Scrum Is Also For Marketers: A Practical Approach to Using Scrum to Manage Marketing Projects
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Project clutter is a big problem for any Marketer. Managing day-to-day and long-term projects is something that only a few do well. The focus of my session is to share how my team has increased productivity by focusing on active sprints, setting long-term expectations, and communicating effectively across company. Using a Scrum board, backlogged items remain conveniently out-of-sight until they become relevant in next planning session. Efficiency is maximized because team members are laser-focused on their sprint(s). During planning, projects are assigned a complexity metric (via story points or time estimates) so that unrealistic expectations are removed. Here are ideas to better manage your marketing team's workflow, uses of JIRA Projects and Agile Scrum boards, methods of aligning your marketing team with Engineering and Product and more.
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Scrum Is Also For Marketers: A Practical Approach to Using Scrum to Manage Marketing Projects
- 1. Scrum is also for Business Teams: A Practical Approach to Using Scrum to Manage Your Business Team’s Projects
- 2. @billcush Bill Cushard Marketing ServiceRocket Sarah E. Brown (moderator) ServiceRocket @SEBMarketing Mark Gopez Head of Marketing Gliffy @gliffy
- 3. Where in the World?
- 4. About ServiceRocket Helping people get the most out of their software TRAINING TrainingSUPPORT UTILIZATION - Founded in Sydney, Australia 2001 - Palo Alto, CA HQ since 2010 - 180 employees across 4 global offices: Palo Alto, Sydney, Santiago Kuala Lumpur
- 5. Recent Webinars Topic: Date: Connecting Salesforce and JIRA August 8, 2014 Applying SDLC in the Atlassian Suite February 6, 2015 Reporting Add-On for Atlassian Confluence June 23, 2015 Scaffolding Add-On for Atlassian Confluence July 21, 2015 A Deeper Dive into the Atlassian Suite August 06, 2015
- 6. About the Presenter? Mark Gopez Head of Marketing Gliffy
- 7. 2005 by Chris Kohlhardt and Clint Dickson About World’s first online diagramming software! 4M+ users worldwide & 10k+ active installs on Atlassian marketplace
- 8. Agenda Introduction Principles of Agile How the Gliffy Marketing Team Scrums Benefits to Scrum What to do next?
- 9. Poll
- 10. Facts on Software Dev Process 64% of features in products are rarely or never used The average project exceeded its schedule by 63% 50% of projects fail due to bad / missing requirements Projects deemed “successful” had customer involvement listed as a critical success factor Source: The Standish Group
- 13. The Agile Manifesto Individuals & Interactions OVER Process & Tools Working Product OVER Documentation Customer Collab OVER Contract Negotiation Responding to Change OVER Following a Plan
- 14. Agile Team Scrum Master Team MembersProduct Owner
- 15. Tools to Use
- 16. What Can I Walk Away With? Enough Scrum knowledge to be dangerous Ideas to implement to existing process Methods of aligning your business team(s) with technical team(s)
- 17. How we Scrum @ Gliffy Marketing!
- 18. Marketing Scrum Team Scrum Master Team MembersProduct OwnerBusiness Sponsor Team Lead
- 21. Speed Everything is time-boxed into 2-week sprints (80 hours) 4 total hours of meetings vs countless ad hoc meetings
- 22. Business Teams are in line with Development Teams Project timelines are easier to manage for release Alignment
- 23. Happy Teams! Ideas are almost never lost Teams are more focused The days of fire drills are GONE
- 24. Happier Management Happier management! Execs can see exactly where projects stand via boards
- 25. What To Do Next?
- 26. What’s the current state of my team? Is Scrum Right For Me?
- 27. Which Software Is Right? What is currently being used in-house? Will it work for what I need? How much customization is involved?
- 28. Learn More About Scrum Follow the blog for a more in-depth approach AgileMarketing.net http://www.agilemarketing.net/GettingStartedWith AgileMarketing.pdf
- 29. @billcush Bill Cushard Marketing ServiceRocket Sarah E. Brown (moderator) ServiceRocket @SEBMarketing Mark Gopez Head of Marketing Gliffy @gliffy
- 30. Register: http://bit.ly/SR-Webinars The Next Webinar... Tuesday, October 20 10am PT Practical JIRA Administration: 4th Edition Interview with Author Matt Doar Chief Toolsmith @ ServiceRocket
Editor's Notes
- nice slide Dan!
- Bill starts….
- Problem: Visio doesn’t exist for the Mac! Web 2.0 was right around the corner, Gliffy was one of the first Web 2.0 apps The only 10k+ active install vendor on Marketplace
- Introduction Impossible to teach scrum in 60 minutes I’m going to talk about very high level ideas Follow-up with a more in-depth blog post talking about the details of story points, writing tickets, etc. Core principles of Agile What problems it’s supposed to solve What we do at Gliffy How we scrum What things have we found successful Remember that this is geared for business people, so I’ll be talking about many business objectives Benefits that I’ve seen from switching to Scrum What should you do on your end to get this going?
- I thought it was interesting to know the history on agile and what problems people were facing that they created a solution for it My source is the Standish Group, which is an open-source community of IT and Engineering professionals The average project took a lot longer longer to complete than was scheduled A common factor to the delay was the amount of context switching that happens daily Half of projects fail because of bad or missing requirements Requirements take forever to write, nobody likes doing them You can spend several hours writing them, and they’re probably still incorrect 64% of features were rarely or never used The backlog was being developed without checking if the customer actually had a need for them Easy as cake - involve your customers often and more often, they’ll tell you what they need
- You’ve got your strategy and scoping phase Waterfall requires a lot of work upfront There’s a heavy dependency on requirements to be perfect from the start, which isn’t good because chances are, 50% of them will fail Then gets passed on to the design team to create mockups and wireframes Who then passes it to a development team Who then tests, and ultimately deploys Agile is against that and thinks it’s better to have feedback loops from within each of those stages A simple way become more agile with this model, is to add that feedback loop to every stage Agile is about “just enough documentation” After you have “just enough” documentation, validate your hypothesis with qualitative surveys It could be with an internal team, or a small external team Ask if you’re solving the right problem After you design, send a small group of customers this prototype Have an advisory board of sorts Are you still solving the right problem? Then send it to your development team They can release a beta to test with your existing customer base Until you finally can deploy the product
- Interactions OVER Process Collaborate with your team rather than following the process step-by-step Working Product OVER Documentation Have a smaller set of deliverables rather than depending on the requirements from the start Customer Interaction Keep your customer involved, whether it’s a qualitative or quantitative approach Whether it’s an internal team or external customers Responding to Change Customer behaviors change and technology changes, you have to be adaptable to these things What better way to capture the entire agile manifesto, than with Will Farrell as Mogatu!
- Typically a Product Owner who owns the backlog The Scrum Master is responsible for the day-to-day responsibilities Team Members are responsible for their own activities
- Scrum knowledge: I want to equip you with enough knowledge on Scrum that you know where to look if you’d like to implement it Ideas: Ideas to better manage your workflow If Scrum isn’t for you, then I hope that you have some ideas to incorporate into your existing flow Methods for Alignment: Methods to align your business and technical teams Everyone talks about transparency, and this is a big way you can achieve it
- I want to mention again that I’ll be going over issue types and story points in my blog post, that can be its own webinar I simply want to show you how we plan and process our sprints So for this example, every project is a Story, and stories should not take any longer than 2-weeks to complete - otherwise, it should be broken down into several stories Backlog Grooming Only stories live here Owned by Business Sponsor They determine prioritization and what goes into a sprint Sprint Planning Our sprints 2 weeks but it doesn’t have to be Key: look at availability of staff - vacation, events, holidays, etc. I like to incorporate an 80/20 rule to the board, where the 20% is reserved for additionall things that will be added Daily Standup What did we do yesterday and what we’re doing today What does it look like? FLY-IN BOARD
- Time-boxed Disruption decreased, focus The rest of your time is laser-focused because things are isolated and time-boxed Meetings Yes, a few more meetings, but they are mostly short meetings Grooming/Planning - 1 hour Standups - 2 hours total Review - 1 hour
- Teams are aligned, including the exec team
- Ideas are never wasted What does it mean that ideas are never lost? SEO idea to increase visitors to the site via SSL conversion goes straight to the backlog SMS, email, etc. Best practices for how to capture this
- Your managers will LOVE you, because you’re managing their expectations I hate when managers are breathing down your throat asking what projects have you completed? Give people the chance to micro-manage you through technology
- Do you feel that your staff is unhappy? Are their ideas stagnating? Are projects not getting completed on time? Turnover?
- Do other teams that I communicate with use the same software? Is it easy to adopt? Will the exec team be able to look into its boards? How much time does it take to set up? Can I use it right out of the box?