Agile and Waterfall are two popular project management methodologies that have different advantages and challenges. However, both of them can also lead to costly and frustrating mistakes if not applied correctly. In this article, you will learn what common pitfalls you should avoid in both Agile and Waterfall projects, and how to overcome them.
One of the first and most important decisions you have to make as a project manager is which methodology suits your project best. Agile is more flexible, iterative, and customer-centric, while Waterfall is more structured, sequential, and scope-driven. However, neither of them is a one-size-fits-all solution. You have to consider factors such as the complexity, uncertainty, size, and duration of your project, as well as the expectations, preferences, and availability of your stakeholders. Choosing the wrong methodology can result in wasted time, resources, and quality.
I find people think Agile means they can be very loose with planning and process while it actually needs as much discipline as waterfall has a reputation for. Also, not all waterfall projects only deliver usable products at the end of the project (which is one of the criticisms of waterfall). Staged waterfall projects can drop value each stage. I'm tending to use hybrid waterfall and agile, with waterfall for staging the work , and agile for delivering each stage where appropriate.
Both Agile and Waterfall projects require constant communication and feedback from your team, customers, and other stakeholders. However, the frequency, format, and purpose of the feedback may vary depending on the methodology. In Agile, you should seek frequent and informal feedback throughout the project, using tools such as user stories, demos, retrospectives, and daily stand-ups. In Waterfall, you should seek formal and documented feedback at predefined milestones, using tools such as requirements specifications, testing plans, and sign-off documents. Ignoring the feedback loop can result in misalignment, dissatisfaction, and rework.
in my experience, we should conduct risk assessment to be observed , calculate on defect encountered on each process and find out true out of cation plan, wheatear in auto remote control or manually assist in the final touch. its have 4M and 1E to breakdown in each possibility defect the summaries to PDCA what should be priority action selected.
Planning is a crucial part of any project, but it is often neglected or rushed in both Agile and Waterfall projects. In Agile, some project managers may assume that planning is unnecessary or counterproductive, since the project is supposed to adapt to changing needs and priorities. However, this does not mean that you should skip the planning phase altogether. You still need to define the vision, scope, and goals of your project, as well as the roles, responsibilities, and expectations of your team and stakeholders. You also need to plan your iterations, releases, and deliverables, using tools such as product backlog, sprint backlog, and burndown charts. Skipping the planning phase can result in confusion, chaos, and scope creep.
In Waterfall, some project managers may assume that planning is sufficient or definitive, since the project is supposed to follow a fixed and linear process. However, this does not mean that you should stick to the plan rigidly or blindly. You still need to monitor, control, and adjust your project, as well as the risks, issues, and changes that may arise along the way. You also need to validate, verify, and evaluate your deliverables, using tools such as quality assurance, quality control, and lessons learned. Skipping the planning phase can result in delays, errors, and defects.
In the planning phase it's crucial to remember that you cannot plan with a high-certainty beyond a few months. In my experience, detailed plans are only accurate three months and/or two to three milestones in advance. Beyond that, the degree of uncertainty starts to increase exponentially. Therefore, as you plan further and further into the future, the fidelity of your plan should proportionally decrease. At about one year into the future, the plan should only be the sequence of milestones to be achieved, and not a detailed list of work to be done.
Collaboration is a key element of any project, but it is often underestimated or overlooked in both Agile and Waterfall projects. In Agile, some project managers may assume that collaboration is easy or natural, since the project is based on self-organizing and cross-functional teams. However, this does not mean that collaboration is automatic or effortless. You still need to foster a culture of trust , transparency, and empowerment among your team members, as well as the customers and other stakeholders. You also need to facilitate effective and efficient collaboration, using tools such as agile software, communication platforms, and collaboration spaces. Underestimating the collaboration factor can result in silos, conflicts, and low morale.
In Waterfall, some project managers may assume that collaboration is hard or unnecessary, since the project is divided into distinct and sequential phases. However, this does not mean that collaboration is impossible or irrelevant. You still need to coordinate, integrate, and align your team members, as well as the customers and other stakeholders. You also need to encourage and enable collaboration, using tools such as project management software, documentation systems, and meetings. Underestimating the collaboration factor can result in gaps, inconsistencies, and low quality.
underestimate collaboration factor , will happened in any area. but we should be improve with true strategy using PDCA circle.
A type of collaboration that is often overlooked involves working with other groups that that are tackling a similar or related problem. A strong communication strategy is crucial in making sure that the wider organization is aware of what you're doing, the problems you're facing (and fixing) and what you'll be working on next. And vice-versa, you should pay attention to the communication other projects are pushing and look for overlap. If you see overlap coming, either in the form of complementary or opposite approaches, you should be proactive to ensure no group is stifled and that resources are efficiently combined.
The ultimate goal of any project is to deliver value to the customers and the organization. However, this goal is often forgotten or compromised in both Agile and Waterfall projects. In Agile, some project managers may focus too much on the features or functions of the product, rather than the benefits or outcomes for the customers. However, this does not mean that you should ignore or neglect the value proposition of your product. You still need to understand, prioritize, and measure the value that your product delivers, using tools such as value stream mapping, customer feedback, and metrics. Forgetting the value proposition can result in overengineering, underdelivering, and low satisfaction.
In Waterfall, some project managers may focus too much on the scope or specifications of the project, rather than the value or impact for the organization. However, this does not mean that you should disregard or dilute the value proposition of your project. You still need to define, align, and communicate the value that your project delivers, using tools such as business case, stakeholder analysis, and benefits realization. Forgetting the value proposition can result in overbudgeting, underperforming, and low return on investment.
In both Agile and Waterfall project management, it's essential to avoid lack of clear communication, insufficient understanding of requirements, and neglecting proper documentation and testing. These shared pitfalls can lead to misunderstandings, scope creep, and quality issues, hindering the project's success regardless of the methodology used.