Agile Waterfall Model

Customized projects thanks to the "Agile Waterfall Model"

We have developed our own customised project methodology for project management. It has convinced our clients for years and is a foundation of our successful cooperation. The BIG.Cube project approach is based on our conviction that premium consultancy should not depend on individuals. Rather, it should be based on standardised procedures and customized projects. All this is reflected in our project approach: Agile Waterfall Model with Scrumban.

The Best of 3 Worlds

Over the long time that we have been doing projects together with our employees, we have experienced many different project approaches. That’s why we know the best of them and make use of the strengths of the best 3 project management methods in our “Agile Waterfall Model with Scrumban”:

Waterfall Model

The waterfall model is a linear (non-iterative) project approach that is divided into successive project phases. Like a waterfall with several cascades, the results of one cascade fall into the next and become binding specifications there.

Strengths: Scores points with simple projects through simple structures, clear specifications and a common understanding of the end product

Weaknesses: New findings or changed requirements lead to time-consuming change requests. The same applies to errors and inaccuracies made at the beginning in the technical specification


Scrum is an iterative-incremental project approach that focuses on dynamics, flexibility and short learning loops. Under optimal project conditions, almost unbeatable. However, these optimal conditions are almost impossible to achieve in reality, especially over an entire project duration.

Strengths: High flexibility (as requirements can theoretically be changed constantly)

Weaknesses: Everyone must master the Scrum basics, high technical and professional know-how required, high communication and coordination effort, constant change of goals


Kanban is an iterative project procedure that centres on a to-do list from which the project participants take their tasks. It aims to limit parallel work and thus achieve short turnaround times.

Strengths: Errors and inconsistencies are very quickly noticed

Weaknesses: It is assumed that everyone involved in the project has an overall view and knows all the connections. However, this is often not the case. This results in errors

Approach and Important Roles

We are convinced of the incremental approach, which is similarly followed in Scrum. That’s why we divide our projects into different iterations, ensuring that valuable new insights from the project are taken into account in subsequent iterations. Dividing a project into iterations also allows us to remove imprecisely specified features and requirements from the current iteration and work on them in the next iteration. This ensures flexibility and at the same time guarantees a high degree of plannability. Splitting the project into several iterations also ensures that inaccurate requirements specifications and different expectations for individual features are quickly uncovered. Because after each iteration, we see results that we like to be measured against.

The Scrum Master

In the BIG.Cube project approach, we use the role of the “Scrum Master” (from Scrum). With us, it falls to the project manager: he or she plans, mediates and ultimately decides which features have already been specified precisely enough so that they can be implemented. In this role, he or she also coaches the development team in self-organisation and cross-functionality, optimising collaboration. For our clients and project partners, he or she is an important contact person and supports in understanding and adhering to our BIG.Cube project approach.

The Feature Officers

In addition, we use a role of the Kanban model: the Feature Officers. They are, as the name suggests, responsible for individual features and have a very detailed view of “their” features. They divide the features into small backlog items for the developer employees and are available to answer questions.

The Business Analysts

A third important role in the BIG.Cube project approach falls to our Business Analysts. In order to be able to give our clients as accurate an impression as possible of the effort and costs of individual features at a very early stage, our team of Business Analysts starts by analysing all known requirements. Their analysis and evaluation is then used by our clients to flexibly change the prioritisation and schedule of individual features.

3 Success Factors

Maximum Budget Protection

The project budget is saved if the right employee always works on the right tasks. If someone is not currently working on a specific feature or backlog item, then there are no costs for the project.

High Flexibility

Due to the flexible project approach, it is possible to adapt requirements at any time. This simultaneously increases the quality of the technical specification, as it is constantly being improved.

Stable Test Environment

Our strict requirement that nothing may be changed after a feature has been tested, as well as during a live run, means that a stable test environment prevails at all times.

With Standardisation to Project Success

Due to the standardised and consistent BIG.Cube project approach, our employees only have an extremely short familiarisation period in new projects. This allows our employees to switch quickly and flexibly between different projects. Therefore, you benefit from the Agile Waterfall Model with Scrumban, because the right BIG.Cube employees with the right skills always work on the right task.

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