I'm a dev manager. We use agile, it works for us, and people are happy. All you have to do is make a giant list of all the things to do, make sure people are w

I'm a dev manager. We use agile, it works for us, and people are happy. All you have to do is make a giant list of all the things to do, make sure people are working enough, and on the right things, and use the appropriate level of design -- sometimes a little, sometimes more. I think the hardest thing is getting business stakeholders to get out of the "fixed project" mindset, though: here's what we want, here's how much money we have, how long will it take/how much will it cost? When the real question ought to be, what should we do first, given the budget that we have, that will most help the business? Also, devs should be treated as adults. No "planning poker", forced daily stand-ups, or any of that nonsense. Just keep your stories updated in the issue-tracking system, deliver iteratively, and keep on shipping. So much of what gets blamed on agile feels like bad org politics/poor stakeholder management.