Agile vs Waterfall: Which Methodology is Best For Business Analyst as per My Experience

When I first started learning Business Analysis, I often came across discussions about Agile and Waterfall methodologies. Most articles compared their advantages and disadvantages, but at that time the concepts were only theoretical to me. My perspective changed completely when I had the opportunity to work on two different Industrial Live Projects - A Shipping Advice Automation project using the Waterfall model and A Freight Forwarding System Enhancement project using Agile Scrum. Experiencing both methodologies helped me understand not only how they work, but also how they affect the day-to-day responsibilities of a Business Analyst. My first project followed the Waterfall methodology. The project objective was to automate the Shipping Advice process, including shipment creation, approval workflows, notifications, and reporting. As a Business Analyst, my work started with detailed requirement gathering sessions. Every process had to be understood thoroughly before moving to the next phase. I prepared use case diagrams, activity diagrams, use case specifications, requirement documents, and process flows. Since the project followed a sequential approach, accuracy during the initial stages was extremely important. One challenge I faced during this project was requirement clarity. Stakeholders sometimes explained processes differently, and I had to spend additional time validating information before documenting it. I quickly realized that in Waterfall, a mistake made during requirement gathering can affect design, development, testing, and deployment. Because of this, documentation became one of my most important responsibilities. The experience strengthened my analytical thinking and taught me how to create detailed and structured requirements. After completing the Waterfall project, I moved to a Freight Forwarding System Enhancement project that followed Agile Scrum methodology. The difference was noticeable from the beginning. Instead of preparing large requirement documents at the start, we focused on product vision, user stories, product backlogs, sprint planning, and sprint reviews. The project involved automation of Cargo, Shipment, and Accounting processes, and the requirements evolved as discussions progressed. As a Business Analyst in Agile, I found myself communicating with stakeholders and the development team much more frequently. Instead of documenting everything upfront, I spent time refining user stories, clarifying acceptance criteria, prioritizing backlog items, and participating in sprint meetings. I enjoyed seeing features delivered incrementally because stakeholders could provide feedback early rather than waiting until the end of the project. One interesting observation was how differently change requests were handled. In the Waterfall project, requirement changes could impact schedules and documentation significantly. In Agile, changes were expected and managed through backlog prioritization. This flexibility helped the team respond more effectively to new business needs. However, it also required continuous stakeholder involvement and regular communication. From my experience, Waterfall helped me develop strong documentation and process analysis skills, while Agile improved my communication, collaboration, and prioritization abilities. Waterfall encouraged detailed planning, whereas Agile encouraged adaptability. Both methodologies demanded different strengths from a Business Analyst. If someone asks me which methodology is better, my answer would be that neither is universally better. The choice depends on the project. For projects with stable requirements, strict compliance needs, and clearly defined objectives, Waterfall can be highly effective. For projects where requirements may change frequently and stakeholders want continuous visibility, Agile offers significant advantages. As a Business Analyst, I believe the most valuable skill is not choosing one methodology over another but understanding how to work effectively within both. Businesses operate in different environments, and successful analysts must be able to adapt their approach accordingly. The real goal is not to follow a methodology perfectly, it is to deliver a solution that meets business objectives and creates value for stakeholders. Looking back at both projects, I feel fortunate to have experienced both Waterfall and Agile methodologies. Each project taught me something different, and together they provided a broader understanding of Business Analysis. Rather than seeing Agile and Waterfall as competitors, I now see them as two valuable approaches that can help organizations achieve success when applied in the right context. For me, the best methodology for a Business Analyst is the one that enables clear communication, accurate requirements, stakeholder satisfaction, and successful project delivery. As per the Project need and the situation sometimes can be Waterfall, sometimes Agile, and it may even be a combination of both.