And if a tool is that difficult to use, how can you tell if the problem is in the tool or the user? There's a large industry built around doing training and certifications in agile methodologies now. If a tool is that difficult to get right, maybe it's just not a good tool to begin with.
To be fair, the manifesto and methodology is quite good in theory. But I just have never heard of(or experienced) it working properly and the response is always that it wasn't implemented correctly.
So the widespread existence of business programs, certification and training heavy, obviously proves every project and business methodology is “bad” and the problem is the tool of “business methodologies”?
PRINCE2, for example, is constantly fumbled and misunderstood by immature juniors. They don’t get it, and screw it up. So… what? Haphazard planning and last minute project detonations must replace any effort to avoid such outcomes?
It’s chicken and egg. You have screwups who can’t manage and think wrong, so you formalize rules so dummies can’t hurt leadership, and then you have to train people. A stunning number fail to ‘get it’, suck at management, and do what they feel with justifications instead of following the book. That’s standard distribution at play.
Blaming methods for basic management failures is a management and culture failure. “I’ve never seen [agile] implemented correctly” is saying you didn’t fix communication issues. That’s fine, that’s hard. But that’s a meatspace issue, not process.
I am not sure how you jumped from what I said to this. I don't believe I claimed that every project and business methodology is bad. I can only speak from my experience and am not confident enough to say how every project and business methodology should or shouldn't work.
I do believe you are helping to make my point though. I am saying that the process may very well be perfection but if entities within "meatspace" cannot use it well and may never be able to use it well then how useful really is it.