Agile Project Management | Report

Running head: AGILE PROJECT MANAGEMENT
Agile project management
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Author Note

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Understanding Agile Project Management for the case of Spotify and Ryanair:
The Spotify Technology S.A. is a worldwide provider of media service. This has been
domiciled legally at Luxembourg. This has it’s headquarter at Stockholm in Sweden. Again, the
Ryanair DAC has been an Irish budget-airline that was established during 1984 having its
headquarters at Dublin. Their main operational base is at Dublin and the airports of London
Stansted. They have been forming the greater part of the family of airlines of Ryanair Holdings. Its
sister airlines are the Luda Malta Air, Buzz, Ryanair UK. In the following study an analysis,
evaluation and summary of the case study of Spotify is performed. Next, the risks and advantages in
adopting Agile approach for project management are evaluated. Next a change in structure of team is
proposed moving team way from conventional t the SCRUM methodology. Lastly, the things
included in crating use stories through using the instance of project for redesigning the website of
Ryanair is demonstrated in this study.
Analyzing evaluating and summarizing case study of Spotify:
The Spotify is a type of video streaming platform, podcast and music platform launched
furring October 2008. They went public during 3rd April 2018. As one day of trading is gone, the
platform is been seen to be valued at 26.5 billion dollars over the New York Stock Exchange. Next,
a natural transition from scrum to agile is seen. They began their journey Scrum Company and in
due time their fast development inspired to adopt more effective Agile approach. The scrum is
considered to be the subset of Agile or method to implement Agile. Various teams of Spotify has
been using approaches of scrum and most of that is been how the business control bigger projects
that are scrum oriented. Nonetheless, expansion to turn into the Agile culture provided Spotify with
the freedom in becoming present day leader in market. The company came out as the Scrum-led
organization that is perfect environment to install the team culture. The quick development has led to

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value Agile more than Scrum. Here, they have needed a wider picture of that approach. Thus the
rules are good to start and they must be broken as required. They have been succeeding with growth
and changes. They have been allowing the best practice towards the change and never clinging to the
tool-kit or process. Here, anything that has been perfect fitting to the business previous year and
never indicated that of best strategy for the year. Further, the culture is a key. This has been the
culture lying on the basis of autonomy, respect and innovation. With support and training, their team
of leadership has been instilling the culture of trust and mutual respect all over. The stranglehold
control, politics and inflated egos have in area for the current organization that have forward-
thinking mind. Further, the autonomy of win is to be considered. Very quickly it has been turning to
be driving force of the business. This has been at the central part of the operational momentum of the
company.
Moreover, the organizations structure is been concentrated across squads and the teams of
commonly lesser than eight members. Here, every squad comprise of squad mission and the
ownership of multiple and single products. The autonomous teams are present at the core of Agile
and Scrum principles. The autonomy has been motivating in nature and the motivate people are seen
to be delivering better works quicker. This has been also serving to minimize the unnecessary
administrating and waiting around that has been another gain for their productivity. There is the
importance to balance the blend between alignment and autonomy with entire culture and goal of the
company. This is for the optimum quality and productivity and aiming for higher autonomy with
greater alignment. Here, the office space has been optimized for the sake of collaboration. Here,
every area of the squad involves the desks that are adjustable and there are areas for the regular stand
up with small meetings. Again, the sharing of knowledge is been encouraged actively and
communities present between the business known as guilds. These are been geared for promoting the
cultural element. Any person who is working here is able to joining that guiding focusing on the
sectors here they are interested for learning more about that and then contribute the ideas and then

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share knowledge. As the teams are seen to be sharing knowledge, the issues can get resolve quicker,
the concepts can develop very fast and the barriers could be removed from the project.
Moreover, it is understood from the case that the constant improvement has been the game
changer. It is seen that the lean principle has been meeting Agile flexibility for the progress of
Spotify on the mindet of perfection. Further, the adoption of mentality that though they are not
present and they are moving towards the proper direction has been enabling their team to make
attempt of the new approaches. Thus they are able to learn from the failures and then determine that
has been working best at all the situations. They have encouraged error and trail and has been the
champion in the field of waste-repellent culture. As anything has not been working they have been
learning from that and then ditching that along with moving on. Here, no room is there on the
innovation for the process and projects that never work. Lastly, their scaling approach must be
understood. This has been focused on the continuous development, deployment and innovation.
Using the version of the early-adopters of lightweight framework of Dr. Jeff Sutherland the Spotify
Model has been emerging organically. It has involved the days of recurring strategy where
stakeholders and leaders have got together to align across the strategic principle sets. Further, there
has been encouragement of Agile coaches for training, supporting and coaching others that enabled
teams in developing and maintaining a positive type of cultural surrounding. This also involved the
introduction of EAT or Executive Action Team of chapter leaders, Agile caches, product owners
getting together regularly for resolving high-impact and high-level issues ("Spotify and Agile - A
Case Study on Agile Environments", 2020).
Risks and benefits of Agile technology:
This can be understood well through comparing the agile versus traditional method of
developments. In the case of software development, the traditional model indicates to the Waterfall
Model. The main difference is that the conventional one has never been iterative. It is more about