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> if you have a incoherent project owner whose priorities drift from sprint to sprint, you will end up with a beautifully executed, disciplined execution of an incoherent product.

Could not agree more with that. And I think that's one of the pitfalls of Scrum: that it works well if you have a relatively well defined project that's not really going to change. If you have to change around your whole system every sprint, nothing is ever going to get done.

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Interesting. I thought one of the main advantages of Scrum was to be able to adapt to changing requirements.

From wikipedia: "A key principle of Scrum is its recognition that during a project the customers can change their minds about what they want and need (often called requirements churn), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner.As such, Scrum adopts an empirical approach—accepting that the problem cannot be fully understood or defined, focusing instead on maximizing the team's ability to deliver quickly and respond to emerging requirements."

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