Like the author mentions, he subscribes to the "no silver bullet" thought. Methodologies doesn't ensure project success because it's insignificant compared to the individuals involved and the scope of the product. The focus on process, is because process is easy to implement and change, giving the illusion of control.
What good project managers do is much harder than implementing a Scrum method. It's finding good people, making the hard decisions of removing the bad people and get / make a clear understanding of product scope and goals.
The last point in particular should be a well duh, but in reality it's ridiculously common to encounter projects where the PM (and hence even the customer), have a very vague understanding of what's actually being built. Those projects are guaranteed to go massively over time and budget, or being outright cancelled.
Good process is just the icing on the cake. It should be used, process alone does not make a project success.
What good project managers do is much harder than implementing a Scrum method. It's finding good people, making the hard decisions of removing the bad people and get / make a clear understanding of product scope and goals.
The last point in particular should be a well duh, but in reality it's ridiculously common to encounter projects where the PM (and hence even the customer), have a very vague understanding of what's actually being built. Those projects are guaranteed to go massively over time and budget, or being outright cancelled.
Good process is just the icing on the cake. It should be used, process alone does not make a project success.