Someone pointed me in the direction of this article recently.  Certainly thought provoking:

 

http://jordanbortz.wordpress.com/2008/05/26/agile-waterfall-are-two-sides-of-the-exact-same-coin/

 

What it doesn’t mention, though, is anything about how project funding is allocated.  To me, this has a huge bearing on how projects are structured:  If project funding is allocated in one upfront ‘lump’ (what I often refer to as the ‘Purchase Order Culture’) that implies a large upfront analysis exercises to determine what the overall budget is going to be.  This article concentrates on a war which to some extent need not exist – both agile and waterfall both have some good and some bad points.  The war (if you want one) is to do with how finance is allocated and why it is allocated often with little insight into what the project will eventually turn into.  Even on an ‘agile’ project, they key decisions may already have been made – perhaps even by finance people.  You just haven’t been privvy to them.  So if the budget, timescales, milestones and overall direction have been agreed already (and sometimes a long time before) your so-called ‘agile’ project is little more than window-dressing.  No wonder it’s difficult to get business or user buy-in sometimes… 

 

 

 

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