| The product requirements are captured in detail before the start of the project. During the project, the project team finds it difficult to maintain it. |
The product backlog contains the prioritized user stories. The team finds it easy to work from it and to maintain it. |
| The workload for each team member is planned up-front and they have no control over their commitments. |
The team decides on the quantum of items to be picked up from the product backlog during each sprint. The team morale and commitment is very high. |
| The business environment changes during the course of the project. It is not possible to factor in these changes as the project plans are set in concrete. |
The product backlog evolves to cater for the changing business environment. The product gives the business a distinctive competitive advantage. |
| Vital change requests from the business are seen as something not in the “Spec” by the project team. |
The project team embraces the change requests from the business. They are delighted with the opportunity to help make the project an even greater success. |
| Business sees the working product at the end of the project. Comes up with 100s of ideas for improvements. Unable to incorporate these because it is seen as expensive and risky. |
Customer insights are gained during each sprint demo. These are added to the product backlog and incorporated in to the product during subsequent sprints. |
| Only features that the business initially asked for was built. It barely meets the current requirements. |
A high quality product is produced packed with features that meet the exact requirements of the business. |
| The business waits till the end of the project to derive benefits from the project. |
The project produces excellent return on investment right from the very first release of the project. |
| The project success can be ascertained only at the very end of the project. |
The product is completed in small, manageable sprints. The project was never at risk |
| All features that are initially planned are built. The business ends up maintaining even features which are never used. |
High priority features are built first. Non-relevant low-priority features remained at the bottom of the backlog and were never build avoiding expensive build and maintenance costs |
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