The document discusses agile methodologies in the context of digital marketing and development, emphasizing the importance of creating functional experiences rather than merely documenting ideas. It highlights challenges organizations face in adopting agile practices, such as cultural resistance and a lack of management support, while providing strategies for implementation, including keeping teams small and embracing cloud technologies. The content underscores the necessity of adapting project scopes and maintaining effective communication within distributed teams to ensure successful agile adoption.

1. Ray Velez | Global CTO | Co-author Converge

2. 2
Introduction

3. 3

4. 4
creating experiences
that build business
Named in Top 5
Most Innovative
Digital Agencies
Business Transformer
(Highest Tier)
Leader & Visionary
#1 digital agency
2 years running

5. 5
THE
CONVERGENCE
OF
TECHNOLOGYMEDIACREATIV
Create experiences
that deliver
business value and
transform brands
AGENCIES CONSULTANTS
Brand Experience
“Consulting
Strategy & Technology”
“Brand Creative”
Messaging
Media
Promotions
Roadmaps &
Platforms

6. 6
strategy
design
user experience
insightssocial
mobiletouch
development
planning
technologyconsultingcontent
counsel

7. 7
Taking over the
enterprise

8. 8
Agile commerce

9. 9
Agile
marketing
Source: *http://agilemarketingmanifesto.org/

10. 10
Agile creativity
Source: *http://www.google.com/think/playbooks/agile-creativity.html

11. 11
Razorfish Scrum
for TeamsHalf day course to get all disciplines aligned

12. 12
Razorfish Scrum for Teams
How can I
“experience”
the Scrum
Process?
What does it feel
like to go through a
Sprint?
How can I
remember all the
things I learned in
the pre-work?

13. 13
Ecommerce implementation services:
Razorfish delivering globally
People over process - Nearshore similar time
zone offshoring
Our teams get more done, in less time, with less
rework utilizing fewer people
Our teams respond to business change in real-
time, critical given the iterative Agile nature of
defining personalization and targeting scenarios
Process Debt
High
Low
LowHigh Hourly Rate
Local Teams
8+ Timezones
Nearshore
No Value
Ideal
Mix
Chart source: http://blog.velocitypartners.net/wp-
content/uploads/2010/10/Distributed-Technology-Teams-A-Pragmatic-
Guide-med-res.pdf

14. 14
Building Experiences, Not Documents
• The longer the duration between designing and building an experience, the
higher the risk of releasing without the most current high value features.
– Business Requirements Change – What is desired at the onset of a project is
rarely what is desired at launch.
– Conditions Change – Opportunities for differentiation change constantly.
• Value often isn‟t measurable until it‟s functional.
– Clients may not know what they really need until a product is useable.
– User input is more beneficial the more functional the experience becomes.
• Documentation is extremely useful when it is a means to an end, but much
less useful as an end itself.

15. 15
Essential for Offshore
• Using Scrum ensures a baseline understanding for a project‟s approach
from Day 1.
• Communication, which is critically important when working on a distributed
team, is “built in” to the methodology:
– Daily Standups
– Sprint Planning
– Sprint Reviews
• Approaches that support integrated yet distributed teams must have the
flexibility to adapt to the needs of the team. Sprint Retrospectives ensure
that the process is reviewed and incremental improvements are
implemented.

16. 16
But Organizations still don‟t get it

17. 17
Razorfish Adoption Index
4. Backlog Defines Product Evolution:
Design completed incrementally from simplest
functional form to more complex to ensure that
only areas of high value are included.
3. Backlog Defines Development Scope:
Scope is strictly based on team velocity and
time, de-prioritized functionality that is not built
is excluded from scope.
2. Upfront, Yet Flexible Product Parameters:
Scope is committed to but with the expectation
that scope will be exchanged over time as high
priority stories supplant lower priority stories.
1. Scope is Rigidly Defined at Onset: Scrum
tactics are used to maintain daily
communication and continuous
improvement, but not for change management.
Product Owner Involvement:
The level of commitment, time, and
effort by the Product Owner grows
significantly as a project climbs up
the scale. This effort supports
critical processes such as backlog
grooming.
Adherence to the Methodology:
As the team moves up the
index, strict adherence to the rules
of Scrum become essential. The
more that the backlog defines the
scope of the engagement, the more
important effectively managing the
backlog becomes.

18. 18
Why agile adoption fails
52%Inability to change
culture
39%General resistance to
change
34%Lack of manager
support
Source: VersionOne 6th Annual State of Agile Survey

19. 19
What needs to change?

20. 20
And Scrum starts with solving software
development

21. 21
1. Keep teams small and scale
2. Test and test
3. Behold the power of small batches
4. Eliminate queues
5. Embrace the future – the Cloud and Devops

22. 22
1. Keep teams small and scale

23. 23

24. 24
But my project needs over 100 people?

25. 25
The mythical man month
Scaling is hard
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

26. 26
The mythical man month
Scaling is hard
2 People
1 Connection
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

27. 27
The mythical man month
Scaling is hard
3 People
3 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

28. 28
The mythical man month
Scaling is hard
4 People
6 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

29. 29
The mythical man month
Scaling is hard
5 People
10 Connection
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

30. 30
The mythical man month
Scaling is hard
6 People
15 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

31. 31
The mythical man month
Scaling is hard
7 People
21 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

32. 32
The mythical man month
Scaling is hard
8 People
28 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

33. 33
The mythical man month
Scaling is hard
9 People
36 Connection
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

34. 34
The mythical man month
Scaling is hard
10 People
45 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

35. 35
The mythical man month
Scaling is hard
11 People
55 Connections
Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month

36. 36
The mythical man month
Agile needs to enable us to scale more independently
PRODUCT MANAGEMENT
SPRINT TEAM 1 SPRINT TEAM 1 CREATIVE Experience
CREATIVE AND
EXPERIENCE LEAD

37. 37
Typical Project
So what‟s Missing from the
Scrumalliance Training?
Product
manager
Scrum
Master
Technology
Creative
User
Experience

38. 38
Integrated Process Across Skills
Design and Development
Upfront Development
Planning and Exploration
SOW Phase
1-4 Weeks
Strategy and
Visioning
Phase
6-12 Weeks
Foundation
Sprint N : UX Sprint N : UX Sprint N : UX
Sprint N : Dev Sprint N : Dev
Maintenance

39. 39
But how does that scale?

40. 40
Organization Structure <= 10 teams
Source: *Scaling Lean & Agile Development: Thinking and Organization tools for Large-Scale Scrum, Craig Larman, Bas
Vodde

41. 41
Organization Structure > 10 teams
Source: *Scaling Lean & Agile Development: Thinking and Organization tools for Large-Scale Scrum, Craig
Larman, Bas Vodde

42. 42
2. Behold the power of small batches

43. 43
Envelope Stuffing Problem

44. 44
Source: *http://www.wikihow.com/Make-an-Envelope

45. 45
Source: *http://www.wikihow.com/Make-an-Envelope

46. 46
Source: *http://www.wikihow.com/Make-an-Envelope

47. 47
Batch and Queue
Fold all the paper
Stuff all the envelopes
Seal all the envelopes

48. 48
One Piece Flow
Fold one paper
Stuff one envelope
Seal one envelope
Repeat

49. 49
Which is faster?
One Piece Flow
Source: *https://www.youtube.com/watch?v=Bi9R1Hqr8dI#t=65

50. 50
Still don‟t believe me?
So, over 10
repetitions, the lean
method got a total of
10+10+10=30 seconds of
advantage from the
shorter time to
fold, stuff, and seal.
1
1
3
8
1
2
4
9
Average time to stuff
Average time to seal
Average time to stuff
Average time to fold
Batch
Lean
Seconds
Source: *http://lssacademy.com/2008/03/24/a-response-to-the-video-skeptics/

51. 51
3. Test and test

52. 52

53. 53
4. Eliminate queues

54. 54
Queues are the enemy of Agile

55. 55
Build T-Shaped Employees
We can all learn new skills

56. 56
“T-shaped employees have always been the heart of our
company.”
Tom Kelley
General Manager, IDEO

57. 57
Breadth of
Knowledge
DepthofExpertise
Shape of the ideal information workerShape of the ideal information worker

58. 58
Typical Approach
Research Creative UX Content Marketing E-Com Strategy Project Mgr Analyst Tech Data

59. 59
Razorfish Approach:
“T” Shaped Employees
Research Creative UX Content Marketing E-Com Strategy Project Mgr Analyst Tech Data
Experiences
Experiences
Experiences
Experiences
Experiences
Experiences

60. 60
Celebrate the product owner

61. 61
5. Embrace the future – the Cloud and
Devops

62. 62
Little bit weird
Sits closer to the boss
Thinks too hard
Pulls levers & turns knobs
Easily excited
Yells a lot in emergencies
Source: *http://www.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at-
flickr

63. 63
Physical Architecture
Cloud Hosting Enablers
• Self healing and auto scaling
• Efficiency and infrastructure „hardening‟
• Development and operations coming together
• Drive better cost alignment over time
• Future proof innovation

64. 64
Physical Architecture
Software Enabled Infrastructure
• Security Group with 80
and 443 Enabled
• Chef client
• Yum
• build-essential
• Nginx
• CQ5
Chef Pulls
„Recipes‟ from
Chef Repository
Chef installs and
configures
Creates a Cloud
Instance
(AMI)
CLOUD INSTANCE
(AMI)
CHEF RECIPES FOR
NEW CLOUD
INSTANCES
CLOUDFORMATION
SCRIPT
• ohai
• Runit
• apt
• Chef client

65. 65
The Dev Ops Movement
Using Agile to bring Spock and Scotty together
Ship code 30x faster
and complete those deployments 8,000 times faster than their peers.
Have 50% fewer failures
and restore service 12 times faster than their peers.
Source: *2013 State of DevOps Report by Puppet Labs & IT Revolution Press

66. 66
1. Keep teams small and scale
2. Test and test
3. Behold the power of small batches
4. Eliminate queues
5. Embrace the future – the Cloud and Devops

67. 67
Find your evangelist
Source: *http://www.cloudave.com/22977/sorry-but-your-start-ups-team-isnt-actually-any-more-
agile-than-the-big-guys-why-you-really-still-can-win/

68. 68
Never
Used, 45%
Rarely
Used, 19%
Why Change?
• Because you have to…
Source: Jim Johnson of the Standish Group, Keynote Speech XP 2002

69. 69
From the folks who created the internet
http://hbr.org/2013/10/special-forces-
innovation-how-darpa-attacks-
problems/ar/
Source: *http://hbr.org/2013/10/special-forces-innovation-how-darpa-attacks-problems/ar/

70. 70
Books Referenced

71. Ray Velez | Global CTO
Twitter: @rvelez
Email: Ray.velez@razorfish.com
Book: www.convergebook.com