How do you compare agile and waterfall people management models?

1 What are agile and waterfall models?

Agile and waterfall are two different ways of organizing and executing projects, especially in software development, but also in other fields. Waterfall is a traditional, linear, and sequential method, where each phase of the project is completed before moving to the next one. Agile is a more flexible, iterative, and collaborative method, where the project is divided into smaller units of work, called sprints, that are delivered and tested frequently.

2 How do they affect people management?

The choice of agile or waterfall has significant implications for how people are managed in a project. In a waterfall model, people management is more hierarchical, formal, and centralized. The project manager has a clear authority and responsibility over the team, and defines the scope, schedule, and budget of the project. The team members follow the plan and report their progress and issues to the project manager, who communicates with the stakeholders and resolves any conflicts or changes.

In an agile model, people management is more horizontal, informal, and decentralized. The project manager acts as a facilitator and coach, rather than a controller or director. The team members have more autonomy and empowerment, and collaborate with each other and the stakeholders to define the goals, priorities, and feedback of each sprint. The team members self-organize and self-manage their tasks and problems, and communicate frequently and transparently.

3 What are the advantages and disadvantages of each model?

Both agile and waterfall models have their pros and cons, depending on the context and characteristics of the project. Waterfall is clear and predictable, making it easy to monitor and control, with less risk of scope creep or changing requirements. It is also suitable for large and complex projects that require extensive documentation and testing. However, it is rigid and inflexible, slow to respond to changes or feedback, has low customer involvement and satisfaction, and can be demotivating for team members who have little input or creativity. Agile is adaptable and responsive, fast to deliver value and feedback, with high customer involvement and satisfaction. It is suitable for dynamic and uncertain projects that require innovation and experimentation, motivating for team members who have more input and creativity. On the other hand, it has an unclear and variable scope which makes it difficult to estimate and budget; there is more risk of quality issues or technical debt; it can be challenging for large and distributed teams that require coordination and alignment; plus, it can be demanding for team members who have to work in a fast-paced and collaborative environment.

4 How do you choose the best model for your project?

Choosing the best model for a project is dependent on many factors, such as the nature, size, complexity, duration, and uncertainty of the project, the expectations and preferences of the stakeholders and team members, the culture and values of the organization, and the resources and tools available. However, some general guidelines can assist in this decision. For projects with a clear and stable scope, high non-negotiable quality standards, a large dispersed team, and a more traditional formal organization, waterfall is recommended. On the other hand, agile is recommended for projects with a vague evolving scope, unclear or changing requirements, customer feedback being essential and frequent, a small co-located team, and an innovative informal organization.

5 How do you adapt your people management style to the model?

No matter the model you choose for your project, you should modify your people management style to meet the needs and expectations of your team and stakeholders. When using a waterfall model, be clear and consistent in defining and communicating the project plan, roles, and responsibilities. Additionally, be organized and disciplined in monitoring and controlling the project progress, quality, and risks. During any issues or conflicts that arise among the team or with the stakeholders, be supportive and respectful. Lastly, be flexible and open-minded when dealing with any changes or feedback that may occur during the project. On the other hand, when using an agile model, be agile and collaborative in facilitating and coaching the team to define and prioritize the project goals, tasks, and feedback. Moreover, be empowering and trusting in allowing the team to self-organize and self-manage their work, decisions, and problems. Additionally, be transparent and communicative in sharing information with the team and stakeholders. Lastly, be agile and learning-oriented in encouraging the team to experiment, innovate, and improve their processes.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?