An introduction to Agile and Scrum for staff at The Ad Council.

1. An Agile/Scrum Primer
Jen Harris, CSM &
Steve Curtis, CSM
Project Managers, CivicActions

2. Agile vs. Waterfall

3. Agile vs. Waterfall
What is traditional or “Waterfall”
project management?

4. Agile vs. Waterfall
What is traditional or “Waterfall”
project management?
The waterfall model is a sequential
process, in which progress is
expected to flow steadily downwards
through various phases.

5. The waterfall model is a sequential
process, in which progress is
expected to flow steadily downwards
through various phases.

6. What is Agile?

7. What is Agile?

8. What is Agile?
Agile project management is an iterative method of determining
requirements for engineering and information technology
development projects in a highly flexible and interactive manner.

10. What is Scrum?

11. What is Scrum?
Scrum is one version
of the Agile process.
It was developed in 1993 and has at
its foundation the principles and values
set forth in the Agile Manifesto.

12. Why is it called Scrum?

13. Why is it called Scrum?
The term "scrum" was borrowed from
an analogy put forth in a 1986 study
published in the Harvard Business
Review. In that study, the authors
compare high-performing, cross-
functional teams to the scrum formation
used in Rugby.

14. 3 Scrum Roles

15. Product Owner
Responsible for the
business value
of the product.
The PO is a subject-matter
expert, end user advocate,
customer advocate, business
advocate, communicator,
decision maker, risk assessor.

16. ScrumMaster
Ensures that the team is
functional and productive.
Keeps the team focused.
SM is facilitator, assistant,
Scrum coach/mentor, enforcer
of time-boxing, mediator, risk
assessor.

17. Scrum Team
Self-organizes
to get the work done.

18. 3 Scrum Artifacts
The artifacts are
tangible items
necessary for
communication and
transparency.

19. Product Backlog
A wish-list of requirements/
specifications for the product,
prioritized according to
business value by the
Product Owner.
This list can be constantly
re-prioritized and added to
as new requirements and
issues come to light.

20. Sprint Backlog
A subset of work from the
Product Backlog that the
Team agrees to complete
during a Sprint.
Prioritized requirements are
further broken into tasks
during Sprint Planning.

21. Burndown
A visual representation
reflecting the “velocity”
at which work is being
completed.
Updated daily by the ScrumMaster to
communicate how much work and time
remains in the Sprint.
Shows at a glance whether or not the
Sprint is on schedule.

22. 3 Scrum Ceremonies

23. Sprint Planning
A meeting at the
beginning of the Sprint
cycle during which the
Team selects a subset
from the top of the
prioritized Product
Backlog – a set of
requirements that they
feel they can commit to
completing during the
Sprint.

24. Sprint Planning
Based on this subset
(aka the Sprint Backlog),
the Team and the
Product Owner decide
on goals for the Sprint.
The Team further breaks
down requirements into
tasks and estimates the
work.

25. Daily Scrum
A brief (15-20 minute)
meeting convened by
the ScrumMaster,
to report on progress,
identify any blockers
to productivity,
and adjust work
assignments based
on what's happening.

26. Daily Scrum
What have I worked on
since the last Scrum?
What will I be working
on between now and
the next Scrum?
Do I have any blockers?

27. Sprint Demo
Work completed in the
Sprint is often demoed
by the person who
completed it, which
builds accountability
and thoroughness.

28. Retrospective
(bonus)
A meeting where Team
members can share
experiences and results
from the Sprint in order to
improve communication,
productivity and
workability during the
next Sprint: a space for
honest feedback.

30. Case Studies...

31. 170 Million Americans

32. 170 Million Americans
American Public Media (APM) approached
CivicActions in November 2010 to quickly
produce an enticing campaign site to highlight
public media and its funding in the USA,
attract partner public media stations (to date
over 250 stations have signed up) and
encourage users to show their support for
public media.

33. 170 Million Americans
CivicActions used an Agile/Scrum approach
to implement the basic functions of the
170MillionAmericans.org website, demo the
site to stakeholders, and rapidly respond to
stakeholder input.
The website was started, completed and
launched within 2 weeks of kickoff.

34. 170 Million Americans
RESULTS
Within a few weeks, American Public Media
had over 127,921 Facebook fans, and activists
persuaded Congress to preserve the entirety
of the $445 million in government funding that
supports public broadcasting. To date the
website has a conversion rate of over 52% for
users completing the sign-up form.

35. Greenpeace UK Mobile

36. Greenpeace UK Mobile
Greenpeace UK approached
CivicActions in the summer
of 2012 to make their existing
site more accessible to their
mobile users. Reports had
shown that nearly half of their
page views were from mobile
devices.

37. Greenpeace UK Mobile
CivicActions' work with GPUK
was designed to be carried out
during a short sprint with a
small team: just two engineers
over a two week period.
With dozens of types of content
and over two-hundred thousand
individual pieces of content,
Greenpeace understood that
making their mobile site 100%
friendly was not achievable.

38. Greenpeace UK Mobile
With our Agile practices, we
supported them in writing and
prioritizing the most important
user stories* for mobile visitors.
In this way, we developed a
focus on functionality, and on
sections of the site devoted to
fundraising, subscriptions,
campaign pages and blogs.
*User stories capture the 'who', 'what' and 'why'
of a requirement in a simple, concise way.

39. Greenpeace UK Mobile
Main impact of implementing
Scrum was our ability to
continuously reassess
priority vs. deliverability
within a short timeline and
on a limited budget.

40. Greenpeace UK Mobile
RESULTS
"The mobile site is really
impressive, and I honestly
think we're setting a new
standard in the charity sector
in the UK."
- Jamie Woolley
Head of Digital Communications,
Greenpeace UK

41. Every Beat Matters

42. Every Beat Matters
Ad Council and Save the Children approached
CivicActions in the summer of 2012 to quickly
assist with getting the Every Beat Matters
campaign website and mobile site launch-ready.
The EBM site had been designed and built by
a third party vendor (BBDO), but still had some
tweaks and bugs to be resolved before launch.

43. Every Beat Matters
CivicActions was able to step in and used an
Agile approach to complete and launch the
Every Beat Matters website and mobile site
within approximately two weeks.
The main impact of the Agile/Scrum approach
was our ability to respond quickly to evolving
business requirements in days prior to launch.

44. Every Beat Matters
RESULTS
To date, Every Beat Matters has over 3,000
Facebook fans and over 3,500 followers on
Twitter, and ...

45. Resources & Training

46. ?