I agree that it was the management’s fault, and that’s a large part of why I moved on. I just would also like to suggest that my experience on that team is not

I agree that it was the management’s fault, and that’s a large part of why I moved on. I just would also like to suggest that my experience on that team is not unique. I think that more companies might be successful in implementing Agile if the relationship between management and the development team was more clearly defined; and if the managerial role was more clearly defined (to include constraints on managerial roles). Empowering knowledge workers requires managers to relinquish some of their oversight and authority, by definition. I don’t think Agile training or the manifesto makes this explicit enough.