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Because they work. If they don't work in your organization, there's no reason whatsoever to use them—certainly not so you can brag about being "agile." When you do make them work, they make projects more manageable. You may or may not get quicker project completion. You may or may not save money. But you will get better customer satisfaction, and you will stay on top of your projects and be able to predict how much they will cost and how long they will take. You may or may not stay out of trouble, but if trouble comes, you'll see it coming in time to do something about it. That's what project management is all about.

The change to agile methods will be most successful in those organizations with an agile management approach to converting to agile methods. Unfortunately, I've observed a number of organizations where agile methods are introduced like a waterfall project--a huge up-front planning effort, then an attempt to convert an entire organization at one fell swoop. To be successful, the conversion has to be in small increments, with corrections made at each increment.

First we will drop the capital A. Then we will drop the term "agile" altogether. Agile methods will be successful if and when we stop seeing them as anything other than normal, sensible, professional methods of developing software.