Thoughts About Waterfall, Agile And Hybrid Methods

I received the following question as part of a job interview screening process and thought I'd share my thoughts in an article.

Have you worked with Agile, Waterfall, or a hybrid methodology? How do you adapt your BA approach depending on the project methodology?

MY REPLY

Yes, I’ve worked with Agile, Waterfall, and hybrid methodologies, and I’ve found the transition between them to be a fascinating exercise in adaptability. Each methodology has its own strengths, weaknesses, and cultural implications. I’ve come to see them as different mechanisms for achieving the same goal: motivating teams to deliver exceptional results. Each approach has its purpose, Agile emphasizes autonomy, Waterfall prioritizes structure, and hybrids works towards finding a balance.

The key is not to fall in love with the methodology but to focus on execution. When teams understand that methodologies are tools, not dogmas, they can achieve remarkable outcomes.

BUILDING METHODOLOGY KNOWLEDGE

I used to joke that there wasn’t a project management or business analysis certification I didn’t like. At one point, I held the PMI-PMP, PMI-ACP, PMI-PBA, CBAP, ScrumMaster, and Six Sigma Black Belt in IT. What I valued most wasn’t the certifications themselves but the learning process behind them. Pursuing these credentials was a deliberate effort to expand my knowledge and sharpen my skills. Certifications create structure, they give you a clear path to mastery and a sense of progress.

However, I had to reevaluate the ongoing certification subscription fees. After several years, I let some certifications lapse, not because I no longer valued them, but because I recognized that the true return on investment came from the pursuit, not the paper. Learning is most meaningful when it’s about growth, not credentials.

WATERFALL THOUGHTS: There’s something deeply comforting about the structure and clarity that Waterfall provides. When implemented well, the structure of Waterfall can be incredibly effective. I deeply appreciate the discipline of phase gates and the approval process that ensures each step is deliberate and aligned with the overall strategy. A well-crafted Microsoft Project schedule, designed by someone who truly understands the nuances of planning, is a work of art. Moreover, working with a knowledgeable, empathetic project manager who runs meetings with precision and purpose can elevate the entire experience.

Waterfall is often unfairly criticized, particularly by Agile enthusiasts who focus on the worst-case scenarios. Most of these critiques are based on outliers, bad projects run by bad managers. That’s not a knock on Agile (I love Agile too), but let’s give Waterfall the credit it deserves when it’s executed with skill and care.

AGILE THOUGHTS: Agile has so many elements worth celebrating. The managed backlogs, ScrumMasters, properly executed standup meetings, iterations, and retrospectives are all tools that promote flexibility and adaptability. I’m particularly drawn to Kanban boards, especially in their digital form, for how they create transparency and flow. When it comes to estimation practices, Agile often outshines Waterfall by delivering more value and minimizing wasted effort.

But Agile isn’t without its blind spots. Its communication methods can sometimes be oversold, they don’t always address deeper organizational needs for information. I’ve also observed that the Product Owner role can introduce risks that aren’t always documented or acknowledged.

Still, there’s nothing quite like watching a truly committed Agile team in action. Their ability to collaborate, innovate, and deliver extraordinary results in such a short amount of time is awe-inspiring. It’s a reminder of the magic that happens when people trust the process and each other.

HYBRID THOUGHTS: Hybrids sound like the dream setup, cherry-picking the best of Waterfall and Agile while ditching the baggage. But let’s be real: 'your mileage may vary.' There is a risk that a stated Hybrid method is really a "we are flying by the seat of our pants" in a cheap disguise.

That said, when implemented thoughtfully, Hybrid methods can be incredibly effective. I’ve had success incorporating Agile iterations into Waterfall phase gates. It requires an initial tolerance for uncertainty, as the tempo of iterations can take time to stabilize, but the payoff is worth it. You can also enhance clarity by tagging backlog items with phase gate categories and using those as reporting metrics. Ultimately, Hybrids work best when they’re intentional and rooted in the principles of both adaptability and structure.