Wie messen und berichten Sie über die Leistung und Qualität von Agile- und Wasserfallprojekten?

Best way to start an Agile project - Get to know your people, their strengths and weakness - Build a culture of Agile mindset with convincing rationale than blindly toeing the Agile values/principles - Reward and recognize early adopters and provide support and remove impediments for team members

Measure agile project performance through metrics like velocity, burndown charts, and sprint success rates. Quality is evaluated through frequent testing and customer feedback. In waterfall, measure adherence to timeline and budget, and quality through comprehensive testing phases. Reports should highlight progress against objectives and key performance indicators specific to each methodology.

My personal opinion (Of the experiences of working in Waterfall projects) - Waterfall projects really take a very long time to reach the desired goal and teams does lose focus intermittently - The outcome shared with the client at the end might not actually be the outcome that was initially discussed - Resource, budget, time intensive approach to solved business problems causing delays in time to market, value creation and meeting end-user needs

Agile is an iterative approach to project management, typically used in a software / technology based organization where all the steps to the end state are not always fully known or understood. Waterfall is a predictive approach to project management, the end state and the steps to get there are reasonably understood and need to be sequenced and managed to deliver.

One of the most notable differences in agile vs waterfall reporting is in delivery dates. Agile projects typically estimate to the end of an iteration or some regular cadence of delivery. It's similar to a rolling wave planning, where the next steps are planned after the current steps are planned. Commitments for delivery are typically realistic for the current step, not 2+ steps ahead. Waterfall can estimate reasonably well to the end of the project. Step 1 and step 100 are known and understood enough to plot on a timeline or Gantt chart to predict the outcome date.

Reporting on Agile projects - Frequent updates, connects with stakeholders, calling out of blockers keeps everybody on the same page and align with Agile pillars of Transparency, Inspection and Adaptation - Reports are like dashboards which convey the RAG status of the projects and any last min delay/disaster can be completely averted by timely interventions by the leadership, feedback and continuous improvements by team members

In my experience, it has proven much more beneficial not to oppose waterfall and agile. I much prefer using elements of both. It is all about Change management. Waterfall is a methodology which can lack flexibility but is historically and culturally easier for major organisations to follow. Agile is a brilliant way of working but requires a radical mindset change which can be challenging for both business and IT. As the head of PPM methodology in my organisation , I solved the problem by creating a Hybrid framework which allowed professionals to leverage the best of both waterfall and agile.

When people are choosing whether to adopt an agile or waterfall approach they often get bogged down in the mechanics or processes, scrum or kanban or whatever. Two simple questions. 1) Is your primary goal to build a great product that meets user needs and creates value? 2) Are you willing to challenge your assumptions and change direction based of evidence and feedback. If you answer yes to both of these then Agile is for you. The measures you use continually should be measuring the outcomes for the product. The stuff you might normally find in a business case ie increase in x,y and z. Use this data to drive your decision making rather than be blinded by deadlines.

Using principles of both methodologies is usually the right answer in a fast paced digital age. It's rare that a client, organization, or team will request a specific methodology over the other. They will hold the project or program manager accountable for driving an effective project, and to that end, the implementation of the correct solution using the right mix of elements from both.

Thanks to all contributors... you've enriched my perspective. Through years of experience, I have consistently found that learning about the nuances of a specific project will facilitate the process by which you determine the most suited approach to manage your project; the nuances of each project will dictate the approach through which the project can be confidently and successfully managed. Any thoughts?

For Agile projects, measure performance using velocity, burndown charts, and iteration reviews, focusing on incremental progress and adaptability. Quality is assessed through continuous integration, automated testing, and frequent retrospectives. For Waterfall projects, track performance with Gantt charts, milestone adherence, and phase gate reviews, emphasizing planned progress and linear execution. Quality is evaluated via defect rates, test coverage, and final deliverable assessments. Custom reports to stakeholder needs, highlighting relevant metrics and insights for each methodology.

Agile emphasis on time to market, product quality, communication and collaboration, feedback and engagement, and efficiency and productivity. Waterfall emphasis on phases and milestones, reporting timelines, documentation and requirement quality, adherence to processes and methods, and risk management and reporting. Ultimately, success in either approach requires consistent effort and collaboration.

Evaluate Agile and Waterfall projects in the energy sector by using key performance indicators (KPIs). For Agile, track sprint velocity, backlog health, and customer satisfaction. In contrast, Waterfall focuses on milestones, budget adherence, and project timelines. An oil and gas exploration project exemplifies Waterfall's success in meeting predefined milestones. Meanwhile, an Agile approach facilitated continuous adaptation in a renewable energy software development, enhancing responsiveness to changing requirements. Ultimately, measuring success depends on project goals and industry dynamics.