Have you ever noticed how some projects seem to succeed easily and others don't? It often depends on how the project is managed. Some teams spend a lot of time planning every detail, but struggle when things change. Others are more flexible and can adapt as needed. Want to know how to make a project a success? If so, read this article to find out.
Before we compare how Agile and Classic project management work, let's first explain what project management actually means.
Simply put, project management is ultimately about turning ideas into reality. Got a great plan? Project management is how you turn it into something concrete, achieving your goals and keeping track of time and money.
So, what does it involve? First, you plan what you want to achieve and how you will do it. Next, you organise—get the right people and resources ready. Then, you get to work, manage tasks, and keep things moving. While you're working, you monitor progress—spot problems and fix them quickly. Finally, you complete the project—deliver the results and see how well you did.
Apart from that, effective project management needs good leadership, communication, and problem-solving to keep the team satisfied and working well. For anything from launching a new gadget to planning a party, it provides a structure for success. It helps keep projects on track, guiding them to the goals you want instead of letting things happen randomly.
Before we compare how Agile and Classic project management work, let's first explain what project management actually means.
Simply put, project management is ultimately about turning ideas into reality. Got a great plan? Project management is how you turn it into something concrete, achieving your goals and keeping track of time and money.
So, what does it involve? First, you plan what you want to achieve and how you will do it. Next, you organise—get the right people and resources ready. Then, you get to work, manage tasks, and keep things moving. While you're working, you monitor progress—spot problems and fix them quickly. Finally, you complete the project—deliver the results and see how well you did.
Apart from that, effective project management needs good leadership, communication, and problem-solving to keep the team satisfied and working well. For anything from launching a new gadget to planning a party, it provides a structure for success. It helps keep projects on track, guiding them to the goals you want instead of letting things happen randomly.
Agile vs. Classic Project Management
The main difference between agile and traditional project management is the way projects get done.
Classic project management usually starts with a fixed plan. Changing things later can be difficult and expensive. This works well if you know exactly what you need from the start, and that won't change. But it's not ideal when things change quickly.
Agile project management, on the other hand, is designed for change. It involves more stakeholders and adapts more easily to new needs, technologies, and market trends. This is especially good for software and technology projects, where things can change quickly.
Basically, it's a choice between stability and flexibility. Classic methods provide a structured, step-by-step approach that works for projects with clear goals. Agile methods are more flexible and work better when change is expected.
Classic project management usually starts with a fixed plan. Changing things later can be difficult and expensive. This works well if you know exactly what you need from the start, and that won't change. But it's not ideal when things change quickly.
Agile project management, on the other hand, is designed for change. It involves more stakeholders and adapts more easily to new needs, technologies, and market trends. This is especially good for software and technology projects, where things can change quickly.
Basically, it's a choice between stability and flexibility. Classic methods provide a structured, step-by-step approach that works for projects with clear goals. Agile methods are more flexible and work better when change is expected.
What is Classic Project Management?
Classic project management is a go-to approach for projects where the goal is clear and the steps are well-defined. It works particularly well when you have a solid grasp of the final outcome and how to achieve it. This methodology is most effective for projects with carefully detailed scope and requirements from the start.
The Waterfall Model
A core component of classic project management is the Waterfall model. In this model, each project stage must be fully completed before moving to the next.
Every step of a project is carefully documented. Projects using the Waterfall approach have clearly defined endpoints for each phase and are closely watched. They are reviewed in detail, and management must approve them before moving on to the next phase. Strong discipline is therefore very important for the success of a project.
The Waterfall model is best for projects where the requirements are stable and well understood. Testing is usually done near the end of the project. At this point, it can be difficult to make changes based on customer feedback. This is because the process is linear, which makes it challenging, expensive, and time-consuming.
Mistakes found during final testing can be hard to fix, and they can cost a lot of money. The most important thing is to define key factors such as project scope, timelines, and how resources will be used at the outset. In the past, when the Waterfall model was created, technology and business grew more slowly, so projects did not need as much flexibility as they often do today.
The Waterfall Model
A core component of classic project management is the Waterfall model. In this model, each project stage must be fully completed before moving to the next.
Every step of a project is carefully documented. Projects using the Waterfall approach have clearly defined endpoints for each phase and are closely watched. They are reviewed in detail, and management must approve them before moving on to the next phase. Strong discipline is therefore very important for the success of a project.
The Waterfall model is best for projects where the requirements are stable and well understood. Testing is usually done near the end of the project. At this point, it can be difficult to make changes based on customer feedback. This is because the process is linear, which makes it challenging, expensive, and time-consuming.
Mistakes found during final testing can be hard to fix, and they can cost a lot of money. The most important thing is to define key factors such as project scope, timelines, and how resources will be used at the outset. In the past, when the Waterfall model was created, technology and business grew more slowly, so projects did not need as much flexibility as they often do today.
What is Wrong With Classic Project Management?
Classic project management comes with its own set of hurdles. Let's break down some key disadvantages:
Communication breakdown
Instead of chatting directly with customers, developers often work from documents. This can cause misunderstandings and discourage developers from sharing their ideas, which can lead to confusing requirements.
Change is hard
Trying to make changes or fix problems can be tough and costly. This method doesn't easily adapt to new requirements that arise during the project.
One problem affects all
If something goes wrong early on, it can have a chain-reaction effect on everything that follows.
Slow and rigid
The way classic project management is set up can make it slow and rigid. Unlike Agile, it's not very flexible.
Too many expectations
It's not always possible to know everything you need at the beginning. If customers don't explain what they need well enough, the end result may not be right.
Late performance check
You can't really see how well the project is doing until it's done. This means that problems may not show up until testing.
Too much paperwork
Keeping lots of documents up to date can take a lot of time and feel like extra work for developers.
Delays can delay everyone
If one phase is late, it can delay the whole project, even if it doesn't affect everyone.
Innovation is limited
There isn't much room for new ideas or creativity. The project follows a strict plan, leaving little time to think outside the box.
Communication breakdown
Instead of chatting directly with customers, developers often work from documents. This can cause misunderstandings and discourage developers from sharing their ideas, which can lead to confusing requirements.
Change is hard
Trying to make changes or fix problems can be tough and costly. This method doesn't easily adapt to new requirements that arise during the project.
One problem affects all
If something goes wrong early on, it can have a chain-reaction effect on everything that follows.
Slow and rigid
The way classic project management is set up can make it slow and rigid. Unlike Agile, it's not very flexible.
Too many expectations
It's not always possible to know everything you need at the beginning. If customers don't explain what they need well enough, the end result may not be right.
Late performance check
You can't really see how well the project is doing until it's done. This means that problems may not show up until testing.
Too much paperwork
Keeping lots of documents up to date can take a lot of time and feel like extra work for developers.
Delays can delay everyone
If one phase is late, it can delay the whole project, even if it doesn't affect everyone.
Innovation is limited
There isn't much room for new ideas or creativity. The project follows a strict plan, leaving little time to think outside the box.
What is Agile Project Management?
Agile handles projects in short cycles called sprints. It breaks down a large task into smaller parts. Each sprint includes planning, building, testing, and getting feedback to improve. The aim is to deliver value step-by-step and adapt to changes.
Here are four main characteristics of Agile:
Adaptable
Agile teams can change direction as new needs or ideas arise.
Teamwork-focused
People work together, sharing skills to move the project forward.
Always improving
After each sprint, the team looks back to see what worked and what needs to be changed for next time.
Customer feedback
The project receives regular input from the client to keep it on track.
Instead of sticking to one set plan, Agile lets teams change things as they go. This can be helpful when project needs aren't clear from the start or things change quickly.
Agile is built on these ideas: learn by trying things, prioritize what matters most, let team members make decisions, work in short timeframes, and collaborate closely. Teams create a product, get feedback, and improve it through repeated cycles, even if the project changes a bit.
This cycle continues until the customer gets exactly what they want. SAFe and Scrum are common frameworks for using agile methods.
SAFe (Scaled Agile Framework)
It's a framework for implementing agile practices across large, complex projects involving multiple teams. Developed in 2011 by Drew Jemilo and Dean Leffingwell, SAFe integrates agile software development, lean product development, and systems thinking. It aims to increase productivity and streamline workflows in large organizations.
SAFe offers several options, including Essential SAFe, Large Solution SAFe, Portfolio SAFe, and Full SAFe. They are designed to fit different levels of complexity in an organization.
This framework focuses on improving coordination, having a shared purpose, and motivating teams. It's especially helpful for large projects where teams need to be flexible and use their own agile methods.
Agile project management has many benefits, but there are still a few challenges.
1. Methodologies depend on teams that can organize themselves. Therefore, team members must have enough experience and a solid understanding of Agile principles; otherwise, project performance may suffer.
2. Agile methods are flexible, but frequent changes in priorities from clients or stakeholders can disrupt project planning and timelines.
3. Projects often produce solutions that are made to fit specific needs. This means that the products or parts made in these projects might not be easily used again in the future.
Here are four main characteristics of Agile:
Adaptable
Agile teams can change direction as new needs or ideas arise.
Teamwork-focused
People work together, sharing skills to move the project forward.
Always improving
After each sprint, the team looks back to see what worked and what needs to be changed for next time.
Customer feedback
The project receives regular input from the client to keep it on track.
Instead of sticking to one set plan, Agile lets teams change things as they go. This can be helpful when project needs aren't clear from the start or things change quickly.
Agile is built on these ideas: learn by trying things, prioritize what matters most, let team members make decisions, work in short timeframes, and collaborate closely. Teams create a product, get feedback, and improve it through repeated cycles, even if the project changes a bit.
This cycle continues until the customer gets exactly what they want. SAFe and Scrum are common frameworks for using agile methods.
SAFe (Scaled Agile Framework)
It's a framework for implementing agile practices across large, complex projects involving multiple teams. Developed in 2011 by Drew Jemilo and Dean Leffingwell, SAFe integrates agile software development, lean product development, and systems thinking. It aims to increase productivity and streamline workflows in large organizations.
SAFe offers several options, including Essential SAFe, Large Solution SAFe, Portfolio SAFe, and Full SAFe. They are designed to fit different levels of complexity in an organization.
This framework focuses on improving coordination, having a shared purpose, and motivating teams. It's especially helpful for large projects where teams need to be flexible and use their own agile methods.
Agile project management has many benefits, but there are still a few challenges.
1. Methodologies depend on teams that can organize themselves. Therefore, team members must have enough experience and a solid understanding of Agile principles; otherwise, project performance may suffer.
2. Agile methods are flexible, but frequent changes in priorities from clients or stakeholders can disrupt project planning and timelines.
3. Projects often produce solutions that are made to fit specific needs. This means that the products or parts made in these projects might not be easily used again in the future.
Comparison of Classic Project Management and Agile Project Management
To summarize, let's compare classic and agile project management. In classic management, everything is planned down to the last detail. With agile, the focus is on adapting to changes as they occur. Agile projects are broken down into release plans, iteration plans, and day-to-day tasks. As a result, it's easier to achieve specific goals. Here's a simpler breakdown:
Flexibility
Classic. Once a project starts, you have to stay on schedule. Costs and time are tightly controlled to meet goals on time. Unexpected changes can be difficult and are often avoided.
Agile. It is very flexible. Team members can suggest improvements and adjust the plan. They can change the process or product at any stage. Communication and creativity are key.
Transparency
Classic. The project manager usually has the full picture. Customers provide requirements at the beginning, but the process may not be fully transparent. Customer feedback is usually at the end.
Agile. Everyone is in the loop. The product owner, team members, and customers know about decisions and plans. This helps people feel more engaged and motivated.
Project complexity
Classic. Good for projects that are straightforward with few changes. If the goal is clear, and you know what you need, classic is efficient.
Agile. Better for complex projects with lots of moving parts. When things are likely to change or you might learn as you go, agile works well.
Feedback
Classic. The project's timeline and budget are usually fixed. Changes aren't really allowed. Each task has a fixed time and budget, so you can't easily respond to feedback.
Agile. You get regular feedback from the product owner and the customer. This helps you deliver a quality product on time.
Communication
Classic. Uses written communication such as documents, reports, and e-mail. This helps share information accurately and quickly.
Agile. Uses verbal communication to adapt to change. This enables team members to communicate faster and more efficiently.
Customer satisfaction
Classic. Everything is planned in advance, so it can be difficult to change things for a client.
Agile. You get frequent feedback, and the team adapts to meet customer needs.
Ownership and accountability
Classic. The project manager is in charge. Customers are involved at the beginning, but less so later.
Agile. Everyone on the team matters. They work together, share ideas, and make changes.
Process management
Classic. Process changes are applied to the next project, not the current one.
Agile. Specialists are always trying to improve. They look at the product and the process. At the end of each iteration, the team discusses how to improve.
Flexibility
Classic. Once a project starts, you have to stay on schedule. Costs and time are tightly controlled to meet goals on time. Unexpected changes can be difficult and are often avoided.
Agile. It is very flexible. Team members can suggest improvements and adjust the plan. They can change the process or product at any stage. Communication and creativity are key.
Transparency
Classic. The project manager usually has the full picture. Customers provide requirements at the beginning, but the process may not be fully transparent. Customer feedback is usually at the end.
Agile. Everyone is in the loop. The product owner, team members, and customers know about decisions and plans. This helps people feel more engaged and motivated.
Project complexity
Classic. Good for projects that are straightforward with few changes. If the goal is clear, and you know what you need, classic is efficient.
Agile. Better for complex projects with lots of moving parts. When things are likely to change or you might learn as you go, agile works well.
Feedback
Classic. The project's timeline and budget are usually fixed. Changes aren't really allowed. Each task has a fixed time and budget, so you can't easily respond to feedback.
Agile. You get regular feedback from the product owner and the customer. This helps you deliver a quality product on time.
Communication
Classic. Uses written communication such as documents, reports, and e-mail. This helps share information accurately and quickly.
Agile. Uses verbal communication to adapt to change. This enables team members to communicate faster and more efficiently.
Customer satisfaction
Classic. Everything is planned in advance, so it can be difficult to change things for a client.
Agile. You get frequent feedback, and the team adapts to meet customer needs.
Ownership and accountability
Classic. The project manager is in charge. Customers are involved at the beginning, but less so later.
Agile. Everyone on the team matters. They work together, share ideas, and make changes.
Process management
Classic. Process changes are applied to the next project, not the current one.
Agile. Specialists are always trying to improve. They look at the product and the process. At the end of each iteration, the team discusses how to improve.