I worked with a guy who has since transitioned to teaching Agile methodologies, and one day he was talking about his mentor, 'Jay' and the methodology they used within Jay's consulting practice.

Most of the successful projects, Jay brought in a team of people he had worked with before. So at some point you have to ask if it's the methodology that makes the project successful, or the people who make the methodology work.

If you have ever been a Lead, or even a viable candidate for one, you've had meetings with others to conspire to be successful within the bounds of whatever rules management won't budge on. How to make this number say what we want it to say. How to make that graph go in the right direction. In these cases we are camouflaging our personal methodologies to pass for someone else's. We are succeeding in spite of them, because if we told them what we were doing they might make us stop.

So when they look back at the project, all they see is the things we let them see. The opinion of the person who introduced a change is never the one you can trust. You should ask the people in the trenches what they think.