Projects were doing iterative development in the 50s, way before scrum or agile. “All of us, as far as I can remember, thought waterfalling of a huge project w

Projects were doing iterative development in the 50s, way before scrum or agile. “All of us, as far as I can remember, thought waterfalling of a huge project was rather stupid, or at least ignorant of the realities.” — Weinberg G. M. (Project Mercury) I think many of the agile principles remain largely unpalatable to your typical command & control org structure. One of the main premises of Agile, is letting people closest to the work decide how they want to work. Instead, in many companies, the org co-opted the meaning of Agile for its own agenda. The PMO got what it wanted, putting heavily gated process on top of Scrum. Why Scrum? Because its push, of course (instead of pull). At the moment, my org is adopting SAFe, and PI planning, which has devolved into quarter long waterfalls for projects. We just use Scrum as 2 week waterfalls in the quarter waterfall.