HACKING AGILE FOR DIGITAL AGENCIES. Dave Prior Global Scrum Gathering Minneapolis 2018

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2 HACKING AGILE FOR DIGITAL AGENCIES Dave Prior Global Scrum Gathering Minneapolis 2018

3 INTRODUCTION

4 KEY CONCEPTS FOR THIS SESSION What is Agile Why Agile presents challenges for Digital Agencies Success Patterns (Hacking your approach) The Digital PM Agility Canvas Accountability Partnerships

5 (RE)DEFINING AGILE FOR DIGITAL AGENCIES

6 WHEN YOUR COWORKERS TALK ABOUT AGILE WHAT DO THEY ACTUALLY MEAN?

7 7

8 WHY DO YOU WANT AGILE TO DO FOR YOU? 8

9 THINGS THAT ARE NOT ACTUALLY THINGS

10 10 AGILESCRUM SOFTWARE AGILE SCRUMMERFALL / WATERSCRUM / WHATEVER JACKED.UP.SIDEWAYS.HYBRID EY.NAME.YOU.WANT.TO.USE.T O.EXPLAIN.SLOPPY.AGILE

11 11 IF YOUR COMPANY CAN T DEFINE WHAT AGILE MEANS AND DOES NOT KNOW WHY IT WANTS IT OR WHAT YOU THINK IT WILL DO FOR YOU

12 HOW CAN YOU EXPECT TO CONVINCE A CLIENT THEY NEED IT?

13 13 A SIMPLE DEFINITION Agility - The ability to consistently deliver value for the customer by inspecting and adapting in short learning cycles, continuously refining your approach so that the desired outcome is based on learning along the way. And treating people like human beings in the process.

14 WHY AGILE PRESENTS CHALLENGES FOR DIGITAL AGENCIES

15 YOUR AGILE PROBABLY WORKS LIKE THIS 15

16 YOUR HAVE ALL THE REASONS 16 IN THE REAL WORLD THIS WILL NEVER WORK HERE THEY WON T LET US DO AGILE RIGHT OUR ORGANIZATION IS DIFFERENT OUR ORGANIZATION IS SPECIAL YOU DON T UNDERSTAND

17 HELLS YES!!!

18 18 YOU ARE SPECIAL! YOU ARE DIFFERENT! AND YOU ARE AWESOME! AND NONE OF THOSE ARE VALID EXCUSES

19 THERE ARE AGENCIES MAKING IT WORK IN THE REAL WORLD.

20 20 BUT IF YOU RE AGILE SUCKS RIGHT NOW

21 IT S OK

22 THERE IS NO SHAME IS BEING DRUNK BIG BIRD 22

23 BUT WHY IS IT SO BAD?

24 GUESS HOW MANY <EXPLETIVE> S YOUR CLIENT GIVES ABOUT BEING AGILE?

25 0 FS

26 26 YOUR CLIENTS DO NOT CARE ABOUT AGILE THEY CARE ABOUT THE STUFF YOU ARE SUPPOSED TO GIVE THEM

27 YOU CAN T REALLY DO AGILE UNLESS YOUR CLIENT WILL DO IT WITH YOU

28 28 IMPEDIMENTS You are trying to implement Agile in one part of the org, but the rest is business as usual You do not have stable teams Your team does not know how to plan well Your SOWs work against you You fund by project and bill in hours

29 SUCCESS PATTERNS (HACKING YOUR APPROACH)

30 THE HACKING PART (A CONFESSION) 30 This talk is not really about hacking Agile to make it work in your Agency It s about hacking your Agency to make it work with Agile

31 THIS DOESN T WORK IF YOU ONLY TRY TO DO AGILE IN DEVELOPMENT 31

32 RUNNING AGILE TEAMS WITH A TRADITIONAL APPROACH TO SALES HURTS IN EVERY DIRECTION

33 33 IF YOU WANT IT TO WORK TRANSFORM YOUR WHOLE ORGANIZATION TRAIN EVERYONE (INCLUDING SALES)

34 34 IF YOU ARE USING AGILE IN THE WORK YOU DO WITH YOUR CLIENTS YOU ARE IN THE AGILE TRANSFORMATION BUSINESS

35 35 AGILE TRANSFORMATION If you are a Digital Agency implementing Agile, you are leading Agile Transformation in a number of places Your Team Your Company Your Client

36 BE SUPER HONEST

37 BUILD A STRONGER PARTNERSHIP BY HELPING YOUR CLIENT TRANSFORM THEIR WORKFLOW

38 IF YOU ARE NOT ABLE TO CONVINCE YOUR CLIENT YOU ARE NOT CONVINCED YOURSELF

39 39 HERE S THE RUB THE CLIENT IS NOT GOING TO PAY YOU FOR TRANSFORMATION

40 there is bigger risk in us taking on costs in other ways if we don t bring them (the client) up to our level of understanding and perspective on how the work can be managed 40

41 41 3 THINGS YOU NEED Stable Teams Well formed backlog Ability to make and meet commitments (predictability)

42 42 CHANGE YOUR SOW SOWs that lock down the scope and present team members as hourly workers who deliver specific things no matter how many changes the client asks for is not helping anyone.

43 STOP FUNDING BY PROJECT START FUNDING BY TEAM

44 44 THE THING ABOUT SCRUM It may not work (and that s ok) It is still probably the best place to start because of what it will teach you about how you work Be disciplined in your approach, watch what happens - then inspect and adapt You may end up deciding Kanban is a better fit in the end (and that s also ok)

45 IT S NOT ABOUT DOING IT RIGHT IT S ABOUT USING AGILE PRACTICES TO IMPROVE YOUR ABILITY TO DELIVER VALUE FOR YOUR CLIENT

46 HOW YOU DO THAT IS TOTALLY UP TO YOU

47 DIGITAL PM AGILITY CANVAS

48 48 HAVE YOU FIGURED OUT WHY YOU WANT AGILE? WHAT YOU ARE WILLING TO RISK TO GET AGILITY?

49 GOALS What is it we are trying to fix? Why? Why do we need to use Agile to do this? What is the benefit WE get out of using agile? Momentum What strengths do we possess organizationally that will help us with this? What agile practices are we already using that are working well? What about our organization s mindset and approach will enable us as we move down this path Blockers What is keeping (or will keep) this from happening in our organization? What impediments do we face in terms of culture, habits, governance and value system? Expectations What do we think this change will actually do for us? (These can be both positive and negative.) One way to think of it might be What evidence will we have to demonstrate we ve completed our work here? What changes will be in play? What will we have learned? This is not a wish list, but a list of things that explain why we are going down this path What are we willing to risk/ sacrifice? What habits/beliefs/practices are we willing to experiment with in order to achieve our goal? Note: This does not mean we are giving this belief/practice up, it just means that it is something we are open to the possibility of it working differently. Example: We are willing to risk our belief that we can only remain profitable with functionally silo d teams whose members are loaned out to work on multiple project teams at one time. We are willing to test our believe that management is responsible for ensuring all team members are 100% allocated for all 40 hours of a 40 hour work week. 49 What are we not wiling to risk? What are the things we are not open to trying to change (or experiment with) at this time? Note: It does not mean they will always be off the table. It is just that at this time, the desire (or reason) for keeping these intact is stronger than the desire to see if they can/should be modified. Example: We are not willing to assign a design resource (human) full time to each team. We are not willing to create SOWS that do not include specific deliverables. We do not feel our clients are ready to become fully integrated as a team member and participate in retrospectives with our teams. ACTIONS What single action will we take in the next day to reach the goals we have listed above? PMXPO Agility Canvas for Digital Agencies Version Created by Dave Prior. What single action will we take in the next week to reach the goals we have listed above? What single action will we take in the next month to reach the goals we have listed above?

50 50 GOALS What is it you are trying to fix?

51 51 WHY Why do you need to use Agile to fix this? What benefit will you get out of using Agile?

52 52 MOMENTUM What strengths do you already have that will help you with this? What Agile practices are you already using that work? What about your mindset will help move down this path?

53 53 BLOCKERS What is keeping you from being Agile? What about your culture, habits, governance and value system are blocking you?

54 54 EXPECTATIONS What will be different when you GET THE AGILE?

55 WHAT ARE WE WILLING TO RISK / SACRIFICE? 55 What habits/beliefs/practices are you willing to experiment with to achieve your goal? Note: You don t have to totally abandon something to try and see if there are better options

56 WHAT ARE WE NOT WILLING TO RISK / SACRIFICE? 56 What are you not willing/able to try changing at this time? Note: This doesn t mean you are locked into them forever - just for now

57 57 3 ACTIONS What action will you take to achieve your goal? Tomorrow Next Week Next Month

58 ACCOUNTABILITY PARTNERSHIPS

59 Q&A

60 60 Dave Prior Blog: Cell /