Working with IoT/M2M and other technology-driven businesses, it's only natural that elevating people over process by adapting Agile methodologies with our clients is in our DNA. Here's a brief overview of how and why we do things the way we do.

1. threetwelvecreative
An AgileAgency
THREETWELVE & YOU

2. • The Scrum Question:
How can we better deliver product to our customers?
• Scrum, an Agile software development process, has been in
use since the 1990s. It is what ThreeTwelve is adopting to
create the Agile Agency approach.
• Developed because long-term project planning
methodologies like Waterfall are inaccurate, and place
emphasis on top-down process
HISTORY

3. KEY AGILE PRINCIPLES
3
Collaborate more
with clients
4
Focus on delivering a
workable product instead
of documentation about
a product
1
Communication
with parties is more
important than SOPs
2
Be open to change

4. Elevate people over process

5. BETTER TOGETHER
• ThreeTwelve has thrived not just because of exceptional work,
but also because of exceptional relationships.
• Clients repeatedly call out ThreeTwelve’s collaborative nature
and the personal relationships they form with us.
It’s in our agency DNA to elevate
people over process

6. EVEN BETTER TOGETHER
• That said, ThreeTwelve is a business and we need efficiencies
and processes in order to operate and to be able to scale.
• Our clients are also businesses, and we should delight them
by safeguarding their interests and meeting their needs.

7. AGILE-Y-ER
• Agile pulls our clients into the process by making them
stakeholders in everything we do.
• Of course, any business’s clients are stakeholders – but in a
traditional agency/client model clients have much less input
into the process and there is much less transparency.

8. AGILE ROLES
Stakeholders -
Client team members
Cosmic Overlord –
ThreeTwelve member;
keeps process on course
Creative Team –
ThreeTwelve staff
Product Owner –
Main client POC

9. AGILE PROCESS:THESPRINT
• The Sprint is the core time unit of the Agile process.
At ThreeTwelve our Sprints are two weeks (10 business days)
• Short Sprints allow us to deliver products regularly and to
rapidly make iterative changes to improve our process
• All work that is taken into a Sprint should be completed in
that Sprint

10. TheSprint-Tasks
• Work to be done in a Sprint is broken down into tasks
• Every task is assigned a point value that indicates its relative
difficulty to complete
• Points are NOT time-correlated. Possible points a task can be
assigned are 1, 2, 3, 5, 8, 13 or 21. A one-point task is easy. A
21-point task is difficult and likely to take the whole Sprint.

11. TheSprint-TASKPOINTS
• The point system reflects that we as humans are relatively
accurate at predicting the time to accomplish easy tasks, but
wildly inaccurate at predicting larger, longer-term tasks
• Points allow us insight into what our true workload capacity is
• Better insight means better planning, and better ability to
complete workload.

12. THESPRINT-TASKS
• The ThreeTwelve team for a client has a maximum point
capacity that it can accomplish in any given Sprint
• The sum of points for tasks taken into a Sprint should equal
the team’s capacity
• Matching task points to team capacity ensures tasks brought
in to a Sprint are completed.
• Tasks can be in any of these discrete states: Backlog, Current,
Working, Done

13. TheSprintBOARD

14. TheSprintBOARD
• The Sprint Board is a visual representation of all the tasks
in a Sprint
• There is a column for each state a task can be in
• As a task changes state, it’s moved to the appropriate
column.

15. Lifecycle ofa Task -Backlog
• All tasks begin life in the Backlog, which is a running record
of work that needs to be done. The Backlog is the only state
that spans Sprints.
• At a planning meeting that happens before each Sprint,
clients identify tasks and prioritize them.
• ThreeTwelve decomposes tasks where necessary, and assigns
point value. Final prioritizing can be done after any task
decomposition.

16. Lifecycle ofa Task –Current
• During the planning
meeting, tasks are
moved from the Backlog
state to Current state
until the team’s point
capacity has been
reached

17. Lifecycle ofa Task -Working
• When a ThreeTwelve
team member is ready to
start working a task, they
will put their name on it
and move it from Current
Sprint to Working On

18. Lifecycle ofa Task –DONE
• When the task has been completed, it is moved from Working
to Done.
• If it’s a task that has been decomposed to also have a “Client
Review and Changes” task, that task is then moved into the
“Working” state

19. BUTWHAT ABOUT
• Client needs can change, even over the course of a single
Sprint.
• ThreeTwelve capacity typically will NOT change over the
course of a Sprint
• If new tasks arise that must be completed during a given
Sprint, the tasks are decomposed, given point values, and
brought in
• A matching point value of low-priority tasks is then moved
from the Current Sprint back to the Backlog.

20. FAQs
• Q. What if a task will take longer than one Sprint?
• A. It should be decomposed into a set of smaller tasks, giving
everyone a better idea of what’s done and what remains to be
done

21. FAQs
• Q. Can we see the Sprint board?
• A. Yes. In the traditional Scrum environment, tasks are written
on yellow sticky notes and stuck onto a physical Sprint board
or wall. Stakeholders can come by at any time, look at all the
sticky notes, and be apprised of Sprint progress.
ThreeTwelve uses a web app called Teamworkand have structured that to resemble a Sprint
board pivoted into rows instead of columns. We will invite client team members to have access
to that board so that you can see at any time during a Sprint what we’ve done and what we’re
working on. We’re also working on our own Agile Agency software purpose-built to meet the
needs of our agency and our clients.