Every note in the archive that names Waterfall: summaries, key takeaways and links to the original essays, episodes and posts. Ask a question below to get a cited answer from just these notes’ authors.
Marty Cagan argues that many teams claiming to be Agile or Lean still operate with a Waterfall mindset, merely adopting the rituals and buzzwords. He identifies three telltale signs: risks deferred to the end…
Marty Cagan argues that UX designers often work in isolation, going off for days or weeks to produce a polished 'grand reveal,' a pattern he calls the 'internal agency model.' This breaks down because requirements and…
Marty Cagan argues that the largest source of technology waste is not government projects or startups but large non-tech companies such as banks, insurers, airlines and retailers. These firms, often run by CIOs or CFOs…
Cagan describes a "Big Bang" release as a project built for months and then launched all at once, a common outcome of Waterfall but also possible under Scrum. He argues it almost never goes well: dates slip or features…
Marty Cagan argues that the concept of a "requirement" is misleading in product work. What stakeholders and customers present as requirements are often untested assumptions or guesses about an underlying problem, while…
Marty Cagan argues that Agile methods such as Scrum originated in the custom software world, where software is built for a specific customer under contract, rather than in product software companies. That origin…