Correct, it's not "pure" agile, because that version of agile is extremely frustrating to implement inside any organization that's not a consultancy. That shoul

Correct, it's not "pure" agile, because that version of agile is extremely frustrating to implement inside any organization that's not a consultancy. That shouldn't surprise you: capital "A" Agile grew out of consultancies. It's not a good fit for product-driven technology firms, but product-driven firms try to adopt small "a" agile principles. The temptation to say "If you're not enjoying yourself you're doing it wrong" doesn't really work here. Agile was not shaped by technology firms or a product culture. Its roots are in a contract job to rewrite a payroll system at a Fortune 500 company and if that's your line of work then you can hew closer to “pure” agile. The rest of us are handed a process we have to make work inside an existing org.