transforming an advertising agency · two stories rousing success applying agile outside of it ......
TRANSCRIPT
David Grabel
Transforming an Advertising Agency
Common WisdomAgile Can’t Work Outside of IT
Agile is great for software development, not for creative work
“They” won’t let us experiment
Our (internal) clients expect to see polished, professional work
Two Stories
Rousing success applying Agile outside of IT
The beginning of the enterprise agile transformation that this success unlocked.
David GrabelEnterprise Lean & Agile Coach
Lean and Agile Coaching
Contributed to Books:
The Agency at Vistaprint
Creative requestreceived
Assign to PM
Review request, attach
task list
Kick-off
Designer and
Copywriter work
10,5 hrs 2 hrs
21 days
Creative requestreceived
Assign to PM
Review request,
attach task list
Kick-off
Designer and
Copywriter work
2 hrs
Internal review
Internal edits
Client presentation
meeting
Internal approval
Internal approval
Receive feedback and make changes
Files hand over to
P&D
QA to check files showing up
Link form PTP to
eBlocksQA checks
Handover to
MarketingBuild emails
Emails sent
= Actual processing time
= Lead time
7,25 hrs10,5 hrs
21 days 5 days
9,03 hrs
18 days
?
10 days?
7,25 hrs
6 days
BLAME
And then…
BLAME
The Team’s Story
26
North American Email pilot
rush
ed
Team: What was our process like before?
27
frustrating
disorganized
difficultno
tru
st
stressed
overwhelming
unclear
fear
ful
scared
awkward
inefficient
bla
me
poor communicationAimless
reac
tive
wafflingdefensive
silo
ed
28
The issues we faced
Feedback “swirls”
Unclear decision rights
Long creative lead times
29
Dedicated team
Upfront alignment and visibility
More informal touch points
Team outings
Agile coaching and training
30
"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.”
--Norm Kerth, Project Retrospectives: A Handbook for Team Reviews
31
32
Lean practices
33
Lean practices
Daily stand-up at Kanban board
Creative Request submission using an ‘Idea Pipeline’
Retrospectives
34
35
Decision Effectiveness
Hypothesis
Results
36
15Days 7 Days
January May October
40Days
37
Lead Time: Time it takes to move a project from “on deck” to “complete”
-83% overall
15Days
8Days
4Days
January May October
38
Cycle Time: When the creative team starts work on a project to when it’s “complete”
-73% overall
43%early
36%on time
21%late
39
Delivery Metrics
40
Face-to-face communication
Delivering value sooner
Self organized team
Transparency of data and goals
Welcome changing requirementsReflection
Frequent collaboration
Success factors for team
How does the team feel since going Agile?
41
partnershiphappy
effective
ded
icat
edap
pro
ach
able
RAPID motivatedfun
tru
st
pro
du
ctiv
e
face-to-face global
visi
bili
ty
collaborative
efficient
sust
ain
ableflexible
tran
spar
ent
How did we do it?
People and Process
COMPANY CONFIDENTIAL 44
Overwhelming success opened the door for…
Agile across the globe
Enterprise Agilestarting with the executive team
The Enterprise Business Agility Transformation
Customer Seat at the Table
Agile Framework
and MindsetStable Teams
Lean Portfolio Mgmt.
Customer Personas &
Journey Maps
Experiments,MVP, MMP
Problem/Solution Discovery
Validation & Optimization
Portfolio Breakdown &
Sizing
Demand/Capacity Mgmt.
Strategic Alignment
Finance & Governance
Team Design & Rollout
Stability & Allocation
Manager Transition
CoP & Enabling Teams
Agile Methods
Facilitation & Collaboration
Agile Planning
Agile/Lean Mindset
Leadership & Culture
Transformation
Servant Leadership
Tactical to Strategic
Leadership
Leading Agile Teams
Adaptive Leadership
Make it Stick
Build Internal Capacity
Scale Learning
Measure & Grow
Change Mgmt.
Technology Transformation
Copyright© Agile Transformation Inc.PILLARS OF ENTERPRISE AGILITY FRAMEWORK
Vision & Architecture
Technical Excellence & Innovation
Software & ToolsDevOps &
Continuous Delivery
Slide courtesy of Agile Transformations Inc.
Deliver overwhelming success beyond IT
Provide executive support
Bottoms up & top downOpt-in not mandated
Visit Agile companieslearn from extremes
Encourage experimentationgive permission to fail
Agile Education
Focus on the Agile mindset and Lean Startup thinking
Kanban Method Enterprise WIP limits
