"There's no foresight. There's no planning." Couple that with "as an expression of agility," and it really rings true to me. I've worked in enough shops where the contractual obligations preclude any ability to slow down and put together a plan. A culture where you're forced to go from an angry phone call from the suits to something running in production in mere hours is a culture that finds building bookcases out of mashed potatoes acceptable.
The best environment I've ever worked in was, ironically enough, fully invested in Scrum, but it wasn't what's typical in the industry. Notably, we had no bug tracker[0], and for the most part, everyone was expected to work on one thing together[1]. We also spent an entire quarter out of the year doing nothing but planning, roleplaying, and actually working in the business problem domain. Once we got the plan together, the expectation was to proceed with it, with the steps executed in the order we agreed to, until we had to re-plan[2].
With the rituals built in for measuring and re-assessing whether our plan was the right one through, e.g., sprint retrospectives, we were generally able to work tomorrow's opportunity into the plan that we had. With the understanding that successfully delivering everything we'd promised at the end of the sprint was a coin toss, if we were succeeding a lot, it gave us the budget to blow a sprint or two on chasing FOMO and documenting what we learned.
0: How did we address bugs without a bug tracker? We had a support team that could pull our andon cord for us whenever they couldn't come up with a satisfactory workaround (based on how agonizing it was for everyone involved) to behavior that was causing someone a problem. Their workarounds got added to the product documentation, and we got a product backlog item, usually put at the top of the backlog so it'd be addressed in the next sprint, to make sure that the workaround was, e.g., tested enough such that it wouldn't break in subsequent revisions of the software. Bad enough bugs killed the sprint and sent us to re-plan. We tracked the product backlog with Excel.
1: Think pairing but scaled up. It's kinda cheesy at first, but with everyone working together like this, you really do get a lot done in a day, and mentoring comes for free.
2: As it went: Re-planning is re-work, and re-work is waste.
I've had a lot of experiences like this, and I wound up ducking out of the industry entirely in 2021 after having had my skillset reduced to dogmatic use of the infrastructure buzzword of the day.
I use names from various books, in no particular fashion. Most of my names are from Tad Williams books, but I've been known to use the names of Anne McCaffrey's dragons as well, with some names from Norse mythology tossed in for good measure.
My current workstation is pfefirrit. In the past, I've had fizz, click, karthwine, ninebirds, nuzzledark, nipslither, bast-imret, earnotch, and knet-makri as servers. My old workstations were cloudleaper, bite-then-bark, pop, hushpad, and tailchaser. My firewall was meerclar.
As far as laptops go, I've used munin, hugin, odin, krelli, skoggi, krauka, nrefa-o, mnanth, and caylith.
Back when I did IT for a couple of schools, I used chemical compounds in a certain fashion to reflect room numbers.