From my experience, there is usually a fundamental lack of trust and communication problems behind all of these project management approaches and initiatives. Ultimately it all stems from anxiety about the potential for a date to be slipped or something to not get delivered. It's not about peers, it's about tracking everything in a ticketing system so nothing is missed.
In practice, the only thing that ever really happens and I've never see anything deviate from this is as follows:
1. Product team wants something feature or new product
2. A plan is formulated to get there, often by a certain date with engineers present.
3. An individual or team is entrusted with the delivery of said imitative
4. People go off to do the work to make it happen. Often for months, often without a ticket associated with the work, they just want to get their work done.
5. If you're lucky, the senior resources on the project will flag any issues as they arrive or foresee them.
6. A the end, if everyone isn't too burned out, it's nice to have some time of retrospective about how things went.
Ideally through this process, there is a lot of open and healthy conversation about the progress and status of the work. Anything outside of this is really almost always just cruft, a distraction and leads to bad feelings because the people who need to get the work done are distracted with silly things like poorly ran daily stand ups.
Sometimes things make it so the project is late, no level of agility or number of waterfalls can avoid the sometimes inevitable so it's better if product acts under the assumption things might not always be on time and have a more flexible marketing schedule etc.
None of this would be a problem, except now there's a lot of anxiety about not "doing agile", or waterfall or something...
In practice, the only thing that ever really happens and I've never see anything deviate from this is as follows:
Ideally through this process, there is a lot of open and healthy conversation about the progress and status of the work. Anything outside of this is really almost always just cruft, a distraction and leads to bad feelings because the people who need to get the work done are distracted with silly things like poorly ran daily stand ups.Sometimes things make it so the project is late, no level of agility or number of waterfalls can avoid the sometimes inevitable so it's better if product acts under the assumption things might not always be on time and have a more flexible marketing schedule etc.
None of this would be a problem, except now there's a lot of anxiety about not "doing agile", or waterfall or something...