Although there are similarities in Scrum and traditional project
management methods with regard to definition of ‘quality’ (i.e., the
ability of the product to meet the agreed Acceptance Criteria and
achieve the business value expected by the customer), differences exist
in terms of how the approaches address the implementation and
achievement of the required quality levels.
In traditional project management methods, the users clarify their
expectations; the Project Manager defines those expectations in
measurable terms and gains agreement from the users. After detailed
planning, the project team develops the product over an agreed period of
time. If any of the agreed criteria are to be changed, changes can
happen only through a formal change management system where impact of
changes is estimated and the Project Manager gets approval from all
relevant stakeholders.
In Scrum, however, the Product Owner collaborates with the Scrum Team and defines the Acceptance Criteria for the User Stories related to the product to be delivered. The Scrum Team then develops the product in a series of short iterations called Sprints. The Product Owner can make changes to the requirements to keep pace with the user needs and these changes can be addressed by the Scrum Team either by terminating the current Sprint or including the adjusted requirements in the next Sprint as each Sprint is of very short duration (i.e., one to six weeks).
One of the major advantages of Scrum is the emphasis on creating potentially shippable deliverables at the end of each Sprint cycle, instead of at the end of the entire project. So, the Product Owner and customers constantly inspect, approve and accept deliverables after each Sprint. Also, even if a Scrum project is terminated early, there is some value created prior to termination through the deliverables created in individual Sprints.
Acknowledgement: The content borrowed from www.scrumstudy.com (Original url: http://www.scrumstudy.com/blog/what-are-the-differences-between-scrum-and-traditional-project-management-method/)
In Scrum, however, the Product Owner collaborates with the Scrum Team and defines the Acceptance Criteria for the User Stories related to the product to be delivered. The Scrum Team then develops the product in a series of short iterations called Sprints. The Product Owner can make changes to the requirements to keep pace with the user needs and these changes can be addressed by the Scrum Team either by terminating the current Sprint or including the adjusted requirements in the next Sprint as each Sprint is of very short duration (i.e., one to six weeks).
One of the major advantages of Scrum is the emphasis on creating potentially shippable deliverables at the end of each Sprint cycle, instead of at the end of the entire project. So, the Product Owner and customers constantly inspect, approve and accept deliverables after each Sprint. Also, even if a Scrum project is terminated early, there is some value created prior to termination through the deliverables created in individual Sprints.
Acknowledgement: The content borrowed from www.scrumstudy.com (Original url: http://www.scrumstudy.com/blog/what-are-the-differences-between-scrum-and-traditional-project-management-method/)
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