Waterfall projects are a traditional project management methodology that follows a sequential approach. Each phase of the project must be completed before moving on to the next phase. Waterfall projects are typically well-planned and have a clear scope of work.
Agile projects are a more iterative and flexible project management methodology. Agile projects are broken down into smaller sprints, each of which has a specific goal. Teams work on one sprint at a time and deliver working software at the end of each sprint. Agile projects are well-suited for projects with changing requirements or where there is a high degree of uncertainty.
Human resource management (HRM) is the process of managing people in the workplace. HRM activities include recruiting, hiring, onboarding, training, performance management, compensation and benefits, and employee relations.
HRM in Waterfall projects
In Waterfall projects, HRM activities are typically planned and executed in a sequential manner. For example, the HR team may recruit and hire new employees for the project team early in the project life cycle. They may then provide training to the team on the project’s specific requirements and processes. Once the project is underway, the HR team may provide ongoing support to the team, such as managing performance, resolving conflicts, and providing employee relations support.
HRM in Agile projects
In Agile projects, HRM activities are more iterative and flexible. For example, the HR team may work with the product team to identify and recruit new team members as needed throughout the project. They may also provide just-in-time training to the team on new features or processes. Additionally, the HR team may work with the team to ensure that they have the resources and support they need to be successful.
Key differences in HRM between Waterfall and Agile projects
The following table summarizes some of the key differences in HRM between Waterfall and Agile projects:
| Characteristic |
Waterfall projects |
Agile projects |
| Approach |
Sequential |
Iterative and flexible |
| Planning |
Comprehensive planning upfront |
Less upfront planning, with more planning occurring on an ongoing basis |
| Scope of work |
Clearly defined scope of work |
Scope of work may change throughout the project |
| Team composition |
Team is typically assembled early in the project life cycle |
Team composition may change throughout the project |
| Training |
Training is typically provided upfront |
Training is provided on an ongoing basis, as needed |
| Performance management |
Performance is typically assessed at the end of the project |
Performance is assessed on an ongoing basis |
| Change management |
Change is typically managed through a formal process |
Change is managed more informally |
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Conclusion
The best approach to HRM for a particular project will depend on the project’s unique characteristics. For projects with a well-defined scope of work and few changes, a Waterfall approach may be most effective. For projects with a high degree of uncertainty or changing requirements, an Agile approach may be more appropriate.
Additional considerations for HRM in Agile projects
In addition to the key differences listed above, there are a few other things to keep in mind when managing HR for Agile projects:
- Transparency: Agile teams are typically very transparent with each other, and this should also extend to HRM activities. For example, the HR team should be transparent about the recruitment process, performance expectations, and compensation and benefits.
- Collaboration: The HR team should work closely with the product team and other stakeholders to ensure that HRM activities are aligned with the overall project goals.
- Flexibility: The HR team should be flexible and adaptable in order to meet the changing needs of the Agile team.
By following these tips, HR teams can help to ensure that Agile teams are successful.
