The War between Waterfall and Agile; must we?

When you spend a long enough time in any profession, you see fads come and go.  The flames of change get fanned by software companies, industry publications, academic theorists and a host of other protagonists, and we’re off to the races chasing the latest and greatest (insert your own here).  The current buzz in the project management and software development worlds swirls around Agile Methodologies.  Camps divided, swords drawn, the traditionalist waterfall proponents vs the new age agilest.  Let the games begin!    Who’s right?  Who will dominate? 

When I take a step back from the warring sides, it becomes clear that the answer isn’t one or the other, it’s what is best in this situation or another.  What I will offer is the following startling revelation:

1. Not all waterfall projects fail.  Yes, there is plenty of media coverage of the 3 year $100,000,000.00 projects that sent Company XYZ into bankruptcy.  But what about all the quiet projects that use waterfall and are a rousing success.
2. Not all agile projects succeed.  Introducing agile is more of a mind shift than just a change in methodology.  This cultural change causes upheval; be prepared for resistance.

Understanding the corporate dynamic, adaptability to change, and culture should never be overlooked when contemplating this type of mind shift.  It is through open discussion and analysis that the right way will be found, not blind allegiance to one or the other.

I’ll be posting more on this subject in the future.  Keep watching

Our blog

Welcome to the Run Right, LLC blog. 

We hope to keep you entertained and informed with periodic missives we think you might enjoy.

As I write this first blog entry, Linda is in Las Vegas attending the IUA meetings as part of CA World.  Once she returns in a few days I expect she will post an entry or two on what transpired there.

We hope to use this blog to both entertain and educate, and also as a place where we can vent about some of the nonsense we all occasionally see in today’s corporate IT.  We have our opinions!

Our hot buttons generally center around a few items:

• IT failing to communicate adequately with the business (you have to get them engaged!)
• IT failing to listen to the business (they don’t talk our language, we need to listen, not just hear)
• IT, with help from the business, making poor choices with the IT investment
• IT failing to communicate with other portions of IT (development vs. operations vs. system folk)

I’m sure we’ll have plenty of tinder to light some interesting flames; hopefully shedding not only heat but light.

Speak to you soon;

Don