"Up until maybe a year ago, I had a pretty one-dimensional view of so-called "Agile" programming, namely that it's an idiotic fad-diet of a marketing scam making the rounds as yet another technological virus implanting itself in naive programmers who've never read "No Silver Bullet", the kinds of programmers who buy extended warranties and self-help books and believe their bosses genuinely care about them as people, the kinds of programmers who attend conferences to make friends and who don't know how to avoid eye contact with leaflet-waving fanatics in airports and who believe writing *** on index cards will suddenly make software development easier.
You know. Chumps. That's the word I'm looking for. My bad-cholesterol view was that Agile Methodologies are for chumps.
But I've had a lot of opportunity to observe various flavors of Agile-ism in action lately, and I now think I was only about 90% right. It turns out there's a good kind of Agile, although it's taken me a long time to be able to see it clearly amidst all the hype and kowtowing and moaning feverishly about scrums and whatnot. I have a pretty clear picture of it now.
And you can attend my seminar on it for the low, low price of $499.95! Hahaha, chump!" (Steve)

Agile Methodologies, just like any other methodologies, needs to be taken in measured dosage. It's not a Silver Bullet - no methodologies ever are. Every team has different product, different technological learning curve, different customer demands, etc. I doubt we will ever see the "oh, one mighty methodology that conquers it all".

I vehemently agree with his statement that

"The basic idea behind project management is that you drive a project to completion. It's an overt process, a shepherding: by dint of leadership, and organization, and sheer force of will, you cause something to happen that wouldn't otherwise have happened on its own.
Project management comes in many flavors, from lightweight to heavyweight, but all flavors share the property that they are external forces acting on an organization."

He is saying that Google is a polite company, well, SilverKey is also a polite company (no jerks, period)

"Incidentally, Google is a polite company, so there's no yelling, nor wailing and gnashing of teeth, nor escalation and finger-pointing, nor any of the artifacts produced at companies where senior management yells a lot. Hobbes tells us that organizations reflect their leaders; we all know that. The folks up top at Google are polite, hence so is everyone else."

Our cut off time for work is noon and sprint meeting usually runs between noon to 1 o'clock. Yes, people still even come late after 12 and usually we make fun of them.

"Most engineers are not early risers. I know a team that has to come in for an 8:00am meeting at least once (maybe several times) a week. Then they sit like zombies in front of their email until lunch. Then they go home and take a nap. Then they come in at night and work, but they're bleary-eyed and look perpetually exhausted. When I talk to them, they're usually cheery enough, but they usually don't finish their sentences."

We are adopting scrum although only partially. For the past 8 months, we have been using it partially, in different aspects of the Scrum. Sometimes we extended the Sprint cycle (which is a mistake btw) or had our priority changed in the middle of a Sprint by customer demands (which is another mistake), dropped our code review requirement for an extended period of time (which is another bad point);

But we still ship software and features, every month and every day.