In my 22-year career in the ICT industry, I’ve witnessed the evolution of various operating models, primarily boiling down to three types: Waterfall, Wagile, and Agile. Each has its own merits and challenges, reflecting the changing landscape of workplace efficiency and employee engagement.
Waterfall: The Traditional Start-Up Approach
Initially, many companies, especially start-ups, adopt the Waterfall model. This linear and sequential approach is straightforward, mirroring how we often conceptualize projects: start, progress, and complete before delivery. It’s considered user-friendly, but its rigidity can be a bottleneck in dynamic environments.
Wagile: A Hybrid Model with Challenges
Many organizations transition from Waterfall to Agile at the project level to deliver value faster to clients. However, this shift often happens without adequate change management, leading to confusion and resistance among team members. Dubbed ‘Wagile,’ this hybrid approach can lead to conflicts, as Agile methodologies at the project level clash with the Waterfall processes still prevalent in other organizational areas.
Agile: The Ideal Yet Elusive Model
True Agile organizations, which I like to call ‘Vanilla Agile,’ are rare. These are companies that have been Agile from their inception. In such setups, every process, including funding and reporting, is based on Agile principles. Working in a Vanilla Agile environment remains a goal for many ICT professionals, myself included.
Throughout my career, I’ve navigated these models, armed with qualifications in both Agile and Waterfall. I’ve seen the confusion first-hand, like when a colleague, unfamiliar with Scrum, doubted its applicability in software development – its original purpose.
A key observation is the frequent misunderstanding of roles in Agile environments, particularly between
Project Managers and Scrum Masters. These roles, while both pivotal, have distinct responsibilities and approaches. Yet, in many workplaces, there’s a tendency to overlap or misallocate these duties, often to the detriment of project outcomes.
Embracing Change and Education in New Work Models
The transition to new ways of working, especially towards Agile, requires more than just a change in processes; it demands a shift in mindset at all organizational levels. Comprehensive training, effective change management, and dedicated coaching are crucial for a successful transition. Employees must feel involved, valued, and understood during this change to minimize resistance and enhance productivity.
In Agile transformations, it’s imperative to clarify roles and responsibilities. Misconceptions, like the ones I’ve encountered, can hinder progress and create unnecessary friction within teams. Educating staff about the nuances of Agile methodologies can make a significant difference in how these models are perceived and implemented.
My Journey: From Waterfall to Agile Advocacy
Throughout my journey, I’ve advocated for a deeper understanding and more thoughtful implementation of Agile methodologies. In an industry that’s constantly evolving, staying adaptable and informed is key to success. My experience has taught me the importance of not just adapting to change but embracing it with an open mind and a willingness to learn.
This blog post reflects my insights into the ICT industry’s operational models and the challenges and opportunities they present. It’s a call to my fellow professionals, especially women in tech, to engage actively in the continuous evolution of our work environments. By understanding these models and advocating for effective implementation, we can drive positive change in our industry.©
Copyright © 2022 Lynette Diehm.
All rights reserved. No part of this post may be used or reproduced by any means, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
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