As noted by Chari and Agrawal (2018), Walker’s original work called “Managing the Development of Large Software Systems” describes six stages of product development that were accepted as the standards of managing software development processes. The transition to a new stage is possible only after the completion of the previous one. The Waterfall model of management implies a sequential passage of the process that is to be broken down into stages.
The Waterfall method is the invention of Winston Walker Royce, a pioneer in software development and director of the Lockheed Software Technology Center in Austin, Texas, USA. Ultimately, the paper will end with the provision of evidence-based recommendations to promote innovative development and integrative conclusions. Agile and Waterfall management models will be compared and contrasted in terms of organisational goals, their significance to managers, and the topic problematisation, leading to a meta-theoretical understanding of the processes. The essay will start with the definition of the key concepts and their presentation in the scholarly literature. The purpose of this paper is to explore Agile and Waterfall management models based on the innovative development perspective, organisational practice, and management practice, thus providing relevant insights and recommendations on the given issues. Agile is a system of ideas and principles of flexible project management, and Waterfall is a project management technique that involves a steady transition from one stage to the next without overlaps and returns to previous stages. The selection of a methodology that does not fit a project will, at best, significantly slow down its development, while, at worst – it will become a top-failure of the year. The difference between the mentioned models is not as much theoretical as practical.
Agile and Waterfall management models are among the most popular instruments used by managers in the software development area.
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