I'm managing a portfolio with 50 projects that are expected to use agile and waterfall methodologies, this portfolio is part of a major project (using waterfall), so we need to report the progress (schedule progress) of our portfolio as actual % vs plan %.
For waterfall is quite easy using a S-curve, but not sure how I can aggregate agile with waterfall progress, having in consideration that agile works with sprints and not with a schedule that could allow us to build a S-curve Saving Changes...
You can still build an S-curve with a project following an adaptive lifecycle. Your budget line will be based on the expected number of sprints with a fixed labor cost per sprint whereas your forecast line will change based on the reforecasting of how many sprints to complete the remaining work.
All other costs (e.g. one-time) would be managed and reported the same as for a project following a predictive lifecycle.
While I agree with Kiron in principle, if you are looking for schedule progress rather than cost, you would want to estimate either sprints or iterations if not using scrum sprints, and the deliverables per sprint.
That could be a fixed number per iteration (e.g. 1 sprint = 1 deliverable) or you might have a variable number such as number of software items included in each, number of features, bug fixes, etc. Some iterations may be larger than others. A major blockpoint can include many teams, smaller release cycles may include a select few. Some items may not be accomplished and moved to a later iteration, while other times you may accomplish more than planned.
The idea is to compare what you expect to accomplish, with what was accomplished, and the expectations will change as you add more features and more bugs to the backlog. Saving Changes...
As Kiron mentioned, S-curve is an option. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
We are doing that from long time ago. First, understand that waterfall and agile are not a matter of comparison. Waterfall is a life cycle while Agile is an approach. In the company where I am working today we have 5 different life cycles in place and we run them with different approaches. With that said, your indicators must be created with a degree of abstraction that allow the company to control and monitoring thanks their values. Saving Changes...
I agree with Keith. You can establish a unit to measure the completion of sprints, such as elements created, features accomplished, etc. And then work with this % of completion, to include it in the project's general completion statistics. Saving Changes...
Vijay SuryavanshiProject Manager - Engineering| RECARO Aircraft SeatingPlantation, Fl, United States
In your waterfall, you have the S curve and the performance measurement is compared between planned vs actual (cost/schedule). The S curve is generated from your MS Project with a detailed plan. So you compare the planned vs actual to see the variance. Pretty straight forward.
However, in Agile philosophy, the concept of Earned value becomes important. Your baseline is still the original plan set up for the project in terms of cost and schedule. (scope/cost/schedule) which is called the Planned value. Planned value is an indication of how much work should have been completed at a given point in time. Thus Planned Value (PV) is determined by the cost and schedule baseline.
Earned Value (EV) is the percent of the total budget actually completed at any point in time. This is also known as the budgeted cost of work performed (BCWP)
Earned Value is the estimated (monetary) value of the work actually done, whereas Actual Cost is the amount actually incurred for the work done. (the concrete work already completed).
Actual value, more typically called earned value, is an indication of how much work has really been completed. If the earned value is lower than the planned value, this is a sign the project is behind schedule.
It is as though you are looking at Schedule X Cost together with a planned value. You can be in a situation where you complete work ahead of time at some point of time, but it is important to see the cost as well. You don't want to be ahead of schedule and that coming at the cost of extra cost. The challenge
Hope this helps. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
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