> In contrast, the rigidity of the waterfall process is frequently used as a bureaucratic weapon to prevent these discussions from even happening. Decisions made in the project's initial stages are held to be settled and unalterable, and those seeking to overturn them usually have to fight a horrendous, uphill battle to do so, even when they're in the right.
So much this. I can't count how many times I had a client tell me "We want the delivery on the proposed time, on budget, I don't care" even when analysing the client's design it shows obvious flaws and won't work as intended. Most of them usually gets fired from doing this, months later, but even so they just get another same-level job on another company, and the cycle goes on.
There's no development methology that will ever work on irrational business demands, and that happens all the time. Sometimes I think HN's users are just too entrenched at product-driven companies, or B2C ones, and never get to experience the amount of BS and CYA that happens on B2B, large-business deals.
So much this. I can't count how many times I had a client tell me "We want the delivery on the proposed time, on budget, I don't care" even when analysing the client's design it shows obvious flaws and won't work as intended. Most of them usually gets fired from doing this, months later, but even so they just get another same-level job on another company, and the cycle goes on.
There's no development methology that will ever work on irrational business demands, and that happens all the time. Sometimes I think HN's users are just too entrenched at product-driven companies, or B2C ones, and never get to experience the amount of BS and CYA that happens on B2B, large-business deals.