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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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