Going Agile WorkshopRay Velez, Chief Technology Officer

Agenda

• What is Agile and Iterative Problem Solving

• Agile Questionnaire and Workshop

• Each Group Presents Findings

GOING AGILE

Focus and re-focus on priorities

GOING AGILE

Iterative Problem Solving

Big Complex Problem

64% of Features Designed Never Get Used

Rarely

Never

Sometimes

Often

Always

GOING AGILE

Manage Priorities Ruthlessly

Big Complex Problem

X X XX

Embrace Business and Technology Change

Embrace Emerging Technology

Embrace Business Change

GOING AGILE

Change Priorities As Priorities Change

Big Complex Problem

Progressive Insights Guide Decisions

From…Singular Consistent Message

To…Multiple Narrative

Components

idea

idea

idea idea

idea

idea idea

idea

idea

execution

execution

execution

Rule 4: Fail early and oftenIt’s better to launch a dozen memes -- and kill the weak -- than bet the farm on a single campaign.

Big Idea

Iterations enable insights from analytics.

14

Test, Measure & Learn Approach

GOING AGILE

Iterative Problem Solving and Prioritization

Big Complex Problem

So, What Changes?

PRESENTATION TITLE GOES HERE

This would have been the old way of doing it…

Concept

DetailedDesign

Build

GO LIVE

This is how we are doing it

Concept

DetailedDesign

DetailedDesign

Build Build

DetailedDesign

DetailedDesign

Build Build

SPRINTREVIEW

GO LIVE

GO LIVE

GO LIVE

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.

GOING AGILE

Breakout Groups

Four Breakout Groups – Count off 1-4 or Geographically

• John Ewen - 1

• Dutch Steutel - 2

• Andrew Williams - 3

• Ray Velez - 4

GOING AGILE

Workshop Process

Individuals go through the quiz and plot results

Discuss results and identify

growth areas and techniques

One company representative presents back to the group

GOING AGILE

QuestionsQUESTIONNAIRE

1. [CHANGE] Which of the following best describes your organization’s approach to managing change?A. Priority for every initiative is set at the onset of a project and cannot be changed without a formal change control process.B. Priorities are assessed by the main stakeholder throughout a project lifecycle and new expectations are communicated to the team as needed; formal change control processes are used to apply the change.C. Priorities are reviewed during formal communication sessions set up throughout a project and the main stakeholder will make re-prioritization decisions based on feedback from the team; formal change control processes are used to apply the change.D. Priorities are reviewed during formal communication sessions set up throughout a project and the main stakeholder will make re-prioritization decisions based on feedback from the team; change control is not necessary as the process expects priorities to change.

2. [COLLABORATION] Which of the following best describes the way your organization collaborates between skillsets?A. We require that disciplines (e.g. creative, user experience, account planning, technology) work independently so that work can be reviewed before being handed off to the next team.B. We encourage collaboration by some disciplines, but generally limit the participation of teams who will not be required until further into the process.C. We integrate representatives from all specialties throughout the process, but not the entire team.D. We believe that the full collaboration of disciplines generates synergies that wouldn’t be realized by working in isolation.

3. [FEEDBACK] Which of the following best describes your organization’s attitude towards user feedback?A. Feedback from users is important, but only after a big release or big idea is fully realized.B. We regularly review direct user feedback and analytics data, but prioritization is only moderately impacted by these findings.C. We regularly review direct user feedback and analytics data and these findings are the primary influencer of prioritization.D. Feedback from users is important at every stage of the process to directly impact the direction of the product, service or campaign. The organization considers themselves Product Managers when prioritizing campaign ideas and business features.

4. [APPROVALS] Which of the following best describes your organization’s approach to reviews and approvals?A. Outcomes must be documented and detailed in stages with approvals required before proceeding.B. Executives and main project sponsors brief the project team on the desired outcome and project scope. Project sponsors regularly review project progress and project plan.C. Team commits to strategic objectives and provides recommendations on how the objectives are best achieved. Throughout design and development, project sponsors and team refine the outcome as they gain new insights.D. Team commits to strategic objectives and provides recommendations on how the objectives are best achieved. Team regularly seeks to adjust the project outcome based on user feedback.

5. [RESOURCING] Which of the following best describes your organization’s approach to resourcing teams?A. When staffing a project, the outcome of the assignment and all deliverables must be clearly defined up front.B. When staffing a project, the specific roles of the resources are defined but the specific deliverables they will work on are only loosely defined.C. When staffing a project, the specific roles of the resources are defined but the specific deliverables they will work on are not.D. When staffing a project, all resources are considered part of a single team committed to working on the highest priority work regardless of their role.

1. Change

2. Collaboration

3. Feedback4. Approvals

5. Resourcing

Razorfish Iterative Index

D

C

B

A

Thanks from your Agile Team

Ray Velez – ray.velez@razorfish.comJohn Ewen – john.ewen@razorfish.comAndrew Williams – andrew.williams@razorfish.comDutch Steutel – dutch.steutel@razorfish.com