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Can Marketing go Agile?

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?

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  1. Can Marketing go Agile? 2012 Agile Conference Speaker: 陳重瑜

  2. OUTLINE INTRODUCTION BACKGROUND ADOPTINGAGILE:ROUNDONE ADOPTINGAGILE:ROUNDTWO CONCLUSION

  3. OUTLINE INTRODUCTION BACKGROUND ADOPTINGAGILE:ROUNDONE ADOPTINGAGILE:ROUNDTWO CONCLUSION

  4. 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.

  5. OUTLINE INTRODUCTION BACKGROUND ADOPTINGAGILE:ROUNDONE ADOPTINGAGILE:ROUNDTWO CONCLUSION

  6. BACKGROUND Perforce engineering and Agile Perforce marketing department structure and functions

  7. Perforce engineering and Agile Perforce develops version management software 250 employees, 5 offices, Three continents Perforce’s engineering teams adopted Agile starting in 2008

  8. 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

  9. OUTLINE INTRODUCTION BACKGROUND ADOPTINGAGILE:ROUNDONE ADOPTINGAGILE:ROUNDTWO CONCLUSION

  10. Problems seen Lack of communication Lack of management visibility Schedule chaos

  11. 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

  12. 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.

  13. 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.

  14. 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

  15. 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

  16. How did we do? Basic visibility improved (intra-department) The white board is a mess Little visibility inter-department Little coordination with remote teams

  17. 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

  18. 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.

  19. 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.

  20. 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

  21. OUTLINE INTRODUCTION BACKGROUND ADOPTINGAGILE:ROUNDONE ADOPTINGAGILE:ROUNDTWO CONCLUSION

  22. 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.

  23. 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

  24. 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

  25. OUTLINE INTRODUCTION BACKGROUND ADOPTINGAGILE:ROUNDONE ADOPTINGAGILE:ROUNDTWO CONCLUSION

  26. CONCLUSION Marketing has settled into something of a rhythm with Agile. Adopting Agile have actually exposed underlying problems in business processes and organization.

  27. 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

  28. THANKS FOR LISTENING

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