Dan Creswell wrote:
 
> I suspect it's because waterfall isn't really a process at all rather
> just the name we give to the default behaviour of most development teams
> which is chaotic, undisciplined etc.
 
In my experience, waterfall processes are normally associated with heavy, "high ceremony", methodologies. These are often heavy on process, with process description binders that occupy several feet of shelf space. However they are rigid, lack the ability to deliver incrementally, adapt to circumstances or react to change. If anything, I think they were too disciplined.
 
My experience is that a waterfall mentality is still common in organisations that contract out development to external suppliers, because of the the need to organise the develop around well defined contracts (sometimes fixed price) and because of lack of integration between the customer and supplier organisations.
 
Rgds
Ashley
 
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