> As soon as upper management catches wind, you'll need to justify every little process flow change to them, or they'll start demanding regular reports with bur

> As soon as upper management catches wind, you'll need to justify every little process flow change to them, or they'll start demanding regular reports with burndown charts and plots of velocity over time and crap like that. I think that's a management problem you'll run into with any development methodology you use. There are a lot of management types that slavishly focus on metrics whether or not they make any sense, and they can do tremendous damage to any organization. Give those people a tool and they'll find a way to misapply it, whether it's velocity, or performance reviews, or LOC, or whatever. Prime example of this was stack ranking at Microsoft. How much productivity was lost due to the political maneuvering and backbiting caused by their misunderstanding of bell curves?