What is the difference or missing points on Case $1$ vs Case $2$Case $1$Traditional project management and agile project management are two distinct methodologies used for managing projects, each with its own approach and set of principles.### Traditional Project Management$1.**$Structure and Planning$**$: Traditional project management, often referred to as the Waterfall model, is characterized by a linear and sequential approach. It involves detailed upfront planning, and each phase of the project must be completed before moving on to the next$\mathrm{.}2.**$Documentation$**$: There is a significant emphasis on documentation in traditional project management. Detailed plans, schedules, and reports are created and maintained throughout the project$\mathrm{.}3.**$Change Management$**$: Changes to the project scope or requirements can be challenging to implement once the project is underway. This rigidity can lead to issues if unforeseen circumstances arise$\mathrm{.}4.**$Roles and Responsibilities$**$: There is a clear hierarchy and defined roles within the project team. Project managers typically have the authority to make decisions and direct the team$\mathrm{.}5.**$Success Measurement$**$: Success is usually measured by adherence to the project plan, on$-$time delivery, and staying within budget.### Agile Project Management$1.**$Flexibility and Iteration$**$: Agile project management is more flexible and emphasizes iterative development. Projects are divided into small increments or sprints, allowing for continuous improvement and adaptation$\mathrm{.}2.**$Collaboration and Communication$**$: Agile prioritizes collaboration among team members and stakeholders. Regular meetings, such as daily stand$-$ups and sprint reviews, facilitate open communication and feedback$\mathrm{.}3.**$Adaptability to Change$**$: Agile methodologies embrace change, allowing teams to respond to new information and evolving requirements throughout the project lifecycle$\mathrm{.}4.**$Cross$-$Functional Teams$**$: Agile teams are often self$-$organizing and cross$-$functional, meaning that team members collaborate closely and share responsibilities rather than adhering to strict roles$\mathrm{.}5.**$Success Measurement$**$: Success is measured by the value delivered to the customer, customer satisfaction, and the team's ability to meet changing requirements.### SummaryIn summary, traditional project management is structured and rigid, focusing on upfront planning and documentation, while agile project management is flexible and adaptive, emphasizing collaboration and iterative progress. The choice between the two methodologies often depends on the nature of the project, the industry, and the specific needs of the organization.Case $2$Agile project management is an approach to reducing product development time, while minimising risk through continuous interaction between the customer and small self$-$organised teams. These teams produce pieces of working product features in short time frames, while rapidly adapting to changes in requirements. It is applicable to projects for which the requirements are difficult to define at the beginning, or may change quickly or often during the project. It emphasises short term planning and intense work efforts in short, fixed time cycles. Agile project management is sometimes used for software product development projects during which the final system product is completed in increments by developing sets or modules of specific product requirements and features in short time frames.There are various methodologies for implementing agile project management. One of the more popular methodologies is scrum, a term derived from the game of rugby.The Systems Thinking principle in the PMBOK Guide $(7$th edition$)$ gives further information about responding holistically to a changing project environment.Roles of Participants in ScrumThe roles of the participants involved in this approach include:A product owner, also referred to as the customer representative, is responsible for defining the customer requirements and product features and for ensuring that the development team delivers an end product with the required features. Sometimes product features may be defined by stories that are descriptions by end users of features they would like changed or added to an existing product or included in a new product. The product owner also prioritises the requirements based on their value and dependent relationships or required sequence. She then creates a product backlog that is an ordered list of requirements or features from which the specific sets of items will be chosen and released to the development team to produce and to demonstrate at the end of a fixed time frame. These sets of features are referred to as a releases $($similar to work packages$)$ because the items are released from the product backlog to the team to produce a working product increment that is a portion of the overall end product that is being developed. The product owner is encouraged to work close to the development team to enable regular discussions and clarifications of customer requirements, to review and provide comments and feedback on the work of the development team, and to specify any changes that need to be made so the development team can adapt their work efforts during the remaining fixed time period to accommodate any changes; otherwise the changes will need to be incorporated in future releases.Please give a brief summary