I would call all that you described as Agile, sorry. > In fact, it's much more important to make something that works, than copying some task-list because it's

I would call all that you described as Agile, sorry. > In fact, it's much more important to make something that works, than copying some task-list because it's said to have worked somewhere else. > That should be less about process, and much more about culture and learning That pretty much describes the manifesto. If you are saying regimented Scrum implemented by a rigid command hierarchy that assigns stories and demands story points per sprint. Well, those management hierarchies existed in the pre-scrum project world in spades, just as it exists now. Those management systems do not want to allow creative engineers, they want factory workers who they can measure the relative output and remove the lowest performers. They exist outside of any 'process' framework, or manifesto or the lack of one. What probably writers of the manifesto did not completely see, is these management structures signing up for their manifesto trainings, then turning around and doing what they always did.