Seems like you are all just redefining what spec and waterfall means.
A spec was from a customer where it would detail every feature. They would be huge, but usually lack enough detail or be ambiguous. They would be signed off by the customer and then you'd deliver to the spec.
It would contain months, if not years, worth of work. Then after all this work the end product would not meet the actual customer needs.
A day's work is not a spec. It's a ticket's worth of work, which is agile.
Agile is an iterative process where you deliver small chunks of work and the customer course corrects as regular intervals. Commonly 3/4 week sprints, made up of many tickets that take hours or days, per course correct.
Generally each sprint had a spec, and each ticket had a spec. But it sounds like until now you've just been winging it, with vague definitions per feature. It's very common, especially where the PO or PM are bad at their job. Or the developer is informally acting as PO.
Now you're making specs per ticket, you're just now doing what many development teams already do. You're just bizarrely calling it a new process.
It's like watching someone point at a bicycle and insist it's a rocketship.
A customer generally provides requirements (the system should do...) which are translated into a spec (the module/function/method should do...). The set of specs map to requirements. Requirements may be derived from or represented by user stories and specs may or may not by developed in an agile way or written down ahead of time. Whether you have or derive requirements and specs is entirely orthogonal to development methodology. People need to get away from the idea that having specs is any more than a formal description of what the code should do.
The approach we take is the specs are developed from the tests and tests exercise the spec point in its entirety. That is, a test and a spec are semantically synonymous within the code base. Any interesting thing we're playing with is using the specs alongside the signatures to have an LLM determine when the spec is incomplete.
A spec consists of three different kinds of requirements: functional requirements, non-functional requirements, and constraints. It’s supposed to fully describe how the product responds to the context and the desires of stakeholders.
The problem I see a lot with Agile is that people over-focus on functional requirements in the form of user stories. Which in your case would be statements like “X should do…”
I always find the distinction between the two fuzzy (because many non-functional requirements can be argued to be functional requirements) but the list here is useful for the discussion: https://en.wikipedia.org/wiki/Non-functional_requirement
Take things like "capacity". When building a system, you may have a functional requirement like "User can retrieve imagery data if authorized" (that is the function of the system). A non-functional requirement might be how many concurrent users the system can handle at a time. This will influence your design because different system architectures/designs will support different levels of usage, even though the usage (the task of getting imagery to analyze or whatever) is the same whether it handles one user at a time or one million.
A spec was from a customer where it would detail every feature. They would be huge, but usually lack enough detail or be ambiguous. They would be signed off by the customer and then you'd deliver to the spec.
It would contain months, if not years, worth of work. Then after all this work the end product would not meet the actual customer needs.
A day's work is not a spec. It's a ticket's worth of work, which is agile.
Agile is an iterative process where you deliver small chunks of work and the customer course corrects as regular intervals. Commonly 3/4 week sprints, made up of many tickets that take hours or days, per course correct.
Generally each sprint had a spec, and each ticket had a spec. But it sounds like until now you've just been winging it, with vague definitions per feature. It's very common, especially where the PO or PM are bad at their job. Or the developer is informally acting as PO.
Now you're making specs per ticket, you're just now doing what many development teams already do. You're just bizarrely calling it a new process.
It's like watching someone point at a bicycle and insist it's a rocketship.