Agree, and having worked for the government (as a contractor) for over 20 years before leaving, I'll point out another issue. They want budget and schedule. Som

Agree, and having worked for the government (as a contractor) for over 20 years before leaving, I'll point out another issue. They want budget and schedule. Somebody has to pay for a system, and they can't go to the hill and ask for "some" money. Agile acknowledges that you don't know everything up front, but with that is the concomitant fact that you cannot give a budget and schedule. So, should the government hire me or you to do a job? Is it even worth paying for? And yes, am I executing on what I promised? The results in messed up. We always strove, after winning, to write a rational requirements document that acknowledge the uncertainty. Most times they 'got it' and accepted that sort of management style, but there were also times when you'd be tasked to do something utterly useless because of some "shall" in a requirements document that is now hopelessly out of date. But it depends. A half million $ contract you can have that conversation. $60million+, several subcontractors? Not so much.