Ashley at Metamaxim wrote:
> 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.
>  

Well it's all subjective but:

My experience says that the process description binders exist on the 
shelves but no-one follows the process documented within those folders 
and instead they follow no process at all.

Thus you have the appearance of disciplined but in reality it's the 
opposite.

> 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.
>


I see the waterfall mentality in companies that don't contract out at 
all.  They simply want to treat software development like a black box 
and assume that one follows a big fixed process to meet the fixed 
demands of the rest of the business such as:

"You _must_ delivery _all_ functionality for this date"

Best,

Dan.




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