Something that as troubled me a little, is the link between 'blue' OOP and Agile practices. I say 'troubled' because Agile development is widely misunderstood and I fear that 'blue' OOP is widely misunderstood for similar reasons. It is not widely acknowledged, but Agile development practices stem from OO programming practices and Smalltalk. Agile development breaks with the traditional idea that Software development can ever be deterministic. The desire for a deterministic software development process stems partially I believe from the desire for control. And the thing that non-Agile Managers want to control the most is change. We have all heard of the cost of change curve, where the cost of software change increases by a factor of ten, the later in the development process the change occurs. With a functional or procedural language this makes sense. Since everything is by default inter-connected, then any change is likely to propagate to other areas of the code. So the last thing you want to do is to 'allow change' once you have established a significant code base.
On the surface, this anti-change policy sounds like common sense. It even sounds similar to other common sense ideas like ' get it right first time', which seemingly promote an early determination of requirements and design upfront. But if you think about it, not allowing changes once you have code rules out maintenance, and also assumes that your customer knows exactly what he or she wants at the outset.
In practice it turns out that this 'big up front design' approach just doesn't work that well, and in fact exploring and experimenting in code, and allowing change to occur all the time can work much better. This is the philosophy behind dynamic languages, where feedback from experimentation can be gained relatively quickly. The problem though is that the 'embrace change' approach is counter to what most of us have been taught, and is not widely seen as 'industrial strength'.
The other thing about embracing change is that your code base needs to support change. The existence of unit tests and the 'safety' that they provide has been well documented in the Agile world. Tests do allow you to detect bugs introduced by changes, but it would be much better to avoid introducing bugs in the first place. This is where OOP and encapsulation comes in. If you can encapsulate your business logic inside objects that only communicate through loose messages, then the chances are that you will be able to introduce changes which remain encapsulated themselves and do not spread throughout your code. So OOP allows you to introduce changes cheaply, by reducing coupling through message sends and increasing cohesion through encapsulation. The biological metaphor of a cell which Alan Kay uses is a good one in this regard. Cells are independent and autonomous and go about their daily function independent of each other. The cell membrane provides encapsulation, so changes that occur within the membrane are localised and specific.
Using this technique people like Jeff Sutherland (Scrum) and Kent Beck (XP) realised that you could flatten the cost of change curve, and thus introduce changes at anytime during the project development life-cycle. This simple realisation opens up a number of new possibilities.
Gilad Bracha has a presentation where he takes this idea of allowing continuous change to it's logical extreme. Gilads idea is of bits that rot. Software that automatically updates itself continuously whilst running. In such a world version numbers have little meaning. The only version that counts is the latest. Without a fixed version your software is no longer an artifact, but a service consisting of a continuous stream of improvements and fixes. Old code rots away and is replaced by new code continuously. This idea fits well with a biological metaphor too.
Take a look at the presentation by Gilad. It is almost an hour, but is well worth watching.