re: What I Didn't Say About Agile
At our company, we've discovered that a hybrid approach (Agile, especially XP, internals with a level-4 CMM framework surrounding it) works really well.
Of course, we enforce it all the way up and down the company. This means, everyone from the CxOs down to the part-time plant-watering lady is in on the game.
CTO is discouraged from forcing mid-stream program changes because his reward per year depends on the success/failure of the teams under him. Directly. If something he does adversely affects the ability to meet dates, and he pushes a change on the product teams, that goes in his record and if that means we don't meet our dates, his bonus gets cut accordingly instead of the team below being punished.
Our CEO is very progressive in this regard. She's a former 'Softie with a LONG industry track record. So far, we've only missed product dates once since we formed 6 years ago, and we iterate major releases every year.
Implemented correctly, agile methods can work. You just have to be sane about it. Fanaticism and lack of adaptability generally leads to failure (maybe not right away, but eventually and catastrophically).