Waterfall vs. agile methodology debate part 4

Agile vs. Waterfall

Waterfall vs. agile

Speakers info:

First Person Name Satyapal Chhabra – Founder and Managing Principal at Ideliver – Waterfall

Satyapal is a household name and thought leader in the world of application delivery and testing. He has been advising companies on how to optimize their application lifecycle management process for nearly 2 decades. Satyapal is currently the Founder and Managing Principal of Ideliver, an award-winning Software Performance and Quality Assurance delivery company.

Second Person Name Mark Yarbro – Performance Test Manager at Bank of America – Waterfall

With over twenty years of hands-on, roll-up-your-sleeves experience in a wide variety of environments, both as a leader and as an individual contributor, Mark Yarbro is a Dallas application testing guru. At Bank of America, Mark is known for implementing best in class practices among his 32 performance testing engineers as they support multiple lines of business.

Third Person Name Jay Packlick – Principal, Enterprise Agile Coach at Sabre Corporation – Agile

Jay Packlick is an Enterprise Agile coach working with Sabre. He spent over twenty years of his career getting software done in a variety of roles. He’s dedicated the last fourteen years to learning and helping others implement better ways of achieving the outcomes that matter to them.

Fourth person name Shouvik Bhattacharyya – Serial Entrepreneur and Partner at B12 Consulting – Agile

Shouvik has been investing in Agile-centric practices and companies for the last eight years. These teams have been successful in enabling agile transformation in several large global enterprises, in Banking and Financial Services, Retail, Telecom, Airlines, etc. Shouvik has been CEO of public and private companies in the US, Europe, and Asia.

Mark_Yarbo (1)

Second linkhttps://www.youtube.com/watch?v=EjfDOw0qWv0

Names (left to right)

Left side-Waterfall folks:

First Person –Satyapal Chhabra

Second Person- Mark Yarbro

Middle guy(lakshmi)- moderator

Right side-agile folks:

Third Person –Jay Pack lick

Fourth person- Shouvik Bhattacharyya 

Fourth link

Names left to right: (middle guy not included)

First Person -Satyapal Chhabra

Second Person- Mark Yarbro

Middle guy- moderator

Third Person -Jay Packlick

Fourth person- Shouvik Bhattacharyya


Second person – Mark Yarbro –develop is our singer what is , they are starting to work for the next spring, they are pulling things off the back ,when we all be planning on what are they gonna be working on the next spring, you know what that is , that’s waterfall. You’re doing four week water fall,

Third person- Jay Packlick –now he is talking

Second person – Mark Yarbro –in in historical methodology terms that’s more rare, rapid application development ,it’s a 1990’s term, that’s what most people do when theyu are calling it scrum or agile, I was trained in 2004 by people who were trained by( dash and dash-)we were trained in things they aren’t trained in anymore, its ugly, its messy, real scrum it’s so fun, its battle royal , its muddy , its sweaty and messy and you can get so much accomplished but it’s not pretty and management especially in big corporations are very on adamant, messy, seemingly off control kind of a process .The whole organization has to change and that’s when I learned the dirty secrets of scrum, agile you have to think differently act differently all up the chain and it’s hard to change people behavior

Middle guy moderator- sure

Second person – Mark Yarbro –it’s a superior methodology in a lot of ways but you don’t take it into account it’s like communism, socialism

Middle guy moderator along with the crowd– wooooooooooooooooooooooooo

Second person – Mark Yarbro –they don’t take into account the human factor no seriously you visually run out of other people’s money.

Middle guy along with the crowd- shouting and mumbling.

Fourth person Shouvik Bhattacharyya- last example, everybody is not obama here, we got two jams republicans vs. democrats so it’s our dish 480 million dollars were spent by a company in Canada, you guys know about this 480 million, what was the name of the company I forgot. yeah ok, 480 million and everything was held up right, it went blank , you couldn’t even login it was a mess, then they handed over to Accenture 90 million dollars and the guys delivered , I mean whichever side of the aisle you are , you can argue  but from an IT perspective and whether you can login and deliver I do I act to it, so it’s a classic case to your point since you called us dominance, we are practical and realistic alright because we could gather to get in with, at the end of the day if you see I’ll go back to the other question scope vs. value the Canadian company were doing all the right things waterfall scope, there is Hugh scope


Middle guy making fun-a phrase

Third person Jay Packlick- so I am gonna throw myself before methodology don’t produce results; people right, so if you bring up an example we are guard less of our framework and someone is making a bad decision and I am not getting feedback on my that bad decision I am gonna!!, I am gonna!! Have a bad result

Second person – Mark Yarbro –right

Third person Jay Packlick- so its irregardless of your approach, I think where agile benefits Is if I do have a faster feedback, if I am legitimately using the information, I get it to say this words or doesn’t work then I have an opportunity at least to make a decision that leads to better results, I may ignore that data and I am gonna be 100 percent behind you

Fourth person Shouvik Bhattacharyya- he needs to change

Third person Jay Packlick- yeah , I am on the wrong side now I behave in north behavior real hard , real example, if I am gonna work right here boss , bad news I get fired, if I am working in a room where everybody shuts up when the boss walks in, if I am gonna play where people don’t give a crap, you know they just wanna get in get the paycheck and get out they don’t want to have a conversation, they don’t wanna do kumbayas and stand up, guess what they are probably not gonna succeed without framework and by all means fit your framework to meet your problems your cultural problem your problem space the worst thing you can do is to take Cinderella’s slippers and try to fit it on her big fat sister, because it ain’t gonna fit.

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