I actually ask during interviews if a company uses any type of Agile&#x2F;Scrum&#x2F;Kanban&#x2F;&quot;sprint cycle&quot; workflow or uses JIRA&#x2F;Asana&#x2F;other Agile-focused metric trackers -- and immediately reject doing any more rounds of interviews with that company if they do. I&#x27;d say about 80% or so of the companies I speak to get rejected immediately just for this reason alone.<p>I&#x27;ve found that this is one of the very best indications that a given company has dysfunctional management, doesn&#x27;t prioritize engineering quality or craftsmanship, views software labor as a cost center of the business instead of a value center, and views programmers as easily replaceable commodity workers.<p>I totally grant that it&#x27;s possible I am passing on some good companies when I do this. But the false negative rate has to be extremely low, since so many other companies with these tools have repeatedly demonstrated themselves to be horribly managed, talent-wasting career killers. I&#x27;m happy to suffer the false negative rate just to be super safe that I don&#x27;t end up in another such place in my career. And to boot, even though I&#x27;ve turned down follow-up interviews with many places because of this, I&#x27;ve never regretted doing so, and have often learned after the fact that there was significant engineering dysfunction in that firm from other sources.<p>I would really love it if either DeMarco &amp; Lister (who wrote Peopleware) or Jackall (who wrote Moral Mazes) would add new sections to their books specifically about the invalidity of Agile-like management techniques, and the way they are used for &#x27;dexterity with symbols&#x27; (as Jackall puts it in Moral Mazes) to create political arguments for micromanagement and keep developers distracted, while devaluing their labor and disconnecting the field from the spirit of craftsmanship.