How to Transition from Waterfall to Agile| “Doing” Vs. “Being” Agile Explained?

Lately, there is a lot of discussion on social media around Agile Transformation where changing the mindset is deemed critical, and doing any framework ‘by the book’ is looked at as a purist approach if not termed as doing Agile and shunned.

The trend that seems to be evolving is the notion of ‘Being Agile’ more important than ‘Doing Agile’. Teams and leaders are being misguided to incorporate parts of the framework and touting it as pragmatism.

“Doing” Vs. “Being” Agile

Let’s take Scrum for example – Scrum is a framework for developing, delivering, and sustaining complex products. It consists of roles, events, artifacts, and the rules that bind them together to achieve that goal.

The premise of the Scrum framework is Empirical Process Control where decisions are made based on observation and experimentation rather than theory or pure logic. Empirical process control leverages the principles of transparency, inspection, and adaptation. Scrum achieves this using three (3) Artifacts for creating transparency, five (5) Events that provide inspection and adaptation opportunities, and three (3) roles detailing the Accountabilities and responsibilities designed to optimize flexibility, creativity, and productivity.

The 11 (3+5+3) essentials or non-negotiable aspects of the Scrum framework are the bare essentials for it to function. When teams cherry-pick from the 11 essentials, it renders the empirical approach ineffective.

Imagine somebody suggesting the teams use Kanban but without visualization or limiting the work in progress in the name of pragmatism or incremental improvement.

This misconstrued definition of pragmatism coupled with various biases like confirmation bias, loss aversion, sunk cost fallacy and the comfort of the status quo makes the laser beam focus on ‘Being Agile’ look like social proof.

Neuroscience indicates that the human brain relies on pattern-matching algorithms that it has developed over a period of time by hard-wiring neural paths. The easiest and the path of least resistance is attempting to create a new neural pathway rather than attempting to change the existing ones.

Quoting Jerry Sternin, author of The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems? “It's easier to act your way into a new way of thinking than think your way into a new way of acting.” Actions Not Thoughts Start the Difficult Process of Change, So let’s get started, let’s start ‘Doing Agile’ with the intent of ‘Being Agile’.

When to Use Waterfall vs Agile

Ah, the age-old debate: waterfall methodology vs agile. It’s like comparing a printed map to Google Maps. One is linear, predictable, and perfectly fine—if you never take detours. The other? Fast-paced, adaptable, and occasionally chaotic—but hey, at least it reroutes!

So, when do you actually use the Agile project management methodology, and when does Waterfall deserve its moment in the spotlight?

Well, if your project has crystal-clear requirements that won’t change (like, ever), strict timelines, and zero room for experiments—hello, Waterfall! It’s like baking a cake with a recipe you must follow to the letter. No improvisation, no funky frosting, just structure. It’s perfect for construction, hardware, or other big-budget projects where every step needs approval before moving on.

Now, Agile? Agile is your cool, chaos-loving friend who thrives on feedback and change. If your project involves complexity, uncertainty, and the need for frequent updates (think software development, marketing campaigns, or product design)—Agile’s your BFF. The Agile project management methodology welcomes change like it’s the guest of honor at a team retrospective.

But here’s the twist: it’s not always about just choosing one over the other. Sometimes, hybrid approaches work better—especially during a seamless transition to Agile. You might plan with a Waterfall mindset and execute with Agile sprints. Gasp! A crossover episode!

And yes, we hear you—“A Seamless Transition To Agile – Are We Finally Over The ‘Doing’ Vs. ‘Being’ Agile” discourse yet? Spoiler alert: not quite.

Let’s be real. The whole ‘Being Agile’ vs. ‘Doing Agile’ debate has turned into LinkedIn’s version of a reality show. You’ve got purists clutching their Scrum Guides, and pragmatists DIY-ing their way through stand-ups. But here’s the tea—‘Being Agile’ isn’t just a mindset, and ‘Doing Agile’ isn’t a sin.

You don’t just think your way into agility while sipping herbal tea in a retrospective. Neuroscience (yes, science!) says the brain prefers action over contemplation. So, do the thing—follow the events, respect the roles, keep the artifacts sacred. Do Agile... with the intent of Being Agile.

Whether you’re starting with Waterfall methodology vs Agile, or somewhere in the awkward in-between, the goal is progress, not perfection.

How to Transform from Waterfall to Agile

Okay, so you’ve been running projects the good old-fashioned way—you know, requirements doc that’s thicker than your favorite novel, a carefully curated project schedule, and a Gantt chart that could intimidate even the most seasoned PM. Welcome to the Waterfall Methodology: clear stages, big plans, no turning back once you’re halfway down the waterfall. 

But now you’re hearing whispers in the hallway about Agile methodologies, Scrum vs Kanban, and maybe even the mystical Scrumban. Your teammates are throwing around words like epics, user stories, and “Did we update the Definition of Done yet?” You're wondering: Is it time to switch? Is there a transition from Waterfall to Agile project management free handbook somewhere?

Well, no free magic spell, but yes—we do have you covered!

Step 1: Accept the Great Divide 

Before you start dismantling your perfectly color-coded workflow chart, you need to understand what makes Agile vs Waterfall so different.

• The Waterfall model follows a sequential, stage-gated approach. You complete one step, like planning, then move to design, then development, and so on. It’s like baking a cake: no room to rework after it’s in the oven.

• Agile, on the other hand, embraces iteration, feedback, and continuous improvement. Think of it more like taste-testing a new dish as you cook—failing fast, learning faster.

If you're building a bridge, maybe stick to Waterfall. But if you're building an app? Agile all the way. 

Step 2: Start with the Agile Manifesto 

Want to “do Agile” right? Start by reading the Agile Manifesto. It’s not a dusty old scroll. It's four values and 12 principles that focus on people over processes, working software over excessive documentation, collaboration over contracts, and responding to change over following a plan.

Step 3: Don’t Burn the Bridge

Transformation doesn’t mean tossing the project baseline and running into the Agile forest barefoot. Use a hybrid approach. Take your project roadmap, and instead of using it as a concrete path, make it flexible. Convert project dependencies into backlog items. Break your scope of work into epics, themes, and eventually into bite-sized user stories.

Introduce regular backlog grooming (aka product backlog refinement meetings) and get cozy with Scrum tools, workflow automation software, and yes—even that task dashboard guide you bookmarked months ago.

Step 4: Understand the Tools That Make Agile Shine

Let’s be real—Agile without tools is like pizza without cheese. Consider bringing in:

• Scrum Board: For tracking your sprint backlog, and no, sticky notes alone won’t cut it anymore.

• Burn up chart & Velocity in Scrum: To measure progress and see how fast your team’s moving (or not).

• 4 Kanban principles & 4 Kanban metrics: Especially if you’re flirting with Kanban or Lean methodology.

• Sprint cadence, sprint planning tools, task tracker, and backlog management tools.

• Workflow automation and workflow examples: To keep things moving and reduce boring admin work.

The tools exist for a reason. Use them. Love them. Customize them with silly emoji if it helps.

Step 5: Train Your Brain (and Your People)

Going Agile is as much about mindset as it is about process. But here's the kicker—you can't “be Agile” without first “doing Agile.”

Remember that quote from earlier? “It’s easier to act your way into a new way of thinking than think your way into a new way of acting.” Jerry Sternin was onto something.

So set up that sprint demo, practice using a Definition of Ready, adopt a Lean process improvement mindset, and embrace the Scrum values of commitment, courage, focus, openness, and respect. Get your team into Agile conversations, run retrospectives, and track metrics to improve.

Even better? Use a project timeline software, play with Gantt chart examples (yes, even in Agile!), and experiment with top workflow management tools and roadmap tools until you find your Agile groove.

Step 6: Agile at Scale 

Early adopters of Agile were small teams. But now we’re seeing Agile pop up everywhere—DevOps, Agile marketing, product management, even technology roadmaps. Entire organizations are shifting toward Agile at scale, from individual contributors to Program vs. Project Managers trying to coordinate entire departments.

Enter Value Stream Management, Agile Teams, Program Management vs. Project Management, and all the cool big-picture stuff. That’s when you realize Agile isn’t just a methodology—it’s a lifestyle.

TL;DR: Waterfall to Agile 

• Start by understanding Agile project management methodology

• Break up your Waterfall methodology steps into iterative chunks

• Embrace the backlog 

• Use tools that support flexibility—hello, task tracker, and workflow automation

• Shift your mindset gradually: Doing Agile leads to Being Agile

• Be okay with uncertainty, change, and—dare we say—chaos (because Agile thrives there)

The transition from Waterfall to Agile might feel like trading a ruler for a paintbrush—but that’s the beauty of it. With a little structure, a dash of chaos, and a whole lot of feedback, you’ll be shipping value like never before.

Agile vs Waterfall: At a Glance

When comparing Agile vs Waterfall, the primary difference lies in their approach to project management. Agile is iterative and adaptive—projects are broken down into smaller cycles (sprints), allowing teams to respond quickly to changes, continuously test, and involve customers throughout the process. This makes Agile ideal for projects with evolving requirements, especially in software development.

Waterfall, by contrast, follows a linear and sequential path. Each phase—planning, development, testing, and delivery—is completed before moving to the next. It relies on detailed upfront documentation and is best suited for projects with fixed scope and requirements, such as construction or manufacturing.

Agile emphasizes collaboration, flexibility, and frequent delivery, while Waterfall focuses on structure, predictability, and comprehensive planning. Choosing between the two depends on your project needs, complexity, and how open you are to changes during execution.