An exploratory examination of modes of interaction and work in waterfall and agile teams

Abstract

As agile becomes the preferred methodology for managing projects, many organisations are trying to understand how their processes and culture will change. Using the adaptive structuration theory as a lens for analysis, this case study explores the dynamics of two large teams, one who continued to use the Waterfall method and other who transitioned to agile methodologies. The results show that there are important adaptations and cultural differences that should be considered when an organisation starts leveraging agile methods.