Project Management for the Development of Dashboards and Reports: Waterfall vs. Agile

Introduction

The development of dashboards and reports is a central component of modern business intelligence projects. It requires not only technical know-how but also structured project management to efficiently align the different requirements of business units, IT, and management. Choosing the right project management method – traditional (waterfall) or agile – is critical for project success.

Specifics of Dashboard and Report Development

Dashboards and reports are interfaces between data and decision-makers. They must not only function technically but also be intuitive, flexible, and up to date. The development of such solutions is often characterized by:

• Diverse stakeholders: Different user groups have varying requirements in terms of visualization, detail, and timeliness.
• Complex data sources: Data must be integrated, validated, and harmonized from various systems.
• Changing requirements: Business units often only realize what they need during the process.
• Short innovation cycles: New technologies and methods (e.g. self-service BI, AI) constantly change the possibilities.

The Importance of Understanding Requirements and Business Proximity

A key success factor in developing dashboards and reports is a deep understanding of actual requirements. Only when project managers and other key roles know exactly what and for whom they are developing can solutions with real added value emerge. It is essential that involved individuals work closely with the business units, understand day-to-day challenges, and clearly grasp stakeholder goals^[1][5][7].

Especially when key roles like project management, requirements management, or development are outsourced to distant countries, there is a risk of losing this understanding. Language, cultural, and professional barriers can lead to misunderstandings, missed details, or unrecognized user goals — resulting in dashboards and reports that miss the mark and are poorly accepted^[1][5][7].

Therefore: proximity to the business, the ability to question requirements, and refine them with end users is critical for success – and rarely replaceable by technical specifications or remote teams. For sustainable project success, key roles should ideally be placed close to the business and work in close coordination with stakeholders.

The Waterfall Model in Dashboard and Report Development

The waterfall model is a classic, sequential approach to project management. It divides the project into clearly defined phases, completed one after the other:

• Requirements analysis: All requirements are gathered and documented in detail at the beginning.
• Design: The technical and visual concepts for dashboards and reports are created.
• Implementation: Technical execution is carried out according to the design.
• Testing: Developed solutions are tested for functionality and quality.
• Rollout: Dashboards and reports are deployed and handed over to users.

Advantages:

• High predictability and traceability due to clear phases and thorough documentation.
• Suitable when requirements are clear and stable from the start.
• Lower risk of scope creep, since changes after the requirements phase are costly.

Disadvantages:

• Low flexibility with changing requirements.
• User feedback often comes at the end — high risk of developing off target.
• Long time before the first visible result.

Agile Methods in Dashboard and Report Development

Agile methods like Scrum or Kanban rely on incremental, iterative development and close collaboration with stakeholders. Work is divided into short cycles (sprints), each ending with a usable (partial) result.

• Iterative development: Requirements are roughly defined initially and refined throughout the project.
• Regular feedback: Stakeholders see early prototypes and can influence development.
• Prioritization: The most important dashboards/reports are developed first; less relevant ones can be delayed.
• Continuous adaptation: Changes and new findings are continuously incorporated.

Advantages:

• High flexibility and adaptability for new or changing requirements.
• Early and regular user involvement — lowers risk of misdevelopment.
• Quick visible results and continuous added value.

Disadvantages:

• Higher communication and coordination effort.
• Requires discipline and experience in agile work — especially with prioritization and handling changes.
• Less suitable when all requirements are clear and unchangeable from the beginning.

Comparison: Waterfall vs. Agile in the BI Context

“Agile methods usually offer significantly more value in dashboard and report development because they emphasize flexibility and user focus. In some cases – such as clear regulatory requirements – the waterfall model may be the better choice.”

Best Practices for Successful Project Management in Dashboard Development

• Involve stakeholders early and regularly: Requirements and expectations should be clear from the start and regularly reviewed.
• Work iteratively and incrementally: Small, functional parts deliver quick value and allow early feedback.
• Define clear roles and responsibilities: Who is responsible for data quality, visualization, communication?
• Use automation: Data updating and validation should be as automated as possible to ensure dashboard quality.
• Regular reviews and retrospectives: What works well? What needs improvement?
• Change management and training: Users need to understand and accept new dashboards and reports – targeted training helps adoption.
• Keep key roles close to the business: Project managers, requirements managers, and developers should work closely with business units to gain deep understanding of goals, processes, and challenges. Remote or outsourced teams risk misunderstandings and low acceptance^[1][5][7].

Conclusion

Developing dashboards and reports is an iterative process that thrives on clear goals, close coordination with stakeholders, and a suitable project management method. While the waterfall model has advantages when requirements are stable, the agile approach is usually superior in dynamic BI environments. Regardless of method, it is essential that involved individuals truly understand user requirements and goals – and stay close to the business. Outsourcing key roles can jeopardize this understanding and should be considered carefully. Ultimately, the specific project situation decides – a hybrid approach combining the strengths of both may be the key to success.