One doesn't have to scratch very far to reveal warring tribes in the land of work. BPM proponents are slave drivers! Or useless bureaucrats! On on the other hand, work without process management is for fruitcakes! You can fail fast, or just fail! OK, I exaggerate a little.
Peter's original question was based on the appearance of a high-profile rhetorical attack on the idea of process. As mentioned above the article did sound like a textbook scrum or agile manifesto. (I did like the part of "testing not being free" and that it was important to make sure any testing "is for a purpose". I have a background in B2B market research, and the same things can be said about market research questions. Researchers love to answer questions, but there better be a business purpose for the question.)
The article on the limitations of process is basically a lot of common sense. But less satisfactorily, the article is also mostly "theory-free". And thus we are in a world of discourse where common sense -- and common prejudice -- rules. Because without theory or science, one is by definition in a world of common sense.
Common sense is hopefully something we can all claim to have. But common sense can only get you so far. The solution to bad process is not to throw out process, but to do process better. You don't get rid of accounting because someone cooked your books, you figure out how to do your books correctly with trustworthy accountants.
For fun, let's compare this common sense-limited world of management discourse to the world of medical discourse. If medical discourse was at the same level as this article, we'd still be attributing disease to "bodily humors" (pace Steve Martin).
Business itself is fundamentally about pushing beyond common sense. For this reason, business discourse must likewise be informed by more than common sense. The revolutionary message that disturbs the common sense status quo can come from many places. Since the Enlightenment though, much of the time this "outside the system" message is based on science. In the case at hand, the science is business process management. Science and rationality apply not only to building bridges and computer chips, but even to the domain of management and business process.