Traditional project management emphasizes on conducting detailed upfront planning for the project with emphasis on fixing the scope, cost and schedule – and managing those parameters. Whereas, Scrum encourages data-based, iterative decision making in which the primary focus is on delivering products that satisfy customer requirements.
To deliver the greatest amount of value in the shortest amount of time, Scrum promotes prioritization and Time-boxing over fixing the scope, cost and schedule of a project. An important feature of Scrum is self-organization, which allows the individuals who are actually doing the work to estimate and take ownership of tasks.
Following table summarizes many of the differences between Scrum and traditional project management:
| Parameters | Scrum | Traditional Project Management |
|---|---|---|
| Emphasis is on | People | Processes |
| Documentation | Minimal – only as required | Comprehensive |
| Process style | Iterative | Linear |
| Upfront planning | Low | High |
| Prioritization of Requirements | Based on business value and regularly updated | Fixed in the Project Plan |
| Quality assurance | Customer centric | Process centric |
| Organization | Self-organized | Managed |
| Management style | Decentralized | Centralized |
| Change | Updates to Productized Product Backlog | Formal Change Management System |
| Leadership | Collaborative, Servant Leadership | Command and control |
| Performance measurement | Business value | Plan conformity |
| Return on Investment | Early/throughout project life | End of project life |
| Customer involvement | High throughout the project | Varies depending on the project lifecycle |