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    "This will also keep your suppliers on their toes, they will be motivated to keep you happy." - such attitudes may also create a mentality of low commitment, short-termism, and/or of telling clients what they want to hear and showing them what they want to see (rather than a balanced picture). Commented Mar 11, 2020 at 20:09
  • @Steve I am cynical enough to believe the basic attitude of any supplier will always be to try to drag a project along for as long as possible to get more hours out of it. But in an agile context that will be hard, telling things are going well will not do. One frequently has to show real progress. Commented Mar 11, 2020 at 22:23
  • One already has to show progress on a fixed-price, fixed-spec contract. It's the "agile" contracting model which creates more risk of things being dragged out and little being delivered, which requires more active management by the client in response - and management takes skill and experience, and costs money to client organisations in the form of staff costs, which is not captured in the agile contract. As I say in my separate answer, it's basically the gangmaster model of employment for software developers. Commented Mar 12, 2020 at 7:43
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    I think that I'm going to repeat my thought that "this is becoming more than just 'a management issue.'" This is wandering into attorney territory. This is effectively re-defining many contractual concerns. I think that you need to escalate this, because I think it's going beyond your scope of influence. The implications might well be, as people sometimes jokingly-yet-very-seriously say, "beyond your pay grade." Commented Mar 13, 2020 at 14:43