The Agile manifesto encourages us to value individuals and interactions over processes and tools, while Scrum, the most adopted Agile development methodology, is essentially based on roles, events, artifacts, and the rules that bind them together (i.e., processes). Moreover, it is generally proclaimed that whenever a Scrum project does not succeed, the reason is because Scrum was not implemented correctly and not because Scrum may have its own flaws. This grants irrefutability to the methodology, discouraging deviations to fit the actual needs and peculiarities of the developers. In particular, the members of the NASA ADS team are highly creative and autonomous whose motivation can be affected if their freedom is too strongly constrained. We present our experience following Agile principles, reusing certain Scrum elements and seeking the satisfaction of the team members, while rapidly reacting/keeping the project in line with our stakeholders expectations.

中文翻译：

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具有高度创造力和自主成员的团队中的敏捷方法

敏捷宣言鼓励我们重视个人和交互而不是流程和工具，而采用最多的敏捷开发方法论 Scrum 本质上是基于角色、事件、工件和将它们绑定在一起的规则（即流程）。此外，人们普遍宣称，每当一个 Scrum 项目不成功，原因是因为 Scrum 没有正确实施，而不是因为 Scrum 可能有其自身的缺陷。这使方法论具有无可辩驳性，不鼓励偏差以适应开发人员的实际需求和特性。尤其是，NASA ADS 团队的成员具有高度的创造力和自主性，如果他们的自由受到过于强烈的限制，他们的动机就会受到影响。我们展示了我们遵循敏捷原则的经验，