Adapting to Agile - An L&D Partner’s Journey from PRINCE2 to Agile Mindset

For years, project management (PM) in Learning and Development (L&D) followed rigid structures. Have you heard of or do you remember, 'linear plans', 'detailed documentation' and 'controlled execution cycles'. PRINCE2 (Projects IN Controlled Environments), a widely recognised methodology, provided a structured framework ensuring risk management, governance and accountability (AXELOS, 2017). However, as organisations shift towards Agile mindsets, the L&D landscape demands a more flexible, iterative (another term for frequentative) approach that fits modern business needs.

I’ve been aware of Agile thinking for years and have worked within organisations that would totally benefit from such a mindset, but many have resisted change. Now, looking at how lost some businesses are in the face of rapid digital transformation and evolving learner needs, it’s clear that those failing to adapt will be left behind.

A stark example is Thomas Cook, a once dominant travel brand that collapsed in 2019 after failing to modernise its business model. The company clung to rigid, traditional planning instead of adapting to digital trends and customer expectations (BBC, 2019). In the same way, L&D teams that stick to outdated methodologies like PRINCE2 risk becoming obsolete, unable to keep pace with business needs and learner expectations.

Understanding Agile

The Shift from PRINCE2
Agile, originally rooted in software development, is now transforming L&D strategy and implementation (Gartner, 2023). Unlike PRINCE2’s waterfall approach, which follows a structured sequence, initiation, planning, execution, monitoring and closure, Agile embraces iteration, responsiveness and stakeholder collaboration.

Key Agile frameworks include:

✅ Scrum – Work is broken into small, manageable tasks completed in time boxed sprints (Schwaber & Sutherland, 2020).

✅ Kanban – Tasks are visualised in a continuous flow, supporting adaptive planning.

✅ SAFe (Scaled Agile Framework) – A strategic enterprise level Agile approach.

PRINCE2, though still effective for compliance heavy, fixed scope projects, can be overly rigid for L&D programmes, where learner needs, technology and stakeholder expectations shift rapidly (PMI, 2021).

🔍 Comparison:

The shift towards Agile L&D reflects a broader industry movement. According to LinkedIn’s Workplace Learning Report (2023), 94% of L&D professionals say they are prioritising Agile learning strategies over traditional content development cycles.

The key lesson from Thomas Cook’s downfall is that failing to embrace change leads to irrelevance. Many organisations I’ve worked with still cling to rigid learning structures that are no longer fit for purpose. Those who don't adapt risk the same fate; becoming relics of the past in a world that demands continuous improvement, flexibility and learner driven solutions.

Agile and ADHD 

A Perfect Match?
ADHD minds thrive in dynamic environments (Brown, 2019). The traditional PRINCE2 approach often felt restrictive to me, demanding prolonged focus on documentation heavy planning. Agile, by contrast, leverages rapid iterations, visual task management and high energy collaboration, all of which complement ADHD cognitive styles.

🔹 Time Boxed Workflows: Agile’s short sprints (typically 2 weeks) align with the ADHD preference for quick wins and fast feedback loops.

🔹 Visual Project Management: Kanban boards and Agile sprint charts externalise working memory (Barkley, 2020), preventing information overload.

🔹 Collaboration Over Isolation: Agile teams operate on continuous communication, minimising the risk of procrastination and hyperfocus derailment.

For me, Agile, now that I am part of the NDCS internal training, feels like a system designed to work with my natural instincts rather than against them. Instead of being penalised for changing direction quickly (previous employment default), Agile expects and embraces change.

“Traditional project management felt like fitting a round peg into a square hole. Agile let me thrive, pivot, and drive results without feeling trapped.”

- Stephen M. Keery

Agile & DISA

The Behavioural Fit
The DISA model, often known as DISC, categorises behaviour into four primary colours and associated traits:

🟥 Red (Dominant) – Direct, results-driven, decisive.
🟡 Yellow (Influencial) – Energetic, sociable, spontaneous.
🟢 Green (Steadfast) – Supportive, methodical, team oriented.
🔵 Blue (Analytical) – Analytical, structured, detail focused.

As a Yellow, I thrive in high energy, creative, people focused environments. Agile’s dynamic collaboration and innovation naturally align with my spontaneity and people centred leadership.

However, this isn’t just about me. Different Agile roles align with different DISA profiles:

✅ Scrum Master – Ideal for Greens (steady support) and Yellows (energetic motivators).

✅ Product Owner – Suits Reds (decisive leaders) and Blues (structured planners).

✅ Agile Team Member – Works across all styles, fostering cross collaboration.

Agile accommodates all behavioural types, allowing L&D teams to play to their strengths rather than forcing them into one size fits all methodologies.

Benchmarking Agile L&D Success

Organisations adopting Agile report significant efficiency gains.

📊 70% of L&D teams using Agile report improved responsiveness to business needs (CIPD, 2023).

📊 Agile project success rates (42%) surpass traditional waterfall methods (26%) (Standish Group, 2022).

📊 IBM cut learning content development time by 50% by shifting to Agile L&D (IBM, 2021).

At NDCS, where Agile is increasingly shaping our approach, the shift from rigid training rollouts to responsive, learner driven strategies has been tangible. As we navigate a more Agile driven culture, the focus has shifted towards continuous improvement, real time learner feedback and collaborative iteration rather than one off training events.

The Future is Agile
Transitioning from PRINCE2 to Agile was more than just learning a new methodology, it was adapting to a mindset shift that fits both modern L&D and my own working style. Agile’s flexibility, collaboration and adaptability aren’t just business buzzwords; they represent a practical, psychology backed approach to getting the best out of people and projects.

Businesses that fail to adapt, like Thomas Cook (can you tell I'm an aviation anorak?), risk falling behind. L&D is no different, those who don’t evolve will become irrelevant in a world demanding rapid innovation and learner centric solutions.

For L&D professionals, the question isn’t "Should we adopt Agile?", it’s "How quickly can we?"

What’s your experience? Have you transitioned from PRINCE2 to Agile? Let’s chat in the comments! 🚀

References
AXELOS (2017) Managing Successful Projects with PRINCE2. 6th edn. London: The Stationery Office.

Barkley, R. A. (2020) Taking Charge of ADHD: The Complete, Authoritative Guide for Parents. New York: Guilford Publications.

BBC (2019) The Collapse of Thomas Cook: What Went Wrong? Available at: www.bbc.co.uk

Brown, T. E. (2019) Smart but Stuck: Emotions in Teens and Adults with ADHD. New Jersey: John Wiley & Sons.

CIPD (2023) Learning and Skills at Work Survey 2023. Available at: www.cipd.co.uk

IBM (2021) How Agile Learning Transformed IBM’s Workforce. Available at: www.ibm.com