perfect model. Also, when leaders or teammates behave in a command-and-control and uncollaborative way, it's a lot less fun.
Biggest personal challenges: connecting team members to real clients, integrating UX (need more people and up-leveling of team members), too-stable of teams (I like forming around new ideas and the excitement of that), being distributed, the language (Scrum Master - really?!!?), perscriptive agile peers
It's hard for people to go back once they've seen it work. The people that I've worked with have said that when they do move on to other companies they didn't realize how helpful it was until it was gone. It can seem like some bullshit, I get it. It's change. It's not a perfect model. Also, when leaders or teammates behave in a command-and-control and uncollaborative way, it's a lot less fun.
Biggest personal challenges: connecting team members to real clients, integrating UX (need more people and up-leveling of team members), too-stable of teams (I like forming around new ideas and the excitement of that), being distributed, the language (Scrum Master - really?!!?), perscriptive agile peers