I've got a bone to pick with people that have a bone to pick with waterfall, especially when they don't realize that whatever competing newer workflow they swea

I've got a bone to pick with people that have a bone to pick with waterfall, especially when they don't realize that whatever competing newer workflow they swear by is actually waterfall in disguise. Let's just ignore for a second that a waterfall process sent men to the moon and continues to build skyscrapers, with each project having a set of stakeholders the size of a small city and all while adjusting to a shifting landscape of nearly infinite variables. Especially the first few moon missions, when no one had done it before. It's why all of the original astronauts were test pilots - not just because of their bravado but also their experience in co-designing unfinished machines along with the engineers to bring it to a workable finished state. The roots of the modern HCI and human factors industries comes from analyzing and optimizing the usability of cockpits. The astronauts even had their own usability jokes about a model of training jet that was so user-unfriendly that the emergency instructions for ejection were printed on the side of the canopy, which is nuts because step one was to blow the canopy (along with the rest of the instructions) up off into the sky. These weren't dumb monkeys strapped to a giant tin can and blown into space, and neither were the engineers that sent them there. With waterfall. So you use agile/xp/scrum/whatever and swear software is way different than building bridges. I've worked on and with several of those teams, with varying levels of strictness, and guess what? It's still basically waterfall. But instead of PMs owning the process and spec'ing things out in advance, engineers own the process and the spec is written and re-written during development on a bunch of index cards with sharpies like a grade school art project (or the digital equivalent), designers get barely a week ahead of each sprint or run around like caffeinated janitors cleaning up after each sprint, and documentation gets written last or not at all. And before anyone does ad hominem attacks on whether my teams were doing agile correctly, this is the same dynamic I witnessed at the most famous agile and rails development shop you can think of. You probably only need one guess to figure out who it is. What matters then, if it's not process? It's called expertise - a broad collection of various techniques and the context-specific awareness of when to use each one. Instead of blindly following a process and trying to hammer it into every situation, take a tools-instead-of-rules approach to using whatever techniques are appropriate for each project. For anyone interested in this kind of flexible thinking instead of linear GTD productivity tools that leave you stuck in robot mode, there's an excellent book called Pragmatic Thinking And Learning that goes into a lot more detail and pulls inspiration from how the nursing industry overhauled their education system in the 70's. http://pragprog.com/book/ahptl/pragmatic-thinking-and-learning http://pragprog.com/book/ahptl/pragmatic-thinking-and-learni... I know, from the book publisher that sells the pickaxe Rails book and stuff on agile. Oh the irony!