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Can Marketing go Agile?. 2012 Agile Conference Speaker: 陳重瑜. OUTLINE. INTRODUCTION BACKGROUND ADOPTING AGILE: ROUND ONE ADOPTING AGILE: ROUND TWO CONCLUSION. OUTLINE. INTRODUCTION BACKGROUND ADOPTING AGILE: ROUND ONE ADOPTING AGILE: ROUND TWO CONCLUSION. INTRODUCTION.

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can marketing go agile

Can Marketing go Agile?

2012 Agile Conference

Speaker: 陳重瑜

outline
OUTLINE

INTRODUCTION

BACKGROUND

ADOPTINGAGILE:ROUNDONE

ADOPTINGAGILE:ROUNDTWO

CONCLUSION

outline1
OUTLINE

INTRODUCTION

BACKGROUND

ADOPTINGAGILE:ROUNDONE

ADOPTINGAGILE:ROUNDTWO

CONCLUSION

introduction
INTRODUCTION

Some few brave souls have attempted to use Agile methods in business, sales, marketing teams.

The Perforce use Agile methods in marketing team, here will describe our journey so far, the problems we overcame, and the road ahead.

outline2
OUTLINE

INTRODUCTION

BACKGROUND

ADOPTINGAGILE:ROUNDONE

ADOPTINGAGILE:ROUNDTWO

CONCLUSION

background
BACKGROUND

Perforce engineering and Agile

Perforce marketing department structure and functions

perforce engineering and agile
Perforce engineering and Agile

Perforce develops version management software

250 employees, 5 offices, Three continents

Perforce’s engineering teams adopted Agile starting in 2008

perforce marketing department structure and functions
Perforce marketing department structure and functions
  • MarComs:
    • product release promotion
    • participating in trade shows and events
    • producing outbound collateral
    • engaging in social media channels
  • Product management and technical marketing:
    • Product management: product business analysis and planning
    • technical marketing: on technical trends and competitive research
outline3
OUTLINE

INTRODUCTION

BACKGROUND

ADOPTINGAGILE:ROUNDONE

ADOPTINGAGILE:ROUNDTWO

CONCLUSION

problems seen
Problems seen

Lack of communication

Lack of management visibility

Schedule chaos

lack of communication
Lack of communication

Lack of communication and transparency hampered marketing.

Marketing did not understand the engineering priorities, roadmap, or product direction

communication problems were even more severe between the US and UK offices

lack of management visibility
Lack of management visibility

Marketing managers did not always understand what their teams were working on day-to-day.

No clear record of task priority, daily task assignments were often inferred, or communicated verbally or over email.

schedule chaos
Schedule chaos

A change in engineering schedule, while often unavoidable, has a large downstream impact on marketing

Marketing is bound by another department’s schedule, making it difficult to plan effectively.

schedule chaos1
Schedule chaos

That problem actually grew worse after engineering adopted Agile.

Marketing activities simply have a long lead time and are difficult to adjust at the last minute

scrum
Scrum!

The problems encountered by the marketing teams are those often solved by Agile

In early 2011 the decision was made to adopt Agile in marketing, using the Scrum framework

how did we do
How did we do?

Basic visibility improved (intra-department)

The white board is a mess

Little visibility inter-department

Little coordination with remote teams

basic visibility improved intra department
Basic visibility improved (intra-department)

Simply having 30 minutes each day for the managers to hear what everyone was working on

those meetings were taking too long. With as many as 8 people in the room and on the phone, finishing in a half hour was difficult

the white board is a mess
The white board is a mess

The task board was not a resounding success those first months.

No value for the remote workers or the team in the UK.

little visibility inter department
Little visibility inter-department

Engineering manager would not have gotten a good sense of marketing’s tasks and priorities from looking at the task board

there was no cross-department participation in the Scrum activities, so no information was shared between departments.

little coordination with remote teams
Little coordination with remote teams

It was very difficult for those of us working remotely to participate

Several of us travel frequently and often missed the standup meetings

outline4
OUTLINE

INTRODUCTION

BACKGROUND

ADOPTINGAGILE:ROUNDONE

ADOPTINGAGILE:ROUNDTWO

CONCLUSION

adopting agile round two
ADOPTINGAGILE:ROUNDTWO

Round One was a mixed bag

In true Agile fashion, we adapted and made some changes

This section covers our experiences in the second half of 2011 and the first part of 2012.

adopting agile round two1
ADOPTINGAGILE:ROUNDTWO

Put more emphasis on using collaboration tools

Using Basecamp for some project planning and collaboration

Teams in Alameda continue to use the physical task board to facilitate the daily standup meeting

better estimation
Better estimation
  • After some experience, we got better at task estimation
    • how much could reasonably fit into a month
    • what types of tasks were likely to be impacted by external factors
    • what activities had to be decomposed into smaller tasks
outline5
OUTLINE

INTRODUCTION

BACKGROUND

ADOPTINGAGILE:ROUNDONE

ADOPTINGAGILE:ROUNDTWO

CONCLUSION

conclusion
CONCLUSION

Marketing has settled into something of a rhythm with Agile.

Adopting Agile have actually exposed underlying problems in business processes and organization.

conclusion1
CONCLUSION

Adopting Agile in marketing brought some immediate benefits

The problems that were exposed were lingering

A long road ahead of us

We need tools