Waterfall and Agile programme planning
Due to CapEx budgetary arrangements, most transformation programmes are likely suitable at a high level for linear, anticipated planning using Waterfall methods.
However, depending on their duration, they might have phases, with each stage having multiple cycles, also known as sprints. In addition, each sprint might have its list of planned SMART, measurable and quantifiable deliverables with their respective individual owners allocated.
This practice of setting up repeatable cyclical sprints of a fixed duration whilst maintaining a high-level objective across all phases is specific to the Agile Scrum methodology. Agile Scrum planning helps with channelling efforts at the right time in the suitable sprint or holistically to inform senior leadership forums and steering committees groups.
We specialise in delivering programme and project planning services at a high level and equally at detailed levels 2 and 3, using Waterfall and Agile methodologies, Green Book, RIBA, GRIP, and other smaller or bespoke flavours.
The key differentiators between the Waterfall and the Agile programme and project planning approaches are as follows:
Interactive programme and project planning using Power BI or Tableau
Enablers for effective programme planning
Effective planning requires several dependencies to maximise the chances of successful benefit realisation.
Programme and project planning methods
Microsoft Planner, Teambox, Asana, Jira, Trello, Smartsheet, Basecamp, Wrike
Agile programme and project planning
Typical Agile planning sessions are the sprint planning meetings that will take place at the beginning of each calendar sprint and daily stand-up planning calls, which happens every morning.
Planned outputs are signed off (when completed) at the end of the relevant sprint within the sprint retrospective meeting and might also form the subject of the lessons learned sessions.
Green Book, RIBA and GRIP frameworks are favouring Waterfall programme planning
Agile methodology can be used for phases planning and delivery
Planning linear programmes
Unlike private-sector technology projects, major infrastructure projects such as transport, rail or highways and programmes implemented by the UK Her Majesty Government are usually linear, which means they benefit from Waterfall planning and delivery.
At a high level, this means that the level of details and steer set out during their planning phases is likely to perpetuate during the delivery stage. Subject to the duration of these projects, if their term is more significant than ten years, it might mean that private sector initiatives might become more competitive during this time or the remit of the project itself might become obsolete.
Waterfall planning characteristics
Use planning software in your favour to support your work
Effective programme planning requires both desktop coordination and stakeholder engagement to take ownership of their responsibilities and drive their actions.
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