The main principle behind the potentially shippable product increment is linked to the concept of always prioritising the highest business value stories, and in particular vertical slicing of functionality so that its implemented top to bottom.<p>In the game industry this would generally align with working towards a single level demo, possibly with simple graphics so that its playable and gives the end user an idea of what kind of game it is, and how enjoyable it could be with more work.<p>Now for a new type of game, or something a little different, this is absolutely the best way to go as you can find out if your belief in this game is supported by interest from those who play the demo before you spend years and huge amounts of money. So the standards you'd need to meet from Microsoft or Sony need to be implemented only when you feel you would like to ship it to the general public.<p>If used for the next Call of Duty game it may well damage the brand unless it surpasses the standard of the previous game, so whilst it is potentially shippable, it wouldn't be sensible to ship it any further than internal testers until you know its to a high standard.<p>Scrum is simple to implement but harder to get right, which is why so many groups implement what is defined as "ScrumBut", and when they don't get the suggested benefits blame Scrum rather than their "ScrumBut".<p>Think of it as being similar to speaking to a Spanish person. Scrum is speaking pure Spanish, and ScrumBut is speaking mostly Spanish and some English as you can't quite master those more complicated parts. If they don't fully understand you can't guarantee its the fault of the Spanish language, but rather its more likely the few English words you've used instead of the possibly mispronounced Spanish ones.<p>I'm certain there are some teams who have implemented pure Scrum and have not found the suggested benefits, but so many of these posts slagging off Scrum I've read are from people who have adapted Scrum, or haven't implemented it as suggested in books/courses.<p>I'm certain many of these people will end up slagging off XP, Kanban and every other framework/practice when they don't implement those fully either.<p>Before any quotes the Agile Manifesto at me, the individuals and interactions part is suggesting that if doing something at a process level that isn't adding any value then you stop doing it as you can achieve the same with less process and more interaction, not stop doing it because you don't like doing it even though its something you should do as it adds value.