Agile ‘versus’ Waterfall, or Agile ‘and’ Waterfall?Read “Agile versus Waterfall: approach is right for my ERP project?” and discuss the two frameworks/methodologies and discuss whether – and how – they are compatible or complementary. Up to 300 wordsPlease look at the discussion examples, and reply these two students.STUDENT YW:
The article mainly compared the waterfall project approach with the agile
project approach. Lean principles focus on the work adding customer value,
adding business value, and non-adding value, as well as agile techniques
focus on empiricism, prioritization, self-organization, time-boxing, and
collaboration that will create high performance enterprise resource planning
(ERP) teams. The agile approach is helpful to increase the delivery time and
the quality of delivered product because the project approach is to build the
product that customer is most interested first, and make quick changes to fill
gaps in the requirements until the customer is satisfied. It is suitable for
customers with unclear needs, innovative projects or projects that need to
grab market share.
The waterfall itself is rigidly dividing the development of the project into
many parts and defining the milestones that the output should be achieved,
which expects all developers to focus on their own phase and increase the
phase effectiveness. Because it is called “waterfall”, it means the project
cannot rework or else the cost for revising bugs will be very high. So, the
waterfall approach is more likely to be used in relatively stable and large
projects.
The waterfall approach is complementary with the agile approach. That’s
because the ERP project not only needs the waterfall delivery approach and
operates the clear requirements step by step, but also needs agile
development to save some budgets, improve the communication efficiency
of development, and increase the delivery speed.
References
Fair, J. (2012). Agile versus Waterfall: approach is right for my ERP project? Paper presented at PMI®
Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management
Institute.
STUDENT AB:
Agile ‘versus’ Waterfall or Agile ‘and’ Waterfall
Written by: Fair, Jason
Generally, Waterfall project methodologies generate project out of budget, late in schedule, and its
benefits might be unsatisfying. Nowadays, organizations are aiming to deliver projects with fixed
constrains on resources and increase the quality of products. To achieve the organizations objectives,
we have to determine if the project is qualified to utilize an Agile or Waterfall approach.
The Agile technique is described as a “thinking principle”, it is a project methodology that focuses on
the tasks and activities that are being processes to complete and deliver a product/service. It works by
evaluating the flow of work and identify areas for improvement. It also focuses on adding customer
and business value, it also reduces the nonvalue added work in projects.
However, while the Agile method is a new way to manage projects; teams and organizations are
already familiarized with the phases and deliverables of the Waterfall methodology. Even ERP
consultants have adapted to the Waterfall development. Yet, both methodologies work according to
specific characteristics and key aspects.
Moreover, there are several comparisons between Agile and Waterfall methodologies that makes them
different.
Examples: Agile works as shorter planning based on interaction, while Waterfall works in long term
planning, with detail single timelines. Agile also works as a flexible, cross functional team
composition, however Waterfall works with rigid detailed team roles. Furthermore, changes in
deliverables are expected and less impactful using Agile than Waterfall, where changes in deliverables
are discouraged and costly. Also, in the Agile methodology, products are delivered in functional stages,
whereas in Waterfall, the fully completed product delivered at the end of the timeline.
Furthermore, to determine whether to use an Agile or Waterfall methodology, we have to evaluate the
project and sponsors characteristics criteria (e.g. the project requirements, duration, etc.).
To finalize, knowing the differences of how both methodologies work allows us to determinate which
one best fit our project. Personally, I would seek for a combination of both methodologies. Since both
have meaningful procedures and approaches, I believe that by combining them, we can get the best of
both methodologies. (e.g. Using the Waterfall methodology for a long-term project procedure but with
the sporadically collaboration and interactive approaches in teams).
Best,
Ana Sofia Huamanchumo
References:
Fair, J. (2012). Agile versus Waterfall: approach is right for my ERP project? Paper presented at PMI®
Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management
Institute.
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