ANDREA FRYREAR. President & Lead Trainer. Going with the Flow Adapting Scrum for Agile Marketing

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2 ANDREA FRYREAR President & Lead Trainer Going with the Flow Adapting Scrum for Agile Marketing

3 Agile Software Frameworks Kanban 5% Other 12% Scrum/XP 6% Scrumban 8% Hybrid 14% Source: VersionOne 2018 State of Agile Report Scrum 55%

4 @TwitterHandle #CMWorld

5 m u r c S

6 Agile Marketing Frameworks Other 2% Scrumban 11% Lean 13% Hybrid 44% Kanban 13% Scrum 18% Source: AgileSherpas 2018 State of Agile Marketing Report

7 Why Not More Agile? Don t Know 17% Already agile 2% No time to try 6% Lack of training 38% Don t have right tools 5% No Exec Support 5% Process Working 26% Source: AgileSherpas 2018 State of Agile Marketing Report

8 m u r c S Scrumban Kanban

9 Scrumban FTW Pragmatic choices based on systemic understandings Meet the organization s needs; don t stress about practices Tools for solving problems unearthed by Scrum Source: The Scrumban [R]Evolution Scrumban Integrate other models and frameworks

10 Agile Marketing Issue #1: Bottlenecks

11 printer needs final files by eod!!! Project due in 2 days!!! Must finish now!!!

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13 Additional cards not pictured. Seriously.

14 Scrumban Adaptations

15 Visualize Workflow

16 Why Not More Agile? Don t Know 17% Already agile 2% No time to try 6% Lack of training 38% Don t have right tools 5% No Exec Support 5% Process Working 26% Source: AgileSherpas 2018 State of Agile Marketing Report

17 1 Team. 7 Backlogs.

18 Workflow Visualization

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20 Kanban board Backlog Ready In Progress Review Accepted

21 Explicit Policies

22 Backlog Creation Editing Done Ready PEN

23 WIP Limits

24 WIP Limit Too Low To do Doing Done 1 Slow flow (end-to-end) Zzzzzzzz People often idle Adapted from Henrik Kniberg

25 WIP Limit Too Low To do Doing Done 1 WIP Limit Too High To do Doing Done 5 Slow flow Slow flow (end-to-end) People never idle Zzzzzzzz People often idle Adapted from Henrik Kniberg Lack of wall space... Tasks often idle

26 WIP Limit Just Right To do Tasks rarely idle Adapted from Henrik Kniberg Doing 2 Done Fast flow People sometimes idle (slack)

27 Percent Working Time Available Per Project Loss to Context Switching 5 projects = 75% time wasted Number of Simultaneous Projects

28 Wait, there s more!

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30 Agile Marketing Issue #2: Right Work???

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32 Writing Graphic design Manage digital relationships (social media, influencers) UX across channels & pieces of content/tools PR and internal comms Source: SalesForce Report on all campaigns AND ongoing activities Budgets Operations Data analysis & visualization Split tests HTML/CSS

33 Scrumban Adaptations

34 Work Item Types

35 Work Item Types

36 Work Item Types Expedite Fixed Delivery Date Standard Intangible

37 Visualize Workflow

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39 Planned Recurring Emergency

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41 Agile Marketing Issue #3: All the Handoffs

42 Planning Writing Design Reviews Edits Distribution

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45 Scrumban Adaptations

46 Timebox + Limit WIP

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48 Why Not More Agile? Don t Know 17% Already agile 2% No time to try 6% Lack of training 38% Don t have right tools 5% No Exec Support 5% Process Working 26% Source: AgileSherpas 2018 State of Agile Marketing Report

49 Benefits of Timeboxing Since the Kanban system takes time to implement, its assumption is that the environment is relatively stable -- that the processes and the products do not change significantly for a considerable length of time. - Eli Goldratt Standing on the Shoulders of Giants

50 Time to 50 million users 38 years

51 Time to 50 million users 38 years 13 years

52 Time to 50 million users 38 years 13 years 1.5 years

53 Benefits of Timeboxing Using time as the base is not only more intuitive and, therefore, more easily accepted by the shop floor, it has an advantage that makes it suitable for unstable environments -- it is much less sensitive to disruptions in flow. - Eli Goldratt Standing on the Shoulders of Giants

54 Pilot Teams

55 Content Graphics Web Dev Team 1 Team 2 Team 3

56 Content Graphics Web Dev Team 1 Team 2 Team 3

57 Content Graphics Web Dev Team 1 Team 2 Team 3

58 Content Graphics Web Dev Team 1 Team 2 Team 3

59 Cameron von Orman SVP Product & Solutions Marketing CA Technologies

60 big differences between small, co-located app development teams...and a large, spread out marketing staff conditioned to long duration initiatives.

61 Step 1

62 Step 1 Step 2

63 Ch-ch-ch-changes Co-located teams Widely distributed teams

64 Ch-ch-ch-changes Co-located teams Widely distributed teams Agile experienced marketers Agile neophytes

65 Ch-ch-ch-changes Co-located teams Widely distributed teams Agile experienced marketers Agile neophytes SaaS On-Prem products

66 Ch-ch-ch-changes Co-located teams Widely distributed teams Agile experienced marketers Agile neophytes SaaS Single product On-Prem products Portfolio of products covering full life cycle

67 1 2

68 6pts 11pts 31pts Engagement Proud to work for CA Recommend CA 11pts 20pts Involved in decisions affecting work Valued as an employee

69 20% improvement in pipeline (w/flat budgets) Campaign delivery from 2 months to 2 weeks 3x win rate for marketing sourced opportunities

70 7 Persistent Cross-functional Campaign teams More business units 5

71 Continuously Improve

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73 @TwitterHandle #CMWorld

74 Kanban Scrum Scrumban Systems Thinking TOC

75 Andrea Fryrear President & Lead Trainer bit.ly/agile-wkshop