1. Managing Agile, Waterfall and Hybrid projects within the Portfolio
Jon Lewis - Director, Ninth Wave

2. Agenda
Introducing agile management techniques alongside traditional waterfall based planning is becoming increasingly important for many of our customers.
In this session, we’ll describe and explain some of the issues in managing a mix of waterfall projects, fully Agile projects and projects following a hybrid agile/ waterfall approach, all within the same project portfolio.
We’ll share Ninth Wave’s ideas and experience in this area and show some of the tools and techniques that we use to support project portfolio management with these different project approaches.

3. Project Types Waterfall: Agile development: Plan Build Review Test
Plan
Build
Review
Test
Deploy
Plan
Build
Review
Test
Deploy

4. Hybrid Project Types Iterative Waterfall:
Continuous Agile development:
Plan
Build
Review
Test
Deploy
Plan
Build
Review
Test
Deploy
Plan
Build
Review
Test
Deploy

5. Waterfall: Requirements are known and fixed at the outset
Changes can be expensive or impossible
Different skills and resources are needed at different times
Delays in one area have a knock on effect
Testing is towards the end of the project
The end date and cost are not ‘fixed’
Benefits typically not realised until the end
Plan
Build
Review
Test
Deploy

6. Agile Development:
Requirements don’t all have to be fixed at the outset
Developments are time-boxed
Focus is on delivering sets of independent features
Changes can be incorporated at a later stage
Resources used more efficiently
Slippage is much more obvious
Delays in one area not as critical
The end date can be fixed..
..by deployment of what has been signed off at a given time.
Plan
Build
Review
Test
Deploy

7. Iterative Waterfall: A larger project broken down into phases
Only some requirements fixed at the outset
Changes can be incorporated in a later phase
Resource use not efficient within the project
Delays in one area affect deployment of current and later phases
The end dates can slip and costs can rise
Benefits can be realised from delivery of phase 1
Plan
Build
Review
Test
Deploy
Plan
Build
Review
Test
Deploy

8. Continuous Agile Development:
Requirements don’t have to be fixed at the outset
Changes can be incorporated at any later stage
Resources used efficiently
Nothing is done until it is needed
Delays in one area not critical
Multiple small deployments at fixed dates
Benefits can be realised very quickly (self funding?)
But this could result in training and change management issues.
Plan
Build
Review
Test
Deploy

9. Tools and techniques available:
Waterfall:
Estimation tools
Project planning and tracking
Financial management and time recording
Resource management
Deliverable management and governance
Plan
Build
Review
Test
Deploy

10. Project Planning/ Gantt:

11. Project Financials:

12. Documents and Governance:

13. Tools and techniques available:
Agile:
Planning poker
Sprint and burndown chart
Scrum/ Kanban board
Build/ release management
Plan
Build
Review
Test
Deploy

14. Sprint and Burndown Chart:

15. Scrum/ Kanban Board:

16. Cards based work allocation:

17. In-task time recording:

18. Build/ Release Management:

19. Managing different project types in the portfolio:
As we’ve just seen, Agile, Waterfall and Hybrid projects will all need to be managed in slightly different ways in terms of:
Project definition and scoping
Planning and resourcing
Financial management
Governance
Tracking and reporting
Plan
Build
Review
Test
Deploy
Plan
Build
Review
Test
Deploy
Plan
Build
Review
Test
Deploy

20. The Iron Triangle: Quality Time Cost Scope
Good project management requires delivery within the triple constraints of time, cost and scope and to the desired quality:
Good project portfolio management requires delivery across the portfolio within overall triple constraints of time, cost and scope, whilst achieving the level of quality required.
Quality
Time
Cost
Scope

21. The Iron Triangle (II):
Agile projects are typically driven to meeting specific delivery dates with given resources and delivering as much as possible within those constraints.
The Iron Triangle (II):
Waterfall projects are typically driven to achieving a fixed scope and measured on delivery vs. plan and cost vs. budget:
Quality
Quality
TRACK
Time
CONTROL
Cost
FIXED
Time
FIXED
Cost
FIXED
Scope
VARIABLE
Scope

22. Measuring performance across the portfolio:
Report a range of RAGs or statuses - for Delivery, Costs, Benefits and Risks and Issues to highlight problem areas regardless of the type of project:

23. Ninth Wave and SmartCore
Ninth Wave is an independent UK-based software and services firm established in 1995
Our main software product is SmartCore, a proven web-based management support tool
The product has been developed from practical experience of project and programme management
SmartCore is unique - it is entirely configurable via the web browser to meet a wide range of organisational and individual information needs.

24. SmartCore - Major Functional Components
Strategic
Alignment
Portfolio Management
Governance/
Change Management
Budgets & Financial Management
Programme & Project Management
Resource Management
Risk & Issue Management
Workflow
& Business Rules
Timesheets
Benefits Management
Document Management
Dashboards
& Reporting

25. SmartCore Customers:

26. Timebox 1 Complete
End of Presentation

27. Project Portfolio Management
SmartCore
Project Portfolio Management
from Ninth Wave