That's the primary failure mode of a straw man software development methodology called waterfall that Scrum practitioners like to use as a bogeyman to appeal to for rhetorical purposes during the inevitable arguments about niggly little details of how to implement Scrum during sprint retrospectives.
I've never actually done real waterfall, but I did study it way back when I was in college, and I have worked in government contracts, which tend to handle the work in a way that is similar to the waterfall I read about in school. One thing I distinctly remember is that it was designed to be a flexible and iterative methodology that would have been difficult to cram into a ticketing system in the first place, let alone cram into Jira while simultaneously carving the work into tiny pieces, up front, all at once.
FWIW, the only place I've ever been asked to do something like that is in ostensible Scrum shops. In fact, the only time I've ever seen anything that looks like the Waterfall of scrum lore is in shops that are trying to do Scrum. I am beginning to suspect that the Waterfall of Scrum lore isn't actually a thing that happens outside of Scrum at all. It's actually what naturally tends to emerge when you try to apply Scrum methodology in a situation where something along the lines of the real, textbook waterfall model would have been more appropriate.
As a concrete example, I currently work at a team that ostensibly uses Scrum, but where QA is a separate department with its own practices that the dev team does not control. They do still want some ability to anticipate work that's coming their way, though, so they're monitoring the scrum board for that purpose. This is the moment where it gets messy, because we're then asked to document things ahead of time, and it's a minor crisis if we keep it flexible during the sprint because any changes to the set of tickets becomes an inevitable hassle as they complain that we've screwed up work product that they generate based on those tickets. It's absolutely something straight out of waterfall horror stories from Scrum lore. But it's only happening because we're doggedly insisting on something that's at least cosmetically similar to scrum. If we weren't doing that, we'd be freer to choose modes of interaction and business artifacts that are better suited to the reality we occupy.
