Really? Let's review:
- Once a project is completed, the team must ensure that the “What” and “Why” of each software item are properly documented.
That's essentially a retrospective.
- In the cases of parallel development of inter-dependent software modules set up a negotiation table to solve conflict between the development teams.
Role of the scrum master to remove impediments.
- Make sure that the development team is aware of the CMMI-ACQ or ISO12207 processes for negotiating with third parties.
Previous bullet point.
- Make sure that testers are involved when negotiating with a third party for a potentially vulnerable software component. 
Testers are stakeholders in this, they should be there.
- Plan organization-wide process reviews to detect isolated processes and to promote information flows between processes.
Removal of impediments.
- Planned special budget items to support long lasting corrections or corrections that are likely to benefit many modules. 
Got me on this one.
- Projects with strict deadlines are risky, and should be carefully monitored to avoid last minute unplanned activities.
- Team members should maintain a careful balance between the flows of information within formal development processes and informal human interactions.
- Team members should make sure that knowledge is appropriately distributed amongst them. For example, pair programming is a practice which can promote knowledge sharing.
- Any intrusion into the team dynamics by outsiders should be done very carefully
These last four are key elements of Scrum - managing the burn down, be flexible, and ensuring chickens can not interrupt the pigs.
Agile does not mean there is no process or formal rules. It's not a free for all, agile is about the ability to quickly respond to change.
> Standardized processes defined by committee like CMMI-ACQ and ISO12207 are pretty much the exact opposite of Agile, so, yeah.
Meh. All the Agile Manifesto really says about process is:
Individuals and interactions over processes and tools
and
Responding to change over following a plan
Nothing says you can't (or shouldn't) use a pre-defined process, or have a plan. If anything, the core of what "Agile" is, is about being flexible and responsive to change. As long as your process allows for that, it can be implemented as an Agile process even if it was created by a committee.
That's not to say that most firms using things like CMMI aren't doing it in a way that is far removed from Agile principles, but I blame that on the implementors more than the process. YMMV.
I don't have enough context to determine your tone. Are you saying that the above suggestions are not Agile, and so are not compatible with Real Software Development (or at least default to that state)? Or that the above list brings into question the Agile methodology? Or something else entirely?
I'm very interested in the processes of developing good software so I hope there is some good discussion around this paper.
- In the cases of parallel development of inter-dependent software modules set up a negotiation table to solve conflict between the development teams. Role of the scrum master to remove impediments.
- Make sure that the development team is aware of the CMMI-ACQ or ISO12207 processes for negotiating with third parties. Previous bullet point.
- Make sure that testers are involved when negotiating with a third party for a potentially vulnerable software component.  Testers are stakeholders in this, they should be there.
- Plan organization-wide process reviews to detect isolated processes and to promote information flows between processes. Removal of impediments.
- Planned special budget items to support long lasting corrections or corrections that are likely to benefit many modules.  Got me on this one.
- Projects with strict deadlines are risky, and should be carefully monitored to avoid last minute unplanned activities. - Team members should maintain a careful balance between the flows of information within formal development processes and informal human interactions. - Team members should make sure that knowledge is appropriately distributed amongst them. For example, pair programming is a practice which can promote knowledge sharing. - Any intrusion into the team dynamics by outsiders should be done very carefully
These last four are key elements of Scrum - managing the burn down, be flexible, and ensuring chickens can not interrupt the pigs.
Agile does not mean there is no process or formal rules. It's not a free for all, agile is about the ability to quickly respond to change.