What is even more challenging about an Agile-driven project is that what is to be delivered is less predictable, at least at the outset. So management reporting is harder to fit into the typical project channels.
More often than not, Agile is not widely deployed across an enterprise, so the Agile group is usually beating to a different drum, and every Agile project has its own velocity that is hard to measure against another. It takes time for teams to get to optimal velocity, but once it gets there, productivity becomes more consistent and management can become more comfortable with what is actual getting done and being reported.
So the important thing is mutual trust and to set expectations on what it’s like to implement the Agile process. It is necessary to establish a communication plan that addresses both overall project success and the evolution of the Agile approach.