Hi tyo07, thanks for chiming in.
That was an interesting response! What I have experienced a lot is kind of the other way around, where the management style is essentially waterfall, with some agile-looking elements thrown in.
E.g. 1) everything starts with someone plucking a date out of a hat and calling it the “deadline”
2) project management demands someone someone else produce perfect requirements documentation
3) people who do the work start to understand the scope (and sometimes that the deadline is out of whack with reality)
4) at this point project management types are happy to start talking about having “sprints”, I guess because it sounds like that will be fast that way
5) as the sprints go on, it’s apparent that things are behind schedule and some people suggest that the lost ground can/will be caught up “in the next sprint”
From discussions with people in some other organizations, I gather that many places are still struggling to become more genuinely agile (in particular, operating as learning organizations that adjust course based on feedback loops), but perhaps older ones especially are struggling to change older, traditional IT processes that have become firmly entrenched due to various reasons.
Your experience sounds different to mine, and it’s good to hear.