I agree that PM software tools can create problems and unnecessary complexity, and tend to be used badly. I believe this is related to a parallel phenomenon in software development: when a 'time and materials' mentality pervades the organization this causes a cascading bunch of adverse effects of overly bureaucratic processes that attempt to estimate and measure everything in far too much detail. The PM software tends to enable and encourage this bureaucratic complexity. The PMs and engineers end up spending large amounts of time navigating the processes and working the PM software tools. Scrum standup meetings can become forums for 'working the system' rather than solving engineering delivery issues. This situation describes a disconnect between agile software delivery and 'time and materials' business. I suggest that organizations should work closely with their PMs to understand this disconnect, use estimation practices that are fit for purpose and not harmful to productivity, and design PM control systems that harness simplicity and truly agile workflows.