Within the ever-changing field of project management, two prominent approaches have become well-liked options for leading teams through the development process: Traditional Project Management and Scrum. Although these approaches may work in different contexts, their approach and ideologies are very different. We’ll explore the main distinctions between Scrum and Traditional Project Management in this blog post so you can decide which approach is best for your project and when to use it. This blog post is not to say one is superior to the other. This article is to help people understand that context is everything
Framework and Philosophy
Scrum:
Scrum is an agile framework that prioritizes adaptation and flexibility. Teams can react swiftly to changes in requirements because of Scrum’s incremental and iterative development nature. Scrum strongly emphasizes self-organization, teamwork, and ongoing development.
Traditional Project Management:
Conventional project management takes a sequential and linear approach and is frequently linked to the Waterfall technique. Each project step is contingent upon completing the preceding one, and a comprehensive project plan is developed at the outset. This approach is less flexible and increasingly inflexible as the project progresses. However, it might work for projects that never change for an extended period
Planning:
Scrum:
Scrum promotes continuous planning through an artifact called product backlog, an ordered list of items to plan the work. The team selects items from the backlog for each iteration, known as a sprint, usually lasting less than a month. Planning is done at the beginning of each sprint, allowing for flexibility and adaptation based on feedback.
Traditional Project Management:
Using traditional methods, a thorough project schedule that details all tasks and milestones is created at the start of the project. Changes are usually discouraged once the project is underway and may involve much effort.
Team Structure and Roles:
Scrum:
Scrum emphasizes a cross-functional and self-organizing team structure. It outlines specific accountabilities, such as those of the Developers, Scrum Master, and Product Owner. Members of the Scrum team work closely and make collaborative decision-making.
Conventional Project Management:
Conventional methods frequently feature a more hierarchical structure with discrete positions like team lead and project manager. Team members may have less autonomy, and decision-making is usually centralized.
Change Management:
Scrum:
Scrum welcomes changes throughout the life cycle of a product. The iterative nature allows for continuous feedback and easier incorporation of changes in priorities or requirements.
Traditional Project Management:
Traditional methods are less accommodating to changes once the project is underway. Modifications may require a formal change request process, leading to potential delays and increased costs.
Client Involvement:
Scrum:
Scrum promotes consistent client or stakeholder collaboration. They are mandated at least once inside a sprint during the Sprint Reviews. The Product Owner collaborates actively throughout the sprint, representing the client’s or stakeholders’ interests.
Traditional Project Management:
Client engagement is restricted to specific project checkpoints. Clients won’t see the finished product until the project is over, which could cause miscommunication or differences in expectations.
Conclusion
The nature of work, market needs, and organizational culture all play a role in the decision between Scrum and Traditional Project Management . While traditional project management may be more suitable for projects with well-defined needs that are straightforward with few or no anticipated changes during execution, Scrum is well-suited for those where adaptability and frequent feedback are essential. In today’s fast-paced and constantly evolving corporate climate, knowing the advantages and disadvantages of each approach is critical to successful business management and outcomes.
