Can marketing go agile

226 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
226
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Can marketing go agile

  1. 1. Can Marketing Go Agile? Randy DeFauw Technical Marketing Manager
  2. 2. Perforce Software Mkt/TS/EngTS/Eng HQ TS
  3. 3. Perforce Marketing
  4. 4. Agile Engineering• Adopted in 2008• Scrum, Kanban, and everything in between• Iterations: weekly to monthly• Task boards, wikis, GreenHopper• Popular and successful
  5. 5. Agile Marketing?• Communication gaps • In marketing • Between departments• Management visibility• Schedule chaos• Be proactive, not reactive
  6. 6. Round One: Scrum!• Hire a coach• Put up a white board• Buy lots of sticky notes• Schedule a daily meeting• Go!
  7. 7. How did that work?• The good • Better communication and visibility on the team • Daily meetings: you’re doing what?• The bad • Didn’t help inter-department communication • UK not included • Tough for remote workers• The ugly • Sprints with “flexible” ending dates • White boards inspire workspace violence
  8. 8. Round Two: Better Scrum!• Spreadsheets and Basecamp (and an intern)• Better (honest) estimation• Adapt! Improvise! Overcome!
  9. 9. Round Two Results• The good • More organized • More visibility outside marketing• The bad • Inter-department gaps • Keeping tools in sync • Basecamp • Spreadsheets • Wikis
  10. 10. What’s still wrong?• Recognize that marketing is schedule driven • MarCom: events and publication dates • Tech Mkt: engineering deadlines• Marketing doesn’t control those schedules: difficult to control and prioritize backlog• MarCom events are planned months in advance
  11. 11. What’s still wrong?• We are not one team• We work on different projects at different paces
  12. 12. Projects not Departments• We are one company working on a common goal: shipping a successful software product• Siloed Agile teams don’t make sense • Cross functional teams from every department • Engineering using more traditional Scrum or Kanban • Other departments usually only contribute one or two team members, so tend to use informal Kanban • Weekly “Scrum of Scrum-ban” coordination• This was valuable information to learn!
  13. 13. What’s Still Wrong? Mkt/TS/EngTS/Eng We are a global company • Virtual presence is critical for collaboration HQ • Throw out the white boards • Track all communication TS
  14. 14. Conclusions• Agile improved communication and exposed some deeper collaboration problems• A long road ahead of us (the company)• Global teams need collaboration tools with global visibility

×