I fashioned a 90's Agile type methodology based on Release abstractions and project progress visibility.
There were always 3 Releases (MRTP - Multi-Release Technology Plan) for parking inbound feature requests from inbound stakeholders. Developers shared "minds eyes" on future releases.
Then we group scheduled integration deliverables (not activities) by Weeks. Rare deliverables were given longer extensions. Sharing a spreadsheet of weekly deliverables to the next release required enough analysis to share the schedule abstraction.
Going dark was impossible. Everyone documented short "So Far, More To Go, Defer It" lists with short rationales similar to version control commit comments. We could push schedule breaking "features" to future releases. Every Thursday was integration and retime boxing of the schedule. The dev notes were collated into report "Weeklies." In practice, more continuous integrations were daily to his weekly hard integration targets.
The methodology started with a workbook of about 15 product planning exercises from User "day in the life" to "operational cost estimate" spreadsheet formalisms.
In practice developers shared a subset of the planning formalism "intermediate representations." But all stakeholders (business too) were fully aware and SIGNED ON to every planning step skipped for schedule or cost necessities.
It was very ritual high visibility human applied "design by contract." We had a perfect execution record on early Linux tooling with teams from 2-15 (Product Planners, Information Architect, Soft Devs, System Architects) on about 125 high pressure engagements. Most was a mix of Java Servlet, SMTP and C telecoms projects. We had to write our protocol handlers back then on shifting sand.
I might write it up as "The Adrenaline Way." It doesn't easily apply to individual, exploratory or Kanban content "journey without a destination" project teams. But it applies well to products with inbound and outbound marketing teams involved.