> I don’t think this is anywhere close to an accurate account of history. This was my thought also. I've been building software systems since the early 80's a

> I don’t think this is anywhere close to an accurate account of history. This was my thought also. I've been building software systems since the early 80's and I've never been part of a project that looked like waterfall, but I've also been in small to midsize companies, not large. The approach on projects has been somewhat consistent for my entire career which is just a pragmatic look at the project and approach the problem based on the nature of the specific project. There are some projects or parts of projects that really require up front design and planning (e.g. when coordinating changes in multiple external systems that must all play nicely together) and some other parts of projects where the best approach is to iterate (e.g. we've never done something like this before and can't use our experience to guide us very much so we need to try some stuff). Projects are typically a combination of all of the above and more. When I originally read the agile manifesto my thought was "ugh, ya, this is all pretty normal common sense, sounds like these guys must be working in some large corporations where the bureaucracy has taken over and they are trying to push back."