implementing agile principles
Post on 14-Jan-2017
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Implementing (some) Agile Principles in a Traditional Agency
Who?
Why change?
Growth
Silos
Admin
It’s easier to change when you’re doing well
NOT to change is a decision
We had to become more agile
with a small “a”
The Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
The Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
How?
Clarified what was holding us back
Buy in from the senior team
Identified key advocates
What?
We went for it
Scrum vs Kanban vs Lean vs Scrumban...
Defined key principles
Before we start, the senior team (account management, creative, data and strategy) should agree on the type of project and the right casting for project, with every team member having a voice, and being responsible for the project.
Anyone can put their hand up at any point and say they think the project might be more of a creative opportunity.
Proactive, not reactive with client needs in mind. With the work up and client plans on the wall – everyone can see where the ship is sailing.
People working on a project should be briefed together (not separately by discipline).
Once started, we should ensure consistent resource from start to finish.
Everyone must know their roles and responsibilities (and question them if they don’t).
Deadlines should be set throughout the project (not just at the end) and stuck to.
The number of sign off points should be kept to a minimum. Ideally limited, both internally and externally, to one person - we should avoid layers of sign off.
Measure, learn and share.
Organised the agency into families
Organised regular standup meetings for accounts
Put the work on the walls
simple steps
What next?
Measurement
Ongoing feedback
Thanks
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