When organisations take on large-scale projects, choosing the right development framework is critical. Two of the most popular approaches—Agile and Scrum—each offer unique advantages. But which one is more suitable for big, complex undertakings? Below, we explore their definitions, strengths, and how they behave when the stakes are higher.

What Do We Mean by “Agile” and “Scrum”?

To begin with, it’s important to understand the difference between Agile and Scrum — they are related, but not the same.

• Agile is a broad philosophy or mindset, emphasising flexibility, customer collaboration, and iterative delivery. It’s a set of values and principles defined in the Agile Manifesto.

• Scrum, on the other hand, is a specific framework that applies Agile principles. It defines roles (like Scrum Master, Product Owner), events (sprints, daily stand-ups), and artefacts (product backlog, sprint backlog).

Understanding this relationship helps teams decide which framework (or combination) makes sense for their project structure.

How Agile Helps with Flexibility and Change

Large projects are often subject to change: stakeholder demands evolve, new requirements emerge, and market conditions shift. That’s where Agile really shines.

• Agile encourages incremental delivery, meaning teams can regularly release parts of the product rather than waiting until the very end.

• Frequent feedback loops mean you don’t invest too long in features that may become irrelevant.

• By embracing change — instead of resisting it — Agile helps ensure the product stays aligned with stakeholder needs throughout development.

For large projects, this ability to adapt can significantly reduce risk and waste.

The Scrum Methodology: Roles, Events, and Artefacts

Scrum provides a well-defined structure that works particularly well for project teams that benefit from clarity and accountability.

• Roles: The Product Owner defines what needs to be done; the Scrum Master removes obstacles; and the Development Team builds the product.

• Events: Sprints (fixed time-boxed periods), sprint planning, daily stand-ups, sprint review, and sprint retrospective help teams coordinate effectively.

• Artefacts: The product backlog captures all the work needed, the sprint backlog holds tasks for a particular sprint, and the increment represents the potentially shippable product.

This clarity of roles and processes ensures every team member knows what to do, which is especially useful in large, multi-team environments.

Agile at Scale: Applying Agile Principles to Big Projects

While Agile started with small, cross-functional teams, many organisations are now scaling it to handle large, complex initiatives.

• Frameworks like Scaled Agile Framework (SAFe), Large-Scale Scrum (LeSS), and Disciplined Agile Delivery (DAD) adapt Agile principles to the scale of enterprise needs.

• These scaled approaches preserve Agile’s flexibility while adding layers of coordination to manage dependencies, synchronise multiple teams, and align with business strategy.

• By using these frameworks, large organisations can benefit from continuous delivery, faster feedback, and improved predictability without losing control.

Agile at scale offers a structured way to reap the benefits of agility across multiple teams.

The Challenges of Using Scrum in Very Large Teams

Though Scrum is powerful, applying it in very large projects isn’t without challenges.

• Coordination Overhead: More teams mean more communication and synchronisation. Without proper planning, dependencies across teams can become a serious bottleneck.

• Role Dilution: As teams grow, Scrum Master and Product Owner roles may be stretched thin, reducing their effectiveness.

• Consistency of Process: Maintaining the same level of discipline (in terms of events, definition of done, quality) across many teams can be difficult.

• Scaling Artefacts: Managing multiple backlogs (team-level and programme-level) requires clarity and governance, or it can lead to confusion.

Overcoming these challenges often calls for adopting a scaled Agile framework or combining Scrum with other organisational practices to maintain effectiveness.

When Agile Alone Is Enough — And When You Need Scrum

Agile is a philosophy: a set of values and principles that promote flexibility, continuous feedback, and iterative delivery. For some large projects, simply adopting Agile values — without strictly following a framework — works well.

When Agile Alone Works:

• The project scope is loosely defined, and requirements will evolve.

• Teams are small to medium in size but skilled at self-organising.

• There is a high degree of trust with clients and stakeholders.

When Scrum Adds Value:

• You need a clear, repeatable structure.

• The project has multiple cross-functional teams.

• Predictable cadences (like Sprints) help align deliverables, reviews, and feedback.

Coordinating Multiple Scrum Teams in Complex Projects

Large projects often require more than one Scrum team. But having multiple teams introduces challenges in coordination, communication, and consistency.

Key Strategies for Coordination:

• Use a Scrum of Scrums meeting: a periodic sync where representatives from each team share progress, risks, and dependencies.

• Define common standards for backlog refinement, DoD (Definition of Done), and coding practices.

• Appoint a chief Scrum Master or Agile coach to ensure alignment, remove obstacles, and facilitate effective collaboration.

Measuring Progress and Success: Metrics for Large Projects

To understand how well the project is doing, large-scale teams need to track the right metrics. The right measurements help guide decisions and demonstrate value to stakeholders.

Helpful Metrics to Track:

• Velocity Across Teams: Average work (story points) completed per Sprint.

• Sprint Predictability: How often teams hit their Sprint goals.

• Lead Time and Cycle Time: How quickly features move from planning to delivery.

• Cross-Team Dependencies: How often dependencies block progress.

• Stakeholder Satisfaction: Feedback from business users or product owners at regular intervals.

These metrics not only show how the teams are performing now, but also help identify bottlenecks and improve future planning.

Risk Management in Agile vs Scrum Approaches

Large projects inherently come with risk — whether related to technology, changing requirements, or resource constraints. Both Agile and Scrum can help manage these risks, but they do it in different ways.

Agile Risk Management:

• Encourages continuous refinement of priorities.

• Allows for adapting to changing business needs because there’s no fixed long-term plan.

• Focuses on delivering value early so that risks surface sooner.

Scrum Risk Management:

• Time-boxed Sprints limit the exposure of each work increment.

• Regular reviews (Sprint Review, Retrospective) help teams reflect on what went wrong and adjust.

• A clear Definition of Done ensures quality standards, reducing the risk of delivering incomplete or low-quality features.

Choosing the Right Framework: Key Factors to Consider

Deciding between Agile, Scrum, or a hybrid approach depends on several factors. For large projects, it is critical to evaluate them carefully.

Factors to Consider:

1. Team Structure: Are there many small teams, or a few large ones?

2. Project Complexity: How well-defined are the goals, and how much is likely to change?

3. Stakeholder Expectations: Do stakeholders demand frequent deliverables or stable long-term planning?

4. Organisational Maturity: Has your organisation used Agile or Scrum before, or is this a first attempt?

5. Tooling and Infrastructure: Do you have systems for backlog management, continuous integration, and cross-team visibility?

A thoughtful assessment of these factors will guide you to choose a framework that matches your project’s scale and your organisation’s working style.

Conclusion

When it comes to large projects, both Agile and Scrum offer valuable advantages — but they serve different purposes. Agile provides the mindset and flexibility needed to handle changing requirements, while Scrum gives a structured framework that helps teams stay disciplined and coordinated. For enterprise-level projects, combining Agile principles with a scaled methodology or adapting Scrum across teams often yields the best results.

If you’re looking to implement Agile or Scrum for a large healthcare or enterprise software project, or want expert help tailoring a delivery framework to your organisation’s needs, visit https://smartdatainc.com/ to learn more.