Blog 2 on Agile vs Waterfall

Choosing the right project methodology is one of the most crucial decisions a Business Analyst (BA) makes, because it directly influences how requirements are gathered, how stakeholders are engaged, and ultimately how efficiently a solution is delivered. Two of the most widely used methodologies—Agile and Waterfall—offer completely different approaches to project execution. While Waterfall follows a structured, linear path, Agile embraces flexibility and continuous feedback. But which one is actually better for Business Analysts? The truth is, both have strengths, and the “best” methodology depends on the nature of the project, the stakeholders involved, and the level of clarity in requirements. Waterfall is a traditional approach where projects move through sequential phases: Requirements, Design, Development, Testing and Deployment. For a BA, Waterfall offers stability and clarity because requirements are documented upfront in great detail. This works exceptionally well in environments where expectations are predictable, changes are minimal, and stakeholders prefer complete visibility before development begins. Industries like manufacturing, construction, healthcare, and banking often prefer Waterfall because compliance and documentation are non-negotiable. In these scenarios, a BA spends a large portion of the project conducting deep-dive requirement workshops, preparing functional specifications, and ensuring every aspect of the solution is understood before the first line of code is written. The advantage here is reduced ambiguity—if everything is clear from the beginning, Waterfall ensures a smooth, predictable development cycle. However, the biggest challenge arises when changes are requested late in the process. Since Waterfall does not naturally support mid-cycle changes, a BA may struggle with rework, change control boards, and timelines that get stretched due to revisions. Agile, on the other hand, takes a more adaptive and iterative path. Instead of finalizing requirements upfront, Agile breaks the work into small, incremental sprints usually 2-4 weeks long. For Business Analysts, this means continuous engagement with stakeholders, frequent refinement of user stories, and regular backlog grooming. Agile thrives in dynamic environments where requirements evolve rapidly such as e-commerce, digital products, startups, or applications driven by user feedback. The BA works closely with Product Owners, developers, testers, and UX teams to ensure that each sprint delivers meaningful value to the customer. Instead of large requirement documents, the BA creates concise user stories, acceptance criteria, and process flows that guide the development team. One of Agile’s biggest advantages is the ability to pivot quickly. If business priorities change, the BA can reorganize the backlog and ensure the next sprint aligns with new goals. This makes Agile highly efficient for innovation-driven projects. The challenge, however, lies in the unpredictable nature of requirements—stakeholders may continuously modify expectations, and the BA must stay proactive, communicative, and organized to prevent confusion. When comparing Agile and Waterfall from a BA’s perspective, the major differences revolve around flexibility, documentation style, stakeholder involvement, and planning. Waterfall gives the BA more time to analyze in depth, document thoroughly, and anticipate risks early. It suits projects that require stability and minimal changes. Agile, in contrast, offers speed, collaboration, and adaptability—perfect for delivering frequent value in rapidly changing environments. The BA becomes a key facilitator, constantly clarifying requirements, managing the backlog, and ensuring alignment between business needs and development outcomes. While Waterfall focuses on “getting it right the first time,” Agile focuses on “continuous improvement.” So, what is the best methodology for Business Analysis? The answer is not one-size-fits-all. A highly regulated banking project may benefit from Waterfall’s detailed documentation and predictable structure. A digital transformation initiative, however, may require Agile’s iterative flexibility to adjust as the product evolves. The best Business Analysts are those who can work effectively in both methodologies, tailoring their approach to the project context. In many modern organizations, hybrid models are also emerging—combining Waterfall’s planning strengths with Agile’s adaptability—to give BAs the best of both worlds. In the end, the real skill of a Business Analyst lies not in choosing Agile or Waterfall, but in understanding how to deliver value regardless of the methodology. A successful BA adapts their tools, mindset, and communication style to meet stakeholder needs and ensure smooth project execution. Whether it’s Agile’s rapid collaboration or Waterfall’s structured clarity, the key is using the right approach at the right time.