Scrum
I'm pro Agile and Scrum really, but I don't think it's the answer to every problem or is in fact even an SDLC though many treat it as one. There are also agile engineering practices to consider which Scrum does NOT address though it's great at measuring SOME of the results.
Scrum evangelism, borderline idiocracy
What's worse is that many Scrum practitioners confuse engineering activity and practices with the Scrum process control, NOT THE SAME! It should be clear that "value" in the Scrum sense relies primarily on practices not outlined in any manner by Scrum itself. A lot of what is in the engineering domain that Scrum proscribes, comes from XP (Extreme Programming) another Agile methodology.
Scrum is better then....
Waterfall is an SDLC, and Scrum is not!! SCRUM is not an SDLC or project management methodology!
The proof of this is that it simply doe not illustratively inform on, design, architecture, release planning, QA process, and maintenance.
In fact take a look at wikipedia's page on waterfall and you will find that the model described, requirements->design->implementation->verification is essentially what ALL development models adhere to no matter what they exactly call themselves. It's only the level of scope and iteration between phases that defines a more agile approach. Despite some shuffling with the verification you can't very well implement software without having some design that must have come from requirements, no? Even breaking down a goal or user story to something that can be developed is in effect design though it may not include specific technology.
Here is an SDLC that looks pretty much Waterfallish and I think it's easy to see how Scrum could be used inside such a lifecycle Design->Implement->Test.
Scrum is a tool realizing Agile principles but not the only one.
Scrum succeeds in being easy to understand and fairly rapid to put into place. At the same time, the failure of Scrum to achieve desired results might be more nuanced and difficult to pinpoint. On considering the Adoption of Scrum, I work in a highly matrixed environment where we move between projects ranging from pure research to near production level. Thank God becasue it keeps me away from full time Scrum and endless Sprints. The diversity of people's roles and their locations are also in flux at MIT, no one size fits all methodology is going to succeed there. Ken Schwaber's book, "Agile Project Management With Scrum" has some great stories about the failures encountered in bringing Scrum to new clients. However; it seemed that every failure listed was was attributed ONLY to mistakes in implementing Scrum and no exploration of other possibilities, admittedly it's a book about Scrum after all.