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Getting things done is not that hard. I don't need a burn down chart and some dude with a Dilbertesque PHB role to do my job effectively. I view anyone waxing on about so-called agile in the same light as those who speak of synergistic paradigm shifts in innovation etc.

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I don't need a burn down chart and some dude with a Dilbertesque PHB role to do my job effectively.

Sure, you don't. Once you have a team of people, though, you're going to have some sort of process, be it formal or implicit. Especially so when that team includes technical and non-technical people. And they are externally accountable, or face hard resource constraints.

And for what it's worth, the Agile originators were fighting against Dilbertesque PHB roles.

Have you read the Agile manifesto? What about the Software Craftsmanship manifesto?

Bob Martin couldn't get enough corporate gigs selling his Agile snake-oil so he invested "Craftsmanship".

Just wait, once Craftsmanship runs it's course he will have a new "methodology" hell tell you about, for a fee.

But does Agile really get practiced as the manifesto would require?

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