In today’s ever-evolving business landscape, organizations are constantly seeking ways to adapt, collaborate efficiently, and deliver high-quality results. This pursuit has led to the emergence of various project management methodologies, each offering a unique approach to tackle complex tasks and achieve desired outcomes. Two widely recognized methodologies, Scrum and Waterfall, have long dominated the project management realm. However, a newer and more flexible approach, known as Agile, has gained significant popularity in recent years.
But then.. Why GO AGILE??
Agile and Waterfall are two different software development methodologies, each with its own approach to project management and software delivery. Waterfall is a traditional sequential approach to software development, while Agile is an iterative and incremental approach. It’s not a common scenario to use Agile in a pure Waterfall model, as they have fundamental differences. However, there are some instances where elements of Agile may be incorporated into the Waterfall model to increase efficiency and collaboration and vice- versa.
For example, our teams use Agile practices, such as daily stand-up meetings, retrospectives, or user stories, to facilitate communication and transparency within a Waterfall project. Additionally, Agile methodologies such as Scrum or Kanban could be used to manage individual project phases, such as development or testing, within a Waterfall framework.
Saying that, it’s important to note that incorporating Agile practices into a Waterfall model does not make it a true Agile methodology, but rather a hybrid approach that can potentially improves project outcome.
While the waterfall model has been widely used in the past, it is not always the best choice for software development projects. Few major problems of running Waterfall are:
- Changing requirements: Requirements can change as the project progresses. With the waterfall model, changes may be difficult or impossible to make once a phase has been completed. This can lead to a product that does not meet the customer’s needs.
- Delayed feedback: Because testing is only performed at the end of the development cycle, feedback on the product is not received until very late in the development process. This can lead to problems being discovered too late to be easily fixed.
- High risk: Since testing is only performed at the end of the development cycle, any defects or issues that are discovered may require significant rework, which can be time-consuming and costly.
- Limited customer involvement: The waterfall model typically involves limited customer involvement during the development process, which can lead to a product that does not meet the customer’s needs.
- Time-consuming and expensive: The waterfall model can be time-consuming and expensive, as each phase of the project must be completed before moving on to the next phase. This can lead to delays and cost overruns.
- Inflexible: The waterfall model is a rigid approach, with no room for changes once a phase has been completed. This lack of flexibility can be a problem if requirements change, or if a problem is discovered later in the development process.
Overall, while the waterfall model may be appropriate for certain types of projects, it is important to consider other software development life cycle (SDLC) models that may be better suited for the specific needs of the project.
As the way we work continues to evolve, organizations face the challenge of selecting the most suitable project management methodology for their unique needs. While Scrum and Waterfall have their merits, the Agile approach offers a comprehensive and flexible framework that enables organizations to adapt to change, collaborate effectively, and deliver value consistently. By embracing Agile methodologies, organizations can transform the way they work and navigate the ever-changing business landscape with confidence.
Author: Nivedita Sahoo | Manager, Development
Nivedita is a seasoned IT management professional with over 14 years of experience in Program Management, IT Delivery Management, Project Planning, Process Transition, Agile, SAfe, Scrum Methodologies, Software Testing, Product Development/Validation, Design Thinking and People Leadership. She has contributed in industry based research and solutioning. She has extensive experience in building Agile teams by mapping Scaled Agile, SAfe, Scrum Framework, and methodologies to address specific project needs. She is a people leader with a track record of building and coaching sustainable, diverse teams of highly talented professionals.