View the On-Demand Webcast! Planview.info/Agile Learn about -the challenges one marketing department faced and why they sought a change in the status quo -what options and approaches they considered to help steer this change -what made Agile an attractive option for marketing teams -how to sell Agile internally and gain support from the top with buy-in from the team -how to adopt agile into the workflow -what benefits the marketing saw as a result of this change -adding capacity planning View the On-Demand Webcast! Planview.info/Agile

1. © 2015 Planview, Inc. | 1© 2014 Planview, Inc. | 1 | Confidential© 2015 Planview, Inc. | 1
Making the Leap to Agile within Marketing
Jason Morio
Projectplace Segment Manager
Planview
Ryan Doherty
Director of Interactive Marketing
Planview

2. © 2015 Planview, Inc. | 2
• Marketing team profile
• Where we were
• Learning about Agile
• Executive support
• Team workshops
• First sprints
• Successes we see now
Agenda

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Planview Marketing
Our “customers”
• Global Demand Generation teams covering multiple market segments with 3 products
• Partner Marketing in connections with multiple vendors
• Planview Product Development and Solutions Marketing
• Planview Sales
• Customer Care, HR, and Legal on a project by project basis
Regions
• North America
• United States
• Canada
• Europe
• Germany
• France
• Italy
• APAC
• Australia New Zealand
Request types
• Web site updates (new pages, edits, microsites)
• Events marketing
• Event materials and exhibit designs
• Email and newsletter designs
• Campaign collateral and resources
• Videos and webcasts
• Banners and images
• Presentation branding and QA
• Translations

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How was your marketing department operating and what
led you to seek a change in the status quo?
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• We had limited visibility into the current
workload of the team, or what’s coming
next
• Multiple systems and formats for
requests and different project
management tools
• Too many requests coming in to properly
manage against capacity
• No way to report a realistic activity level
• We couldn’t plan ahead
• Always felt like we were in “rush” mode
Where we were
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A better way to:
 See and show the full workload for the team
 Communicate status on a request or project
 Collaborate on tasks
 Shift priorities to meet the teams needs
What we needed
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Where did you look and what approaches did you
consider to help steer this change?
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Traditional “waterfall”
• Great for big projects
• Lots of detailed documentation
• Less flexibility
• Difficult for ongoing “request
based” work
• Tools were harder to adapt to our
needs
Agile
• Very flexible
• Short timeframes helped us
focus only on what's
immediately ahead
• Visual Kanban boards
• Ability to shift priorities
Comparing Approaches
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With Agile being popular within the software development ranks,
what made it the attractive option for you and your team?
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What was attractive about Agile Marketing
Responding to change over following a plan
Rapid iterations over Big-Bang campaigns
Testing and data over opinions and conventions
Numerous small experiments over a few large bets
Individuals and interactions over target markets
Collaboration over silos and hierarchy
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• Executives want to see results
• Managers want to be able to see the full workload
• Developers and designers want to be able to get their work
done…and fewer surprise projects
Support from the top, buy-in from the team
Selling it internally
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When are meetings?
How long are sprints?
How do we run standups?
How do we organize boards?
How are requests added?
Team Workshops
Allow the team to decide
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Most agile teams adopt the parts that work for them. How did
your team adopt agile into their ways of working?
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• 2 week sprints starting on a Tuesdays
• Planning meeting was the start of each
sprint to go over what is coming up over
the next 2 weeks
• A Sprint Review and Retrospective
meeting was at the end of each sprint
• Our stand up meeting is held every day to
review what we did yesterday, what we
are working on today, communicate with
requestors, and set the priorities of the
day
Our setup
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• Expect lots of process questions
• Not only a review of work being accomplished, but the processes used
• Are there new issues that came up during the sprint on processes?
• How can we make this better?
First couple sprints
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18 months later, how have things changed and what
benefits have you seen since?
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Getting better and better over time
• Review and retrospective time decreased
• Planning time increased
• Less adjustments and process changes
• Better use of our time
30%
60%
10%
Reviewing reports Retrospective Planning
20%
10%
70%
Reviewing reports Retrospective Planning
Sprint 4 Sprint 12
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18. © 2015 Planview, Inc. | 18© 2015 Planview, Inc. | 18 | Confidential© 2015 Planview, Inc. | 18
One of our first retrospectives
One of our latest
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19. © 2015 Planview, Inc. | 19© 2015 Planview, Inc. | 19 | Confidential© 2015 Planview, Inc. | 19
5/17/2016
Sprint 22
100 cards total
85 submitted
68 completed
65 cards at start
35 added
Sprint 22 (5/17 – 5/30)
5/31/2016
May 17
May 30
May 17 May 19 May 21 May 23 May 26 May 29 May 31
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• Adding points to cards that represent “effort”
• Getting “real” visibility into capacity and resource management
• Allowing for us to manage our resources effectively
Phase 2
Adding capacity planning
0 1/2 1 3 5 8 13 20 402 100
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• 3 points a day for 5 people, over 2 week period
Capacity = 150 Points per sprint
• We would accept all the work and set points to each task
= total work requested
• When there was more on the board than could get done, the
extended team would work out priorities
• Visibility gave us a great way to set expectations
Capacity can change each sprint. Ex. I have one member of my team that will be out for 2
days, that’s 6 points off the board = 144 points for the sprint.
Our Formula
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• Review the board for upcoming
due dates
• Assign cards based on availability
and skill set
• Have our daily stand up
• Communication with Requestors
• Set priorities
• Get to work!
How do we function now
A day in the life
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• Gain team buy in and support before setting up how you
will run Agile
• Give everyone a voice in how the process should work
• Start with something basic and see how things work
• Have patience, change is never easy and the benefits
take time to show
• Get started sooner
Key thoughts
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24. © 2015 Planview, Inc. | 24© 2015 Planview, Inc. | 24 | Confidential© 2015 Planview, Inc. | 24
Additional Information
Thank you - Questions?
“Projectplace is Synergy. The more we used the
various capabilities of the [Projectplace] tool, the
more synergy we had as a team.”
“Expect rapid adoption. Projectplace is now universally
adopted across IT for all projects larger than 100 hours and
now other business stakeholders want to use it for their
departments.”
projectplace.com/pricing/enterprise-trial/
projectplace.com/customers/marketing/
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