Developers dislike: - Loosely estimating dates, then having management set them in stone - Spending more time talking about things than it would take to do th

Developers dislike: - Loosely estimating dates, then having management set them in stone - Spending more time talking about things than it would take to do them ("planning") - convincing business leaders that engineering is more than just writing code - sitting in meetings that add little value to the team - arguing over made up numbers for vague deliverables - having their mistakes, miscalculations, and other normal aspects of software development enumerated and held against them, as though it was an actual problem - having "scrum masters" come up with straw men to justify even more process - reporting to too many non-technical managers The last point sums most of it up though. In many orgs, Agile is used as an attempt to compensate for lack of technical leadership, as though process can obviate the need. You need some, most, or all of your management and executive team to have technical foundations, depending on how technical your product is. You wouldn't put a football coach in charge of a coal mining operation (forgive the hyperbole). The same principle applies to software.