There is a huge difference in project management between a large traditional organization, a technology company and a startup. First of all, the practice of project management in a traditional company is superlative, well defined and demonstrates a sustained approach. They have balanced metrics and internal communities to maintain custom methodologies and tools to achieve project deliverables. However, in a large technology company, project management is complicated because the needs of the business continue to evolve with the demanding stakeholders of the traditional organization. Project management in an IT organization ensures that evidence-based technology is applied to provide a direct solution to the organization. Furthermore, management is well planned and appropriate attention is given to schedule, risk, resource and quality management. Unlike large organizations, a startup company experiences creative disruption, not a well-established approach. It would be difficult to establish such an approach in a larger organization, as it would be a difficult transition from their usual methodologies. Second, customer trust and satisfaction are quickly achieved because people and interactions are emphasized over processes and tools. Third, regular adaptation to changing market circumstances, so that changes at the end of completion, are also welcome. Fourth, work is divided into smaller pieces that are more easily planned, controlled and completed. Although at a disadvantage, small startup projects can easily be derailed if the client representative is not clear on what end result they need and how. Second, as there is a lack of necessary design and documentation, it becomes difficult to assess the efforts required early in the project life.