One of my mentors, on the subject of the books and consultancy of a particular signatory to the Agile Manifesto, pointed out that this person had a team that he worked with most of the time.

He asked me the question, "So is it the team that works or the process?". That has stuck with me, especially since another mentor was fond of saying you haven't proven you know how to do something until you can repeat the results.

If you have a team with the right kinds of flexibility and the right set of boundaries (they are inflexible about things that tend to end badly), most processes can be made to work, because of all the things they do that aren't prescribed. Some of the hardest parts of development are breaking down big units of work into sane pieces with clear exit criteria. So far I know of has captured the essence of how to do that. If you can't get that part right none of the other stuff helps much, and if you can get that part right the rest is mostly background noise.