People are his problem, not process. You can take any methodology or process and twist it to your own ends. Along the very same lines, I'm not a big fan of the metrics surrounding process. Like all statistics, it can support whatever story you want to tell and can't replace the insight of someone who knows what's really going on.

The core problem is that coordinating people is positioned as "moving up", so you get people in those positions that aren't very good at it. Programming is a very different skill than coordinating people. To me, managing just another skill set and the manager should be treated like just another team member. And of course, the other core problem is that most people aren't very mature. :-)

I see a lot of negative comments here about Agile, and I think it's because those saying it just want to be heads-down coders. Or worse, they don't want to tell anyone what they're doing in order to keep control over it. What Agile does well is to get the business people involved in the project in a way they can understand. Instead of a poorly written requirements document, it's an interconnected web of sticky notes. They can SEE the complexity. If a project is late, it's no surprise because they've seen the entire journey.

On the contrary. Religious people are often those most taken by fear, thus all the praying. It's no wonder then, that they would also be afraid of death.

An old IBM man once told me that they did extensive experiments with colors. They found that dark blue text on light yellow was the best.