- [Narrator] The Evans Brothers are well-respected sports car makers. They provide a bespoke service to customers all over the world. Making individual cars that customers can customize to their own specification. The customers have meetings throughout the course design process. There's an initial meeting where they work with a designer who captures their requirements. Then there are several more meetings where the customer has input into other aspects. They can choose the style of seats. The wood used in the interior, the leather used, the tire designs. The list goes on and on. Throughout the course development, the customer is asked to approve the progress so far. If there was any remedial action required, it's carried out immediately. Customers value this approach. Although it's labor intensive and time consuming, it makes the cars very expensive, and out of the reach of a lot of people. And some customers do actually value this even more. This bespoke approach is essentially agile. Work is done in regular increments with the customer, having regular review points, which are completed before the next stage of work can be started. The Evans Brothers received a lot of requests from customers who want one of their cars, but don't have the funds to pay for the whole bespoke service. That research shows that there is a very large untapped market for a more modest Evan's offering. So they look at their process and see where they can make efficiencies that they can pass on to potential customers. The easiest method they find is to eliminate the reviews and do the work all the work in one long stretch. So The Evans Brothers start work on a second car line and begin taking orders. The customers for this line have one meeting with the designers where all their requirements are captured. There was a significant reduction in the options available to customers. The call development goes on without their review and the finished item is delivered to them. This new method reduces the amount of time and labor taken to develop the car. As customers specify the requirements at the start of the process, it gives the company greater visibility of the materials they'll need in advance. In essence, this methodology is waterfall. So which is better agile or waterfall. It's not a case of one being better than the other. They're each better suited to different types of projects. The original Evans Brothers was suited to Azure because it was very bespoke with a lot of options and reviews and customers who valued the endless customization on offer. Accommodating flexible requirements that may change during the development life cycle is one of the key benefits of agile. The Evan's new offering used waterfall efficiently. It had a greatly reduced number of configurations and no review points. So the brothers know exactly what the work will be at the start of the process. If you have well specified requirements, which are unlikely to change, waterfall may be the most suitable methodology to use.