Implementing (some) Agile Principles in a Traditional Agency

Who?

Why change?

Growth

Silos

Admin

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

NOT to change is a decision

We had to become more agile

with a small “a”

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

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

How?

Clarified what was holding us back

Buy in from the senior team

Identified key advocates

What?

We went for it

Scrum vs Kanban vs Lean vs Scrumban...

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.

Organised the agency into families

Organised regular standup meetings for accounts

Put the work on the walls

simple steps

What next?

Measurement

Ongoing feedback

Thanks