Jake Morris from LIDA gave a fantastic talk on Implementing (some) Agile Principles in a Tradition Agency at the Agile for Agencies Meetup Group event: Agile meets Mad Men, talent, and how to speak the language of procurement. Here's his slide deck to help get your ideas flowing. To watch a "key moments" video of his and other related talks visit us at http://www.meetup.com/agileforagencies/

1. Implementing (some)
Agile Principles in a
Traditional Agency

2. Who?

3. Why change?

4. Growth

5. Silos

6. Admin

7. It’s easier to change when you’re doing well

8. NOT to change is a decision

9. We had to become more agile

10. with a small “a”

11. The Agile
Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

12. The Agile
Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

13. How?

14. Clarified what was holding us back

15. Buy in from the senior team

16. Identified key advocates

17. What?

18. We went for it

19. Scrum vs Kanban vs Lean vs Scrumban...

20. Defined key principles
Before we start, the senior team (account management, creative, data and strategy) should agree on the type of project
and the right casting for project, with every team member having a voice, and being responsible for the project.
Anyone can put their hand up at any point and say they think the project might be more of a creative opportunity.
Proactive, not reactive with client needs in mind. With the work up and client plans on the wall – everyone can see
where the ship is sailing.
People working on a project should be briefed together (not separately by discipline).
Once started, we should ensure consistent resource from start to finish.
Everyone must know their roles and responsibilities (and question them if they don’t).
Deadlines should be set throughout the project (not just at the end) and stuck to.
The number of sign off points should be kept to a minimum. Ideally limited, both internally and externally, to one
person - we should avoid layers of sign off.
Measure, learn and share.

21. Organised the
agency
into families

22. Organised regular
standup meetings
for accounts

23. Put the work
on the walls

24. simple steps

25. What next?

26. Measurement

27. Ongoing feedback

28. Thanks