Agile Marketing Methodologies: Scrum and Kanban
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Learn two strategies for implementing agile marketing. This presentation covers the scrum and kanban methodologies.
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Agile Marketing Methodologies: Scrum and Kanban
- 3. SCRUM
- 4. SCRUM - Overview • A “lightweight” project management methodology with a primary focus in getting things done in a fixed-length of time. • GOAL: maximize the available resources, provide focus, and help marketers keep their sanity. • The framework has 3 core components • Transparency – Visibility into team, progress, and results • Inspection – Analysis of actions & results • Adaptation – Optimization of processes & results
- 5. SCRUM - Components SCRUM MASTER SPRINT PLANNING DAILY SCRUM SPRINT REVIEW SPRINT RETROSPECTIVE
- 6. SCRUM - Definitions Backlog A list of marketing tasks requested by the business owner or developed by the marketing team to achieve the marketing goals. Synonym: To-Do List Sprints Finite periods of work that is done to achieve a particular objective or finish a particular project; Typically 2 weeks. Synonym: 1-4 week stretch
- 7. SCRUM – Sprint Planning • A team planning meeting to decide on the work to be completed in the coming sprint • Objective: agree on goals of the sprint, select projects, and initial assignment of responsibilities. • The team must agree upon priorities based on goals, value, complexity, team capacity, and timeframe. • ASK: What high-value project can we commit to getting done?
- 8. • Daily scrum is a tactic to manage sprints. • 15-min team meeting to discuss progress and impediments. • Also known as the “daily standup”. • Discussion should address three things: What We Did Yesterday What, if any, obstacles are in our way? What We Will Do Today SCRUM – Daily Scrum
- 9. • A collaborative review of what the group achieved during the sprint and how it impacts future projects/Backlog. • Objective: review the commitments made at Sprint Planning, demonstrate the work completed, and present the results. SCRUM – Sprint Review
- 10. What Went Well During the Sprint? What Could Have Been Improved During the Sprint? SCRUM – Sprint Retrospective • A meeting where the team inspects itself and its processes in an attempt to identify opportunities for improvement. • Objective: Discuss how things went during the Sprint, and develop a plan to achieve improvement • PRO TIP: try to find one area of potential improvement to focus on in every sprint.
- 11. SCRUM – In Action
- 12. KANBAN
- 13. KANBAN • Kanban developed by industrial engineer at Toyota, in the late 1940’s. • FUN FACT: “kanban” in Japanese roughly translates to “signal card”. • Kanban is a method for managing deliverables with an emphasis on continual delivery without overwhelming the team • This framework has 3 basic principles: • Visualize what you do (Kanban Board) – seeing all items in context • Limit the amount of work in progress (WIP) – manage team workloads • Enhance flow – finish something, begin the next
- 14. No “Master” EXTENSIVE BACKLOG SWIM LANES WIP LIMITS CONTINUOUS RELEASES KANBAN
- 15. KANBAN - Definitions Kanban Board A visual representation of all work in progress across all stages and teams involved in a project and/or process. WIP Work-In-Progress; refer to a fixed number of cards/tasks that may be in a category at any one time.
- 16. KANBAN - Backlog • Allows team to make collective decisions about what is important and what needs to be sidelined • Business owners and stakeholders are responsible for religiously maintaining and ultimately prioritizing that list
- 17. KANBAN – The Board • Kanban Boards are a visual representation of tasks and progress • Boards allow team to self-Assign and organize tasks to completion • FIRST RULE: Your Kanban board MUST reflect reality and not the “ideal” process for completing work • STEP 1: Identify the start and end points for your team. • Step 2: Fill in what happens on the team between those two points. • At its simplest, a marketing Kanban board can start with five columns: To Do, Create, Review, Test, and Done.
- 18. KANBAN – Swim Lanes • Swim Lanes are the horizontal categorizations of progress on the Kanban board. • Columns and/or lanes through which tasks move. • This visualization of a story’s progress is a crucial part of the transparency that makes Kanban a great agile option.
- 19. KANBAN – WIP Limits • WIP limits prevent teams and individuals from overextending themselves and failing to deliver completed work. • Instead of “time limits”(Scrum) Kanban uses team-selected WIP limits • Each Column/Lane has a limit • Once reached no new items can go into that lane until one is moved out. • Use WIP as a signal to “pull” work through the process. • Routinely experiment with your WIP limits to ensure that your Kanban system functions at its highest possible level.
- 20. KANBAN – Continuous Releases • There are no sprints in Kanban that require you to release a new “project” after a set period of time. • As soon as a project/tasks is complete it goes out, and the team moves on to the next one. • DISCLAIMER: That doesn’t mean deadlines aren’t important! • In this methodology teams are expected to continuously improve their own processes and procedures just as they are expected to release continuously.
- 22. RESOURCES • https://resources.workfront.com/project-management-blog/kanban- system-agile-marketing-beginners-guide • http://www.agilemarketing.net/kanban-agile-marketing/ • http://www.agilemarketing.net/what-is-a-scrum/ • https://www.atlassian.com/blog/marketing-teams/agile-marketing- fad-future-marketing
Hinweis der Redaktion
- http://www.istockphoto.com/photo/business-meeting-at-the-office-gm525488396-92428559
- Scrum and Kanban are two subset of Agile. Personal Applications – What you can do right now - Many teams won’t have to change much about the way they currently function.
- http://www.istockphoto.com/in/photo/cases-on-board-gm537302931-57820258 http://www.istockphoto.com/in/photo/daily-scrum-updating-the-sprint-plan-gm508853625-45637566 http://www.istockphoto.com/photo/small-business-start-up-team-briefing-with-notes-gm503421724-82520007
- Scrum is a simple set of roles, responsibilities, and meetings that never change. ‘ Scrum events exist to create regularity and minimize the need for non-Scrum meetings. Each event presents a formal opportunity to inspect and adapt http://www.istockphoto.com/in/photos/scrumming?mediatype=photography&phrase=scrumming&excludenudity=true&sort=best
- http://www.istockphoto.com/photo/king-of-style-gm507714056-84864253 http://www.istockphoto.com/photo/adhesives-notes-gm492740892-76490201 http://www.istockphoto.com/photo/post-it-group-6-with-pencil-gm486692632-73377337 SCRUM MASTER think of them as “quality control”. The person responsible for running all sprint plannings, sprint reviews, sprint retrospectives and daily scrum meetings. Basically ensures that things stay on task during these meetings. Also responsible for helping remove impediments to progress brought up during daily scrum/stand ups. The Scrum Master does not manage the team. He/She works to remove any impediments that are obstructing the team from achieving its sprint goals. This helps the team remain creative and productive while making sure its successes are visible to the Project Owners. The Scrum Master also works to advise the them on how to maximize ROI for the team. The Scrum framework in 30 seconds - A product owner creates a prioritized wish list called a product backlog. - During sprint planning, the team pulls a small chunk from the top of that wish list, a sprint backlog, and decides how to implement those pieces. - The team has a certain amount of time — a sprint (usually two to four weeks) — to complete its work, but it meets each day to assess its progress (daily Scrum). - Along the way, the ScrumMaster keeps the team focused on its goal. - At the end of the sprint, the work should be potentially shippable: ready to hand to a client - The sprint ends with a sprint review and retrospective. As the next sprint begins, the team chooses another chunk of the product backlog and begins working again. The cycle repeats until enough items in the product backlog have been completed, the budget is depleted, or a deadline arrives
- Backlog - the big long list of things that need to be done. Sprints - Sprints can’t be any longer than a month, and the ideal length for a marketing team is typically two weeks. Smaller teams conducting smaller experiments may be able to handle one week Sprints. Scrum focuses on getting things done within the predetermined sprint length. Each scrum team determines how long its sprints will be, but it’s nonetheless a fixed timeframe.
- Sprint planning are meetings during which the team determines exactly what it can accomplish in a sprint by estimating the complexity of various task The Sprint Planning Meeting will cover two basic topics: What can we done this Sprint How can we get it done? Any marketing initiative can be organized in a project Backlog. The work chosen is based on what can be accomplished in that timeframe. Scrum emphasizes teamwork and limits the additional work forced onto a team once a sprint has begun.
- The Sprint itself is managed by a process called "Scrum". Keep that in mind – we have a real life example Staying on Track During the Sprint with Daily Scrum Each team member outlines: What they did yesterday to contribute to the team achieving the Sprint Goal What they plan to do today to contribute to the Goal Any impediments for themselves or the team that would prevent them from achieving the Goal
- - At the end of every Sprint, two meetings take place. The first is the Sprint Review Sprint Review focuses on “THE WHAT” talks about what was accomplished during the Sprint. The business owner(s), sales and development are invited. May also identify uncompleted work or suggestions for new work that are added to the backlog for consideration at the next Sprint Planning meeting. This meeting is invaluable in making sure that the rest of the company is very aware of what marketing is doing and the results they're producing. Meeting Will cover: - Explanation of what items for the sprint were done, and which ones were not. - Marketing team discusses what went well during the sprint, any problems they encountered, and how they solved those problems. - Team demonstrates the work it has classified as “done” and answers any questions about its implementation - A manager or other leader discusses the remaining Backlog items, including their likely dates of completion if needed - Group discussion of next steps, which will heavily influence the next Sprint Planning Meeting
- The second meeting is the sprint retrospective which focuses on “THE WHY” talks about how things went during the Sprint Self-Examination with the Sprint Retrospective The final piece of Scrum is a retrospective, a meeting in which the Scrum team inspects itself and its processes for opportunities to improve. The retrospective should happen after the Sprint Review but before the next Sprint Planning meeting, and should include only marketing team members. During this event team members discuss: How people, relationships, processes, and tools worked in the last Sprint Identify and order major items that went well and those that need improvement Create a plan for achieving those improvements in future Sprints - only the marketing team and the Scrum Master attend the Sprint Retrospective. try to find one area of potential improvement to focus on every sprint,
- Real Life Example: Scrum
- http://www.istockphoto.com/photo/checking-the-next-item-gm517236280-89401589
- Define Kanban FUN FACT: “kanban” in Japanese roughly translates to “signal card”. At the core of Kanban lies a paradox: by limiting the amount of work we do, we become more productive. Benefit – Allows team to anticipate work: Particularly if each column in a Kanban board is owned by a different person or team, all they have to do is to look to the left to see what is coming up. 3 basic principles: Visualize what you do today (workflow): seeing all the items in context of each other can be very informative Limit the amount of work in progress (WIP): this helps balance the flow-based approach so teams don’t start and commit to too much work at once; the team member(s) handling that project should not start on anything else from the backlog until their current project is complete. Enhance flow: when something is finished, the next highest thing from the backlog is pulled into play
- http://www.istockphoto.com/photo/business-woman-balancing-life-having-to-wear-too-many-hats-gm172708699-5204676 Kanban is less structured, using work-in-progress (WIP) limits – team-selected upper limits on how many work items can be assigned to each state (such as “being written” or “being edited”). WIP limits prevent teams and individuals from overextending themselves and failing to deliver completed work. The word Kanban means “billboard” or “signboard” in Japanese. Kanban teams typically track their work on a board that has columns. (You’ll find an example of a one-person Kanban board in the following section.) Each column heading indicates a WIP limit. After a given column reaches its WIP limit – its maximum number of items – no new items can move into that column until one is moved out. Kanban doesn’t include prescribed roles or meetings; it requires teams to manage their own process in a more proactive and independent way than teams who opt for Scrum.
- An extensive backlog of work. Business owners and stakeholders are responsible for religiously maintaining and prioritizing that list, because it is the sole source of work for the marketing team.
- Outline Swin Lanes, Back Log, etc
- Step 1: begin by asking the team to list everything they are currently working on. Step 2: ask them to categorize their deliverables into types. Deliverable types could include white papers, case studies, events, sales tools, web pages, advertising campaigns, etc. Step 3: ask them to document the process for creating and delivering each of these deliverables \For example, a white paper may begin with an idea, proceed to research, then writing, then editing and re-writing, then to the design team, through final approval, then on to content and promotion, and last to measurement and learning. Each of these steps represents one or more columns in a Kanban board.
- You’ve probably seen Kanban tracking boards used on all kinds of teams, but simply having a Backlog and moving work from one side of a whiteboard to another doesn’t mean you’re using Kanban. However, if there is no explicit limit to work-in-progress and no signaling to pull new work through the system, it is not a kanban system.” The WIP limit might be different, depending on how long this piece of the workflow takes, how many people are assigned to review work, and other factors. Your team may only be able to handle having four tasks in your “doing” column; before you can add another, one of those must be moved into the “completed” column. When a WIP limit is exceeded a team may swarm a card to get it moved to the next point in the process and make room for the next one.
- Continuous releases. There are no sprints in pure Kanban that require you to release a new iteration after a set period of time. Instead, agile teams on the Kanban system release software or marketing projects as soon as they are completed.
- Kanban Vs Scrum – Discuss the differences