WATERFALL ProductManagementJournalVolume 7 5 requirements.Theychangetheirmindsastheirunderstandingimproves andthemarketcontextchangesaroundthem.Waterfallattemptsto dealwiththisthroughchangecontrolprocessesbutthesecanbe complextomanageanddifficulttofeedintothedevelopmentcycle. Softwaredevelopmentisinherentlymoreflexiblethanphysical manufacture.It’susuallyeasytocreateprototypesanddevelopnew versionswhichmakesanAgileapproachpossible.Inasurvey(Oct11)by AmbysoftonITProjectSuccess,respondentswereaskedwhether projectswereseenassuccessful,challengedorfailuresbytheir organisation. Iterativeand Agileprojectswerereportedasaround15% moresuccessfulincomparisonwithprojectsthattookatraditionalor ad-hocapproach. However,Waterfall has not gone away InmostlargerorganisationsaWaterfallapproachtonewproduct developmenthasbeenimplementedandembeddedacrossthewhole company.Thisistheonlywaytomanageandcontrolmultiplelarge- scaleprojects.TheseareoftenknownasStage-Gateprocesseswhere projectscan’tproceedtothenextstageuntilthepreviousgatehas beenpassed. Fig.2TypicalStage- Gate process Ideas Analysis Design Build Trial Launch Growth Maturity Decline Withdraw Innovation Development In-life Product Management Gate 3 Gate 4 Gate 5 Gate 6 Annual Reviews Exit Gate 2 Gate 1 Sign-off for feasibility assessment Initial requirements complete – sign-off for detailed investigation Business Case sign-off Development complete Launch sign-off Post-launch review “Product sponsors likeWaterfall –theyhavethe perceptionthey knowupfrontwhat they’regoingtoget andwithAgilethey won’t–however Agileshowsthe sponsortangible progressandlets themshapethe deliverablefrom theoutset.” James Salmon, Group Product Manager, Mobile Self Care, Vodafone Group Online