Yeah, I totally agree in theory, it doesn't really matter what methodology you use, at the end of the day dev management is just a means to an end.
The real issue comes from middle management folks who conjure up buzzwords whenever they need to justify whatever they think the team should do. Don't know how to structure tasks but want to look like you're in control to the boss's boss? Just throw up a Kanban board with tiny tickets and a burndown chart trending down. Sprinkle in some Agile keywords in the management reports and call it a day. And let's not forget that by 'sprint' they often mean moving unfinished tickets from the last iteration to the current one, plus tacking on surprise urgent tasks that were not planned before because the product owner never shows up to share their vision and priorities.
The real issue comes from middle management folks who conjure up buzzwords whenever they need to justify whatever they think the team should do. Don't know how to structure tasks but want to look like you're in control to the boss's boss? Just throw up a Kanban board with tiny tickets and a burndown chart trending down. Sprinkle in some Agile keywords in the management reports and call it a day. And let's not forget that by 'sprint' they often mean moving unfinished tickets from the last iteration to the current one, plus tacking on surprise urgent tasks that were not planned before because the product owner never shows up to share their vision and priorities.