If you're managing projects, you may have heard about the widespread benefits of Agile. This approach empowers teams to truly understand client needs and consistently deliver valuable results by breaking work into smaller, iterative cycles.
That said, navigating the vocabulary of modern project management can get confusing. A frequent question arises about the precise difference between Agile and Scrum.
This post will cover:
What’s the difference between Agile and Scrum?
The primary difference between Agile and Scrum is that Agile is a broad project management methodology, whereas Scrum is a specific framework that makes the Agile approach actionable.
Agile is an overarching mindset or set of values for project management. It prioritizes continuous improvement, flexibility, efficiency, and the ability for teams to adapt quickly to evolving end-user feedback.
Scrum is a concrete set of processes and practices that allows teams to be Agile. It's one thing to embrace flexibility and efficiency as project management goals; it's another to consistently put them into practice. Scrum provides a structured yet adaptable framework that helps teams implement the Agile philosophy on a day-to-day basis.
What is Agile?
Agile is a project management philosophy centered on iterative and incremental development. It proposes breaking large, complex projects into smaller, manageable pieces. These smaller chunks can be developed, tested, and delivered frequently, allowing for early and continuous feedback. A core tenet of Agile is regular interaction with cross-functional teams and stakeholders, ensuring demonstrable value is delivered early and often.
Agile teams work closely with clients and stakeholders to continuously gather requirements and ensure tasks are completed to everyone’s expectations. The significant benefit of hitting these smaller milestones faster and validating them with users is the ability for teams to pivot quickly if needed, adapting to market changes or new insights.
Clients and stakeholders also play an active role in prioritizing what new features or work items get delivered by providing input on the product backlog. This continuous collaboration ensures that Agile teams focus their efforts on tasks that represent the highest current priorities for end-users, thereby maximizing the delivered value.
Another key element of the Agile methodology is its emphasis on working software over extensive documentation. While a lack of comprehensive upfront documentation might initially challenge new team members, it allows Agile teams to dedicate more time to development and responsiveness, ultimately leading to quicker deployments and a faster ability to react to change.
While Agile gained prominence in software development, its principles are now widely applied across diverse industries. In an Agile-first organization, leadership fosters a culture of incremental improvement, transparent communication, and cross-collaboration. Sectors ranging from education and government to marketing and manufacturing have successfully embraced the power of Agile to drive efficiency and innovation.
What is Scrum?
Scrum is a specific, lightweight Agile framework dedicated to releasing products in the shortest possible cycles. It provides the actionable structure that empowers teams to effectively fulfill the Agile philosophy.
Scrum defines specific rules, events, and team roles that make Agile ideals tangible. In Scrum, development teams work in short, time-boxed iterations called "sprints," typically lasting one to four weeks. During each sprint, the team focuses on completing a small chunk of work that contributes to a broader project goal. Each task originates from a product backlog, a prioritized list of requests from internal and external stakeholders, which is reviewed and refined at the beginning of every sprint to align with evolving end-user priorities. Scrum sprints are so effective that the term "Agile sprints" has become widely synonymous with iterative work cycles in general.
Scrum team roles include the Scrum Master, the Product Owner (PO), and the Development Team.
- The Scrum Master acts as a facilitator and coach, hosting key meetings like sprint planning, daily stand-ups, sprint reviews (product demos), and retrospectives, while removing impediments for the team.
- The Product Owner (PO) dictates what the development team works on, is responsible for submitting detailed requests for new features, and verifies that completed work meets defined requirements and quality standards.
- The Development Team is a self-organizing, cross-functional group responsible for delivering the work increment in each sprint. They present the results of each sprint to the PO and other stakeholders.
Another piece of the Scrum framework that has become almost synonymous with the broader Agile methodology is the daily stand-up meeting (or daily Scrum). In these short, focused meetings, the development team quickly reviews what they accomplished the previous day, what they plan to achieve that day, and what impediments they might encounter.
Scrum also includes a sprint retrospective meeting, where the entire team collectively reflects on the just-completed sprint, identifying what went well and what could be improved in the following sprint. As a new sprint begins, a sprint planning meeting is held to select and commit to the tasks for the upcoming cycle.
The value of Scrum’s systematic processes lies in its ability to ensure that everyone remains aligned, transparent, and focused. This helps clients get the outcomes they want on a defined timeline, while crucially leaving room for necessary changes that may emerge along the way.
Other commonly confused project methodologies.
Many other project methodologies are frequently confused with Agile or Scrum. Let’s review two of the most common that offer distinct approaches.
Scrum vs. Kanban.
Just like Scrum, Kanban is another popular Agile framework. The primary difference is that Kanban emphasizes a visual workflow to continuously manage and showcase a team’s progress. On a Kanban board, each piece of work (a task or user story) is represented by a card, and the board has columns to denote task status (e.g., To Do, In Progress, Testing, Done). As the team works on each task, the corresponding card moves into the next column until completion.
Rather than pulling a fixed number of tasks into a sprint (as in Scrum), Kanban establishes work-in-progress (WIP) limits—a maximum number of cards that can be in each column at any given time. If a team has already met that quota, they cannot pull in any more work from the project backlog until the current work-in-progress is finished, forcing a focus on flow and completion.
In contrast to Scrum, Kanban doesn't have predefined team roles, fixed-length sprints, or mandatory team meetings (though many Kanban teams still hold daily stand-ups). Kanban team members collaborate to deliver tasks on an as-needed, pull-based system, allowing for continuous flow and flexibility.
Agile vs. Waterfall.
Waterfall is a more traditional, linear form of project management, characterized by a fixed scope, schedule, and budget, which makes it fundamentally different from Agile. Unlike Scrum and Kanban, Waterfall is not an Agile project management strategy. It employs a top-down approach, collecting all client requirements upfront and creating a comprehensive, detailed project plan before development begins. Waterfall stakeholders are typically not actively involved in the development process until the key review points are reached.
Rather than delivering small chunks of work quickly, Waterfall focuses on completing the entire project, which can take months or even years. This methodology prioritizes exhaustive planning before any work begins, aiming to eliminate the need for changes or updates once development is underway. Adhering to a fixed scope means that Waterfall projects are delivered in a sequential, predictable manner.
Furthermore, whereas Agile emphasizes continuous testing throughout iterative cycles, Waterfall typically reserves quality assurance (QA) until the very end of the project, after all development stages have been completed. While this can keep developers focused on original requirements, it can lead to longer and more costly fixes if significant mistakes or errors are discovered late in the project lifecycle.
Waterfall methodology is generally well-suited for projects with highly stable and well-defined requirements or those with strict regulatory compliance needs. Agile methodologies, conversely, are preferred for granting teams more flexibility, especially when requirements are expected to evolve.
When to use Scrum vs another Agile methodology.
Scrum is a great fit for teams that benefit from structure, routine, and regular checkpoints. You might choose Scrum if:
- Requirements are likely to evolve. Scrum's iterative cycles make it easy to adapt as priorities shift.
- Your team is cross-functional and collaborative. Scrum works best when designers, developers, and product owners work closely together toward shared sprint goals.
- You prefer time-boxed work. Scrum’s defined sprint cycles and clear ceremonies help keep teams focused and aligned.
- Stakeholder feedback is essential. Scrum builds in opportunities, like sprint reviews, for regular input and course corrections.
That said, Scrum isn’t always the right fit. Other Agile approaches, like Kanban or Lean, may be more effective if:
- Your work is continuous. If tasks come in unpredictably, Kanban may offer more flexibility.
- You need minimal process overhead. Teams with varying task types or limited time for ceremonies may prefer Kanban’s lighter structure.
- Your team isn’t fully cross-functional. If team members work independently or can’t commit to full sprint participation, a hybrid approach like Scrumban might be a better option.
- Projects are short-term or straightforward. For quick deliverables, a complete Scrum framework may be more than you need.
Ultimately, Scrum is ideal when you want structure, predictability, and close collaboration. But Agile is flexible by design—choose the approach that matches your team’s rhythm and the nature of your work.
Getting Started with Agile Scrum.
While the terms “Agile” and “Scrum” are often confused, understanding their hierarchical relationship can help you craft the most effective project management strategy for your team. By adopting Scrum’s methodical framework, everyone knows what they are supposed to work on, ensuring that the right work gets delivered at the right time. Crucially, it provides enough flexibility to address issues or make necessary adjustments in a subsequent sprint, supporting continuous improvement.
When you’re ready to implement the Scrum methodology, Workfront can help. Workfront consolidates all your work in one centralized platform, providing everyone with a space to share ideas, measure and track progress transparently, and break complex processes into manageable pieces. Within the Workfront solution, you'll find it easier to prioritize tasks, collaborate seamlessly with stakeholders, and maintain alignment across all teams and departments.
See how Workfront can revolutionize your project management and empower your Agile Scrum initiatives.
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