How do you inject agility into a world of fixed milestones, governance gates, and traditional delivery?
The answer lies not in replacing Waterfall but in enriching it.
In government programmes where accountability, auditability, and structured planning are paramount, Waterfall remains the backbone. It ensures compliance, clarity, and control. But public sector transformation demands more. Citizens expect faster services. Departments face shifting priorities. And delivery teams must respond with agility. That’s where hybrid delivery comes in, blending the rigour of PRINCE2 with the responsiveness of Agile.
Navigating the hybrid landscape
Public sector programmes often span multiple agencies, suppliers, and stakeholders. A hybrid approach allows teams to maintain governance while iterating on service design, user testing, and technical delivery. We have seen this play out repeatedly, particularly across the Ministry of Justice (MoJ) and law enforcement programmes, where multiple directorates, policy teams, and suppliers must move in step. Agile rituals such as stand-ups and retrospectives foster transparency across departments and suppliers. They break down silos and build shared ownership. This is critical in multi-agency environments.
Agile around PRINCE2
PRINCE2 provides governance. Agile provides rhythm. I have found that together, they offer clarity and velocity.
Triad teams have used PRINCE2 stages alongside Agile increments on major platforms, including Prison Education Services, Prison Technology deployments, and transformation projects. Governance sets the direction; Agile accelerates delivery. Even within fixed-stage programmes, techniques such as MVP planning, backlog refinement, and insight-driven retrospectives help teams learn, adapt, and continuously improve.
The PRINCE2 Agile handbook provides a comprehensive guide to blending the structure and governance of PRINCE2 with the flexibility and responsiveness of Agile methodologies. This integration is particularly beneficial in the public sector, where the need for accountability and structured planning is paramount, but there is also a demand for faster service delivery and adaptability to changing priorities whilst delivering value.
Milestones still matter
Milestones are important. Use them as anchor points for Agile delivery. This ensures programme boards and senior stakeholders retain visibility while teams iterate within safe boundaries. Even with fixed milestones, Agile techniques like prototyping and backlog refinement allow teams to surface risks early and adjust course without compromising governance.
Triad consultants have repeatedly demonstrated how Agile techniques can coexist with fixed delivery commitments. Whether deploying 10,000+ devices across 100+ prisons, supporting data migration for offender-facing services, or driving rapid policy-led delivery changes, Agile practices allow early risk surfacing, clearer communication, and more predictable outcomes.
The handbook also discusses the importance of fostering a culture of learning and experimentation within the organisation. By incorporating Agile practices such as retrospectives and Minimum Viable Product (MVP) thinking, even within a traditionally structured environment, teams can continuously improve and innovate. For example:
Communication – Replace static RAG reports with sprint demos and user stories. Let stakeholders see progress, not just read about it. This builds trust and invites engagement.
Stakeholders – Engage stakeholders. Early, and often. In public sector programmes, this means involving citizens, service owners, and policy leads throughout the delivery process, not just at the start and end.
Goal setting – Whether you’re in policy, procurement, delivery, or operations, Agile reminds us: we’re all on the same team. Shared goals and open dialogue drive success.
Final thought
Agile in Waterfall isn’t a contradiction; it’s a competitive advantage for government delivery.
It’s about respecting structure while embracing change. It’s about delivering public value early and often, even when the roadmap is fixed. And it’s about empowering teams to think, adapt, and lead, not just follow a plan.
At Triad, we’ve seen this hybrid approach unlock innovation, accelerate timelines, and deepen stakeholder trust across MoJ, and law enforcement programmes. It’s not about choosing Agile or Waterfall. It’s about creating an approach that can meet everyone’s needs.
If you have a question for Mark or the Triad team, please get in touch.
