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Should You Go Agile, Waterfall or Leverage a Combined Approach?

By this article, I wanted to take a closer look at a struggle that most companies face. In the field of project management, there is a debate concerning the ideal approach for the organization to do project management. On one hand, we have a “free” format of Agile and on the other side of the spectrum, we have the traditional Waterfall approach. In this article, I’d like to take a close look at pro’s and con’s for these methodologies and describe how a PM could even use a best of both worlds approach.Traditional/Waterfall methodologyIn a traditional waterfall project, the project manager has given a (somewhat) fixed budget and he or she should accomplish a task within a deadline, which most of the time has resulted into a finished product or service. This is a time-honored traditional way of approaching projects. Where there is a goal, a timespan and a number of resources that should be utilized to achieve that goal.                                                                                           Do You Know?                                                           Waterfall approach is used where the end result is fixed. This approach is particularly useful in situations where the outcome is fixed. Such as the construction of a building or car or even a phone. These products have a physical footprint and changes to these products can almost always be labeled as a completely new project. For example, adding a new floor to the building. The waterfall approach tools of choice are Excel, Microsoft Project (or server) and Primavera. As well as some tools that are highly focused on a specific niche. A traditional project could look something like this (example in Microsoft Project):Pro’s for the traditional/waterfall modelClearly defined resultTime, resources and quality are budgeted up frontCon’s for the traditional/waterfall modelProduct or service is only finished at the end of the projectWhen the end product is ready, it is done. There are no further iterationsThere is a need for a lot of documentationScope creep can be very costly due to late response to changesAgile MethodologyThe completely opposite to the traditional/waterfall approach.  Its origin is found in software development. The Agile Manifesto is the document that describes the Agile methodology and the core values:Individuals and Interactions over processes and toolsWorking Software over comprehensive documentationCustomer Collaboration over contract negotiationResponding to Change over following a plan Organizations are struggling to find a suitable approach for Agile in all departments of the organization. This, in my opinion, is mainly due to the fact that it is found rooted in the software development departments. And therefore wasn’t designed for all types of organizational projects.The Agile approach tools of choice are Excel, Jira, VSTS (or Azure DevOps as it’s now called) Basecamp and Trello. As well as some tools that are highly focused on a specific niche. An Agile “project” could look something like this (example in Microsoft Project):Pros for working AgileFast time to market for a first iteration and working product/serviceHigh focus on quality deliveryCons for working AgileNot all products seem suitable for this approachNo clear end in sightIt requires a team to be fully assigned to the product/serviceDifficult to negotiate budgets to upper managementMaking Agile and Waterfall model work together 1. Agifall approach.As the hype for Agile Project Management is slowly subsiding, there are more and more people that believe that Agile is not the holy grail of project management. We are coming to a more mature understanding of the overall complexity of projects in general. There are so many factors that come into play among others: politics, resource availability, budget, client’s needs, communication difficulties.Maybe we should look for a solution that is best of both worlds. Maybe we can find a way to combine the Agile and traditional Waterfall methodologies. There are multiple sources that advocate a Water–Agile–fall approach. This approach will help to reach a finished product if followed properly. This includes ample documentation and clear goals from the start. But, it also includes an Agile part where a team will have sprints to improve the product in the phase where real development is done. This enforces fast delivery and high quality with a lot of client interaction. In any case; pure Agile and pure Waterfall companies are hard to come by. So, most organizations are pushed to integrate Agile into a Waterfall world, mainly because of certain departments in the organization work more towards Agile than Waterfall and the other way around. Now, let’s see the two popular hybrid methodologies-Water-Scrum-Fall approach Water-Scrum-Fall ApproachWater-Scrum-fall model is the one model which allows the blending of Agile and Waterfall methodologies. The teams like Business analysis and Release management teams conform to the traditional Waterfall model, whereas the Development team and testing team adheres to the Scrum method in a limited way. In Water-Scrum-Fall approach, the processes in the traditional Waterfall model are mixed with the processes of Scrum framework model. The Waterfall processes like planning, requirements gathering, budgeting and documenting the project’s progress are integrated with the timeboxed, iterative version of Scrum during the product development. The mixing of Agile and Traditional Waterfall strategies is done if there are enough details to start the development phase.Water-Scrum-Fall model UsageOrganizations use this approach in the following conditions-When the project needs in-depth details in the planning phase to make a precise budget estimation. Because, if the project processes are well-planned, then the management can also feel secure to portion out the funds for the project implementation.  The natural tendency of the developers and testers to look at the Agile practices during the development phase. This happens because the Agile methodology provides them the chance to collaborate as per the needs of the project. AgiFall methodology The motto of getting the best of Agile and Waterfall gives birth to the concept called AgiFall. This approach was first presented at Vancouver Digital Project Managers Meetup Group. It consists of the mixture of Waterfall and Agile principles. The aim is to increase the speed, decrease the cost, and most importantly improve the quality of the end-product.  The AgiFall approach carries out the Waterfall processes like planning and requirements phases activities in an Agile manner. These activities are broken into the user stories and prioritized them in the Sprint. In this method, you don’t need to wait for one phase to finish to begin the next one. This means that you can carry on with the development process while the planning phase is going on. in AgiFall model, the development phase implements the Agile principles.Can Agile and Waterfall Hybrid go with each other?Today, backlog management replaced the comprehensive documentation due to the evolution of techniques. This can be the best example of successful adoption of the hybrid model. The Waterfall-Agile hybrid model is most suitable for the projects which expect that the team should address and deliver the constantly changing requirements within a limited period of time.When the Manager has to implement a particular methodology during the Planning phase, the best way is to select that methodology which matches the project needs. Additionally, the team should have crystal clear understanding of the hybrid model and its implementation knowledge. Otherwise, it will result in a failure spreading a mess with no benefits.Final notesI hope you liked reading my first article on the Knowledgehut. The screenshots I took came from the Office Insider version of Microsoft Project Pro for Office 365. I’ve done a video on how to get the office insider version. This is the version that includes the newest features released by Microsoft. Such as the Agile board I’ve used in the example of Agile.Keep Planning with Waterfall, Executing with Agile, and Speed up the Product Development process!If you like to read more about Agile and Waterfall, here are some great articles I found interesting to read. Click to read a relevant article which I found interesting.
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Should You Go Agile, Waterfall or Leverage a Combined Approach?

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Should You Go Agile, Waterfall or Leverage a Combined Approach?

By this article, I wanted to take a closer look at a struggle that most companies face. In the field of project management, there is a debate concerning the ideal approach for the organization to do project management. On one hand, we have a “free” format of Agile and on the other side of the spectrum, we have the traditional Waterfall approach. 

In this article, I’d like to take a close look at pro’s and con’s for these methodologies and describe how a PM could even use a best of both worlds approach.

Traditional/Waterfall methodology
Traditional/Waterfall methodology

In a traditional waterfall project, the project manager has given a (somewhat) fixed budget and he or she should accomplish a task within a deadline, which most of the time has resulted into a finished product or service. This is a time-honored traditional way of approaching projects. Where there is a goal, a timespan and a number of resources that should be utilized to achieve that goal. 

                                                                                          Do You Know?

                                                           Waterfall approach is used where the end result is fixed. 

This approach is particularly useful in situations where the outcome is fixed. Such as the construction of a building or car or even a phone. These products have a physical footprint and changes to these products can almost always be labeled as a completely new project. For example, adding a new floor to the building. 

The waterfall approach tools of choice are Excel, Microsoft Project (or server) and Primavera. As well as some tools that are highly focused on a specific niche. A traditional project could look something like this (example in Microsoft Project):

 Microsoft Project


Pro’s for the traditional/waterfall model

  • Clearly defined result
  • Time, resources and quality are budgeted up front

Con’s for the traditional/waterfall model

  • Product or service is only finished at the end of the project
  • When the end product is ready, it is done. There are no further iterations
  • There is a need for a lot of documentation
  • Scope creep can be very costly due to late response to changes

Agile Methodology

Agile Methodology

The completely opposite to the traditional/waterfall approach.  Its origin is found in software development. The Agile Manifesto is the document that describes the Agile methodology and the core values:

Individuals and Interactions over processes and tools

Working Software over comprehensive documentation

Customer Collaboration over contract negotiation

Responding to Change over following a plan 

Organizations are struggling to find a suitable approach for Agile in all departments of the organization. This, in my opinion, is mainly due to the fact that it is found rooted in the software development departments. And therefore wasn’t designed for all types of organizational projects.

The Agile approach tools of choice are Excel, Jira, VSTS (or Azure DevOps as it’s now called) Basecamp and Trello. As well as some tools that are highly focused on a specific niche. An Agile “project” could look something like this (example in Microsoft Project):

Agile project
Pros for working Agile

  • Fast time to market for a first iteration and working product/service
  • High focus on quality delivery

Cons for working Agile

  • Not all products seem suitable for this approach
  • No clear end in sight
  • It requires a team to be fully assigned to the product/service
  • Difficult to negotiate budgets to upper management

    Cons for working Agile

Making Agile and Waterfall model work together 

1. Agifall approach.

As the hype for Agile Project Management is slowly subsiding, there are more and more people that believe that Agile is not the holy grail of project management. We are coming to a more mature understanding of the overall complexity of projects in general. There are so many factors that come into play among others: politics, resource availability, budget, client’s needs, communication difficulties.

Maybe we should look for a solution that is best of both worlds. 

Maybe we can find a way to combine the Agile and traditional Waterfall methodologies. There are multiple sources that advocate a Water–Agile–fall approach. This approach will help to reach a finished product if followed properly. 

This includes ample documentation and clear goals from the start. But, it also includes an Agile part where a team will have sprints to improve the product in the phase where real development is done. This enforces fast delivery and high quality with a lot of client interaction. 

In any case; pure Agile and pure Waterfall companies are hard to come by. So, most organizations are pushed to integrate Agile into a Waterfall world, mainly because of certain departments in the organization work more towards Agile than Waterfall and the other way around. Now, let’s see the two popular hybrid methodologies-

  1. Water-Scrum-Fall approach 

Water-Scrum-Fall Approach
Water-Scrum-Fall Approach

Water-Scrum-fall model is the one model which allows the blending of Agile and Waterfall methodologies. The teams like Business analysis and Release management teams conform to the traditional Waterfall model, whereas the Development team and testing team adheres to the Scrum method in a limited way. 

In Water-Scrum-Fall approach, the processes in the traditional Waterfall model are mixed with the processes of Scrum framework model. The Waterfall processes like planning, requirements gathering, budgeting and documenting the project’s progress are integrated with the timeboxed, iterative version of Scrum during the product development. The mixing of Agile and Traditional Waterfall strategies is done if there are enough details to start the development phase.

Water-Scrum-Fall model Usage

Organizations use this approach in the following conditions-

  • When the project needs in-depth details in the planning phase to make a precise budget estimation. Because, if the project processes are well-planned, then the management can also feel secure to portion out the funds for the project implementation.  
  • The natural tendency of the developers and testers to look at the Agile practices during the development phase. This happens because the Agile methodology provides them the chance to collaborate as per the needs of the project.

 AgiFall methodology  AgiFall methodology

The motto of getting the best of Agile and Waterfall gives birth to the concept called AgiFall. This approach was first presented at Vancouver Digital Project Managers Meetup Group. It consists of the mixture of Waterfall and Agile principles. The aim is to increase the speed, decrease the cost, and most importantly improve the quality of the end-product.  

The AgiFall approach carries out the Waterfall processes like planning and requirements phases activities in an Agile manner. These activities are broken into the user stories and prioritized them in the Sprint. In this method, you don’t need to wait for one phase to finish to begin the next one. This means that you can carry on with the development process while the planning phase is going on. in AgiFall model, the development phase implements the Agile principles.

Can Agile and Waterfall Hybrid go with each other?

Today, backlog management replaced the comprehensive documentation due to the evolution of techniques. This can be the best example of successful adoption of the hybrid model. The Waterfall-Agile hybrid model is most suitable for the projects which expect that the team should address and deliver the constantly changing requirements within a limited period of time.

When the Manager has to implement a particular methodology during the Planning phase, the best way is to select that methodology which matches the project needs. Additionally, the team should have crystal clear understanding of the hybrid model and its implementation knowledge. Otherwise, it will result in a failure spreading a mess with no benefits.

Final notes

I hope you liked reading my first article on the Knowledgehut. The screenshots I took came from the Office Insider version of Microsoft Project Pro for Office 365. I’ve done a video on how to get the office insider version. This is the version that includes the newest features released by Microsoft. Such as the Agile board I’ve used in the example of Agile.

Keep Planning with Waterfall, Executing with Agile, and Speed up the Product Development process!

If you like to read more about Agile and Waterfall, here are some great articles I found interesting to read. Click to read a relevant article which I found interesting.

Erik van

Erik van Hurck

Blog Author

Erik van Hurck is a senior PPM consultant working with Projectum, a Nordics and Western Europe based Microsoft Gold partner. Erik’s contribution to the community has awarded with the status of Most Valuable Professional by Microsoft. It is Erik’s goal to help current and future users of Microsofts Project and Portfolio Management software to achieve the most while making their experiences with the tools as enjoyable as possible.

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2 comments

Deepak Singh 27 Nov 2018

Thank you Sir for very detailed article

Blessy Princes 28 Nov 2018

Do you have any branches in Hyderabad or I have to take online course?

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Failures in Agile Transformation

With the increase in Agile adoption across the organization, the stories are piling up too. Now the question is, are these success stories or the failure stances. Usually, in the conferences or meetups, you get to meet people from various establishments, this is just another way of getting to hear what worked or what not. Even in your own organization, you can feel the pulse of the transformation. There are many reasons why we end up with messy transformation, I have tried elaborating few in the discussion today but there’s more to it. As you read, you might connect with some of the points, let’s start the digging:1. AIMING ON PROCESSES AND NOT PEOPLEThe inclination of Agile is more towards people or individuals, we talk about empowering team, making them self-organized. We even talk about creating high performing teams which can deliver maximum value by the end of every increment. With the adoption of Scrum, where the core values involve Focus, Openness, Respect, Commitment and Courage at the root level, the ‘people’ factor becomes important. Ultimately, it the ‘people’ who work at the ground level for client satisfaction, to achieve this, they adopt processes for smoother workflow. That’s it! Organizations, during their transformation, tend to overlook this critical piece. Their approach becomes more inclined towards processes and they start considering Agile as a process but in fact, Agile is more of a mindset change. Process starts getting priority over people or individuals, always remember, process is just for supporting or helping the individuals with their work. People are not for the processes, even one of the four principles in the agile manifesto says: “Individuals and Interactions over Processes and tools”. I was surprised to hear in one of the trainings’ that people in the same team are using mail to communicate around the stories/deliverables. Can we not give preference to face to face interactions?2. MICROMANAGING THROUGH CEREMONIESSelf-organization is one of entities in Agile, the core says, trust your teams. Micromanagement not only hinders creativity, but it also impacts the morale of agile teams. Management or the scrum master should refrain from getting into the minute details during the scrum ceremonies. Most of the times, it is observed that the daily scrum gets converted into a status meeting either for the scrum master or for the technical lead. As a Scrum Master, you should help the team getting self-organized rather than being directive. One of the principles from Agile talks about giving the space and trust: “The best architectures, requirements, and designs emerge from self-organizing teams.” This enables the team to find their own solutions, helps them with innovation and most of all, teaches them the value of being a team. Every ceremony has its own schema and none of the ceremony is to track individual chores. You must trust your teams, remember, trust can do wonders, believe me, if you trust your people, they will never let you down. Here comes another principles’ focusing on the same. “Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done.”3. Hastening the TransformationAny change, whether it is for the system or for an individual, takes time. When was the last time you promised yourself to change one of your habits, was that easy? Almost every individual at the start of the year takes so many resolutions, how many do you think gets accomplished! Same goes with the transformation, it takes time and you will have to give because it is not just about the individual, it is about the organization. When the transformation journey starts, the delivery teams take the maximum heat. They are the ones who are expected to be Agile BUT the management usually lags, they are still in need of mindset to support the change. Just by doing the agile ceremonies is not being Agile, it comes with a wide variety of shift, be it - culture, technical, management or team. You have to accept that it is going to be a challenging journey which will have its own milestones and you cannot skip those. Also, it is long journey with hiccups, be ready to accept the challenges, learn from the mistakes and come up with the action items to improve.4. Scrum Roles Getting a Back SeatWhen teams in agile are formed, some of the roles are asked to play dual. In such scenarios, scrum master roles can be played either by the team lead or by someone who is ready for that extra piece. Though the role gets played, but the essence of this position goes for a toss. The focus just stays on delivery without instilling the purpose.  The organisation needs to acknowledge that scrum master'sis a fulltime job that helps teams in staying on track, motivated and helps them see their own progress through information radiators. Anyone else playing a dual role might not do justice and end up walking on two different tracks - not able to reach the goal in both the positions. The team needs someone who can teach, mentor, train and be with them. Just forming the team is not enough if the organization doesn't follow the best practices, such cases tend to get trapped.5. Lack of support from Middle managementIn my past experiences with the organizations in transformation mode, usually the middle layer is where the problem brews. Transformations get a go ahead from the top layer, but it gets difficult for the middle management to adopt. It is important to ensure alignment among the leaders of the organization on the aspiration and value of the transformation is done before moving ahead with the approach. In another example we can see a project manager being insecure as most of the juggling is being handled by the scrum master. In such cases, to prove their existence, the middle layer starts getting into the little details, this impacts the team as half the time they are functioning as per the project manager. Due to this, we hear a lot about the role of scrum master being questioned on their responsibilities. They are assumed to be just sitting and watching, in other words, doing nothing! According to the research led by AgileTurkey.org in Turkey in 2018, the two major hindrances to agile transformation were found out to be the resistance to transformation and culture transformation. Existing managers have a lot to do in order to manage with these two major challenges, they should be part of the transformation beginning from themselves, their day-to-day actions, and should guide the whole company by being supportive of the process.6. Tools over mindsetWith the transformation comes the need to use fancy tools and abide by ‘laws of the tools. Some feel proud in using the costliest tool, some make it a point to introduce the tool being used by the competitor. But is it worth it? Transformation can be done using ‘MS Excel’, there is no set protocol for focusing on the tool. Though the tools play an important part, but teams should focus on Agility and Scrum framework first and then on tools. You certainly need to track metrics like velocity, burn-down, estimates. But with the right mindset, the goal can be achieved with no trouble. This doesn't mean tools are bad, but it means mindset should be given priority over the extensive use of tools.7. Transformation as a Destination (Thinking Your Transformation Is Done)Many a time, we hear ‘We are now agile, we transformed in so and so year’ and what not. But is agile a destination, NO, it a journey, a never-ending journey. Some teams think just by implementing a bunch of backlogs, doing the ceremonies and tracking metrics, they are Agile. No, they are not!Whatever way out we have today are based on our experience, knowledge and the situation we are in. If any of the factors change, our solutioning will be different. Both the values and principles of the Agile Manifesto point to the continuity of the process. Responding to change over following a plan relates appropriately as much to the processes as to our sprint outputs. We have to understand that process is never whole. You just have to continue reflecting what worked and how to fine tune the process whenever required.8. 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As per scrum guide – “Cross functional teams are groups consisting of people from different functional areas of the company. – it should be formed not only with technical specialists (Back-end, Front-end developers, QA engineers, etc.), but also consists of member like Business Analysts, Marketing and UX specialists or anyone else taking an active part in the project.”9. Scrum for AllJust because everyone is going that way doesn’t mean that way is for you too! It is necessary to understand the current and what exactly you want it to be once the journey starts.  Scrum is one of the frameworks to help with complex adaptive projects, but it is not for all the products or projects. If you are transforming your IT helpdesk department, scrum might come out as a failure, the support team cannot say that they will be delivering 10 high priority tickets after the end of sprint, where sprint duration ranges from two week to a month. Second scenario can be the team handling production defects. 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How much does a Scrum Master earn? How prolific being a Scrum Master is? These are quite relatively simple and common questions but answering them is not that simple. Scrum Master was created around 1992 by Jeff Sutherland and his teams and is quite a new term. Nevertheless, it has not taken long to establish its importance to companies across the world. Scrum Master is currently one of the most promising jobs in the world.In this article, we will cover various aspects of a Scrum Master salary, such as how much a Scrum Master earns, what affects it and how, what the future prospects of a Scrum Master are in terms of salary structure and growth, and why Scrum Masters earn so much.How much does a Scrum Master Earn?According to Payscale, on an entry-level, Scrum Masters in India earn an average of Rs 723,565 per year, going up as high as Rs 1,486,991. 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Awareness of multiple Agile techniquesTo get better job opportunities, it is preferred to have knowledge of widely successful Agile techniques such as:User StoriesATDDTDDContinuous IntegrationContinuous testingPairingAutomated TestingAgile Games4. Applicable knowledge of the technologiesA particular organisation will pay you a better package for a Scrum Master if you have a sound grip over the type of technology they use to run their business. Why? It is simple. If you are aware of the system they work in, then they do not have to work on much in getting you in sync with the way they work in their organisation5. Knowledge of appropriate patterns and techniquesA progressive Scrum Master always thinks of using a variety of relevant well-documented patterns and techniques for filling in the intentional gaps left in the Scrum approach, such as Burndown technologies, various Retrospective formats, handling bugs and many more6. Location of the jobThe salary of a Scrum Master depends massively on where the job posting is. If the living standard of a particular city is high, so are the chances of getting a higher pay package. On the other hand, a city having a comparatively lower standard of living renders the Scrum Masters with a lesser salary range.Reason for Scrum Masters being so valuedWhy are the Scrum Masters paid so much? What do the Scrum Masters have to offer that makes them so vital to organisations? After all, in the past few years, Scrum methods have swiftly brought in a revolutionary change in project handling and problem-solving matters.We are living in times when software needs to be delivered on time after much feedback, changes, supervision. Collaboration with frequent updates and patches. To meet the delivery deadline, it is essential to keep the team members connected and in sync, preferably face-to-face. This is critical as the team working on the project should be well informed, collaborated and kept up to date throughout the project. Failure to execute any one of these steps would lead to a breakdown in software, the end result being loss of business, not to forget the reputation of the relevant organisation being tarnished.Nowadays, companies prefer the Agile workflow and are aware of the importance of a Scrum Master in an organisation. Converting a team into a productive one and self-organised by following the Agile practices without any fail, that’s what Scrum Masters do and that is what makes them special.
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How much does a Scrum Master earn? How prolific be... Read More

Differences Between Agile Coach and Scrum Master

There is an exponential increase in the demand for Agile Coaches in the market. But at the same time, there is a lot of confusion regarding the differences and commonalities between an Agile Coach and Scrum Master. When the teams are already being coached by Scrum Masters, what is the need for an Agile Coach?It is really important to understand that there are many similarities between the two roles. Both Agile Coach and Scrum Masters are responsible to help develop an Agile mindset in their organisations. Even the techniques that they use to support and facilitate their teams are very similar. The difference lies in their scope.In this article, we are going to discuss the key differences between and see how a Scrum Master and Agile Coach complement each other and play important roles.Agile Coach vs. Scrum MasterScrum MasterAgile CoachFocus AreasWorks with one Scrum teamApply the basic Scrum practicesWorks with multiple Agile teamsDefines what has to be done, how, who does it, etc.KnowledgebaseScrum practicesScrum and other frameworks like Kanban, Scaling Methods, etc.ExperienceLess than 5 years in ScrumGreater than 5 years in multiple frameworksSalary$115,766$149,867Now, let us take a deeper and clearer look at the differences between the two roles.The Scrum MasterAs a facilitator of an agile development team, a Scrum Master is responsible for managing the process of how information flows. The Scrum Master is like a leader for his Scrum team and focuses on a single team or at the most, a couple of teams. He is up-to-date with everything that is taking place inside the workplace, and knows the whole team inside out.The Roles and Responsibilities of a Scrum MasterMake sure the team is well trained and is working in accordance with the Scrum framework and Agile practices.Impediment solving, that is, anticipate, identify, track, and remove any impediments that the Scrum team faces or might face.Manage and drive the Agile process, that is, scope and timeline of the entire project.The Agile CoachThe Agile Coach is expected to have a deep understanding of multiple Agile methodologies which are beyond the Scrum Framework.The main focus of an Agile Coach is not to support individual team members but rather implement an Agile working method in an organisation. Unlike Scrum Master, an Agile Coach is not a part of a specific Scrum team. The role of being an Agile Coach is independent and has the responsibility to coach various teams or management.An Agile Coach works directly with teams or works via a team’s management. Moreover, they work with Scrum Masters and managers to help increase a team’s agility.The Roles and Responsibilities of an Agile CoachOffer new tools and techniques to promote a healthy group dynamic.Make sure that teams work together effectively. For example, implementation of Scaled Agile Framework (SAFe) that requires active coordination at a team and enterprise level.Make the individual employees as well as the various teams aware of their strengths and weaknesses in order to develop a collective Agile mindset.In summaryThe roles of an Agile Coach and Scrum Master are used interchangeably, which is counted as a risky move. Though the roles of Agile Coach and Scrum Master have a lot in common, there are a lot of differences as well. Agile Coaches deal with the process and not the content, and are most in-demand when an organization is transitioning to Agile.You can gain distinct benefits out of both roles, all you need to know is how to leverage their skillsets and make the most out of the same to reap the benefits of Agile adoption.
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Differences Between Agile Coach and Scrum Master

There is an exponential increase in the demand for... Read More

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