Doesn't seem like any project managers are on this site anymore. Heavy IT presence and clearly not managers or leaders. Is this site evolving to IT-centric concepts?
I partially agree with you. Partially because my feeling is that there's a lot of Agile-oriented discussion @ PMSE, and Agile is more often used in Software development (although could be successfully used in other areas as well).
Is it a problem? I don't think so, so long we're addressing the questions the audience is asking. We'd have a problem if we are answering questions only from an Agile-oriented perspective and mindset (which I don't think it'd be the case).
PMSE Exists to Answer Questions Asked
In answer to David's original question, disparaging IT project management as somehow not being "real" project management is not productive. The site supports the existence of many types of project management in any number of domains. There's nothing stopping manufacturing or construction PMs from posting questions here, except perhaps the culture in those domains of practice.
If you have questions about non-IT project management, ask them. Otherwise, the people who do have questions (many of which will be about creative or knowledge-based projects like software development) will dominate simply because they are actively participating in the community. It isn't exclusionary; it's simply a matter of who's showing up and asking questions.
Agile Project Management Is "A Real Thing"
In further response to this comment:
Does agile replace PM? Seems to me agile is a SW development methodology but does not replace PM. There seems to be a lot of agile mantras that are inconsistent with PM and management approaches in general.
I would point out that "agile" isn't a framework or a methodology. However, agile frameworks like Scrum or Kanban are project management methodologies that can successfully replace more traditional controls in a variety of domains besides software. See Toyota Production System as an example.
Assuming that "inconsistent with PM" really means inconsistent with legacy models of project management, this is really a different issue. Plenty of agile projects exist within a larger governance framework, and there are still types of projects where non-agile frameworks are used, and some where they are even a better fit. As long as there is a valid use case for them, project management methodologies will continue to coexist and even proliferate. One size does not fit all.
However, methodologies do have lifecycles, and are subject to the Darwinism of the marketplaces of business and of ideas. Just because a methodology is new doesn't mean it's better, but just because a methodology has been around a long time doesn't mean it must continue to be practiced. In my opinion, there are domains where legacy project management techniques will dominate for a long time to come, but the writing is on the wall for non-agile systems in manufacturing, research, business process re-engineering, creative development, and (of course) software development.
If you don't think Scrum, Kanban, or Lean Systems are real project management frameworks, this post won't change your mind. However, I have personally managed projects solely with agile frameworks, and find them significantly more effective than traditional methods in all the myriad domains and sectors where I work. YMMV.