Introduction
Iterative approach and agile methodology are transformational frameworks in digital project management today that focus on adaptability, and collaboration based on continuous improvement. Manifesto (2001) provided that, Agile is developed on four core principles, design to encourage individuals, working solutions over exhaustive documentation, customer collaboration over a rigid contract negotiation, and adoption of changes rather than adhering to a fixed plan. By following these principles, teams can adjust themselves sufficiently to changing project requirements to maintain that the outcome is what the stakeholders need.According to the Agile Practice Guide, key characteristics of agile methodology include adaptability, flexibility, and customer collaboration (Project Management Institute, 2017). The iterative cycles show that agile is an adaptable method, with the team adjusting their course of direction based on the feedback or latest concerns. Flexibility does not mean that a project will change its direction into a different course or somehow undefinable path. Under Agile, the focus is on customer collaboration to ensure that delivered products meet user expectations as well as organizational goals.
Continuous learning is a major part of agile teams that helps them achieve goals by using tools and adaptive planning sessions. These mechanisms enable teams to learn from the past with actionable insights which leads to ongoing improvement. Eilers, Peters, and Leimeister (2022) state that the adoption of a mindset focused on learning and improvement helps innovation, promotes team performance, and drives organizational success. Agile’s robust framework for delivering sustainable and high-quality results is the result of this interplay between learning and iterative cycles (CiricLalic et al., 2022).Iterative planning brings huge benefits as consideringagile methodology, teams get faster operations through increased coordination with the adoption of flexible planning approaches. The agile teams can find and fix problems early which helps them eliminate the risk of delays or project failure. Continuous improvement is also supported by iterative planning that allows teams to keep improving their processes and outputs iteration after iteration. This dynamic process maintains the importance and effectiveness of projects when the environment in which these projects operate is undergoing rapid change.
Organisation Overview: Qantas Airways
Qantas Airways founded in 1920 is a leading airline with dedicated operations to providing exceptional travel experiences and ensuring the highest levels of operational excellence (Qantas, 2025). The mission of Qantas Airways companies is to provide safe, reliable, and customer-centric air travel(Qantas, 2025). The strategy goal for the organization is to maximize customer satisfaction, minimize operational expenses, and leverage technology to provide a unified travel experience.
Figure 1: Penalty of $100 million imposed on Qantas Airline, Australia (Source: Barrett, 2024)
Barrett (2024) reported Qantas Airline in the news due to selling thousands of tickets for cancelled flights. The biggest Australian airline was charged $100 million, later the fault was claimed by the company stating system glitch mislead their consumers. Qantas Airways has been relying on traditional project management methods involving linear planning and rigid execution practices. Althoughtraditional methods work in stable scenarios, they do not work ideally in situations of quickly changing customer needs under the market influence as well as technological disruptive factors such as quick changes in the demand or logistical jobs (Fernandez & Fernandez, 2008). The lack of flexibility, though, can prolong the process, deplete resources, and prevent opportunities for innovation.
Agile practices have a great opportunity for adoption by Qantas Airways. Moreira, (2017) describes that agile frameworks emphasize adaptability as well as foster collaboration between the teams and deliver value incrementally. Moving to an agile approach will enable Qantas Airways to become more responsive to market change, foster better teamwork across functions, and carry out continuous improvement in its delivered project, perfectly complementing its strategic objectives.
Proposed Project
This project proposes the development of an effective Customer Feedback and Response System (CFRS) forQantas Airways. This system will allow the airline to identify, capture, analyse, and respond to customer feedback on a real-time and therefore proactive basis. The CFRS will utilize multiple feedback channels such as surveys, in-flight forms, and post-flight reviews and will be a one-stop shop to capture customer sentiment and source improvement opportunities. From a strategic point of view, the project fits well into Qantas Airways’ aim of improving customer satisfaction and loyalty(Qantas, 2025). The airline can respond quickly to respond to passenger grumbles and preferences to set its commitment to deliver exceptional experiences. Similarly, the system’s data-driven features will provide the basis for a decision-making process that will continuously tune up the customer-facing processes and strike a put with the organization’s larger aim for innovation and service excellence.
Project Objectives
- To build a holistic system for capturing and measuring customer feedback in real-time from various touch points.
- To promote cross-functional collaboration between operations and IT.
- To promote Agile practices like iterative planning and frequent retrospectivesthrough teamwork and communication.
If the CFRS project achieves these objectives, then Qantas Airways stands a chance to reorient itself to customer needs by creating loyalty and consolidating itself as a market leader in the aviation industry. This iterative approach ensures that the system grows to meet shifting demands to realize its long-term value in the most valuable way.
Assessing Agile Suitability
Project Objective 1: To build a holistic system for capturing and measuring customer feedback in real-time from various touch points.
The project objectives for Qantas Airways’ Customer Feedback and Response System (CFRS) align closely with the values.As outlined by Manifesto (2001)stating teams following agile methodology can adjust themselves sufficiently to changing project requirements to maintain that the outcome is what the stakeholders need. Furthermore, this objective supports customer collaboration over contract negotiation by helping to create systems that facilitate a continuous interaction with customers (Project Management Institute, 2017). Real-time engagement is the focus here, meaning that feedback is actively integrated into the service improvement process.
Project Objective 2: To promote cross-functional collaboration between operations and IT.
The respective objective in line with following a plan over responding to change (Project Management Institute, 2017). Qantas Airways shows that it can adapt services to the changing customer needs.
Project Objective 3: To promote Agile practices like iterative planning and frequent retrospectives through teamwork and communication.
This is an objective aligns with PMBOK guidelines that individuals and interactions over processes and tools (Project Management Institute, 2017). The respective objective assists in focusing on the team and team collaboration across departments. By communicating frequently you ensure technical and operational perspectives are blended seamlessly.
Critical Analysis of Dimensions for Agile Suitability
With its numerous uncertainties, the CFRS project is ideally suited for an agile approach. Qantas Airwayswith application of agile project management methodology can test features, collect feedback, and continually refine the system (Bhavsar, Shah &Gopalan, 2020). Finally, agile frameworks are particularly suitable for dealing with the complexity attributed to integrating multi-channel feedback mechanisms. Furthermore, the project involves multiple teams with varied strengths including, IT, operations, and customer service. With Agile’s focus on iterative feedback loops, and regular communication, all members of the project are included (Sendjaya, 2015). Stand-ups and retrospectives, which are agile ceremonies that work to bring teams together, will increase alignment and adaptability. Team members who are not familiar with agile practice will be trained on agile practices. Lastly, the adoption of Agile in Qantas Airways hinges heavily on a cultural shift within itself. The essence is to draw from Eva et al. (2019) on Servant Leadership by fostering a culture of openness, trust, and empowerment. Leaders are responsible for encouraging team autonomy, prioritizing employee well-being, and seeking input from every level (REICHERT, 2018). In the environments of experimentation and learning, Agile thrives.
Project Evaluation
The Customer Feedback and Response System (CFRS) project for Qantas Airways will be judged on the extent to which it can credibly demonstrate incremental improvements in operational efficiency and customer satisfaction. The major deliverables of the project are the implementation of a fully functional, real-time feedback tracking system, streamlining response workflows, and the creationof actionable insights to increase the extent of service provided to customers.
Metrics and Key Performance Indicators (KPIs) will provide quantifiable benchmarks for success:
- Sprint Velocity: Calculates the team’s ability to ship features in each iteration.
- Feedback Resolution Rates: Measures the percentage resolves of customer issues within allotted time frames.
- Customer Satisfaction Scores (CSAT): Measures the impact passenger contentment has post-resolution.
- Net Promoter Score (NPS): Measures customer loyalty as well as likelihood of recommending the airline.
Evaluation Methods
The project will evolve following the principles of continuous improvement consistent with the Agile Practice Guide (PMI, 2017, Section 5). The system will inherently be adaptable to changing priorities as its features will be iteratively developed to address each problem, picking up on new insights along the way.Continuous learning leads the project to a process and output refinement (Nauman et al., 2022). Throughout each sprint, there are opportunities to learn more about assumptions, gather more data, and improve. With repetitions comes this iterative learning cycle that improves team performance, and keeps deliverables aligned with organizational goals, paving the way to future success of your project. Through this, Qantas Airwayssurrounds itself for sustained innovation and customer-centric excellence.
Conclusion
The adoption of these agile methodologies for Qantas Airways Customer Feedback and Response System (CFRS) provides several advantages; improved adaptability, increase in customer satisfaction, and reduction of operations. That is because Agile’s iterative approach guarantees continuous learning and refinement, so the airline can react quickly to changes in passengers’ needs and the market landscape. The project adheres to Qantas Airways' strategic goals of Innovation and Service Excellence through fostering collaboration and integration of feedback loops. Not only does this approach foster iterative improvement, but it puts the airline in a place to be a customer-centric leader and establish the airline as a bastion for long-term success and competitiveness in the aviation industry.