Agile Marketing:

How to Move from Big

Projects to Small Sprints
Presenters

Scott Brinker
Co-Founder and CTO, ion interactive
Author of Hacking Marketing
@chiefmartec

David Lesu
Creative Director, Workfront
@davidlesue
Audience Poll
When considering Agile, what challenges do
you encounter within your organization?

#AgileMarketing
What is Agile Marketing?
And Why Does it Matter?
 A
B

Marketing used
to work like this.
 A
B

Today, it feels
more like this.
 Faster cycle speeds
Fragmented channels
Feedback loops
Frequent disruptions
 technology changes
Change exponentially

organizations change
logarithmically

Time
 Waterfall
Plan
Design
Produce
Deliver
time
 Waterfall vs.
Plan Agile
Design
Produce
Deliver
time

1 2 3 4 5 6 7 8
 each sprint is an opportunity to:
respond to new events and information
deploy viable work into the market sooner
adjust your approach based on feedback
stop wasting time on ineffective programs

time experiment with innovative, new ideas

1 2 3 4 5 6 7 8
 Sprint Planning
Update Sprint
Backlog

1 day
Sprint
Retrospective Daily
1-4
weeks Stand-up
Sprint
Review
 Write a case study
Configure new nurture
email campaign in MAP
Create a landing page
Launch new Google
keyword group
Connect with a social
Update media influencer
Backlog
Update 1 2 3 4
Backlog
5 6 7 8

9 10 11

Rank the nominated tasks

in order of importance.
1 2 3 4 Sprint Planning
5 6 7 8
To Do In Progress Done
9 10 11 1 4

2 5

Team 3
commits to
tasks for the sprint.
 Sprint To Do In Progress Done
Teammates
take tasks in
order of priority,
move them to in
progress and
then done.
Sprint Every day, the team meets
for a 15 minute stand up.

1. What did I do
yesterday?
2. What am I going
to do today?
3. Are there any
impediments in my way?
 Sprint
Sprints typically are
1-4 weeks long the
team focuses on
completing its work.

High ratio of work time

to process overhead.

Minimize fire drills that

derail work in progress
Sprint Review
To Do In Progress Done
At the end of
the sprint, the
team meets to
discuss/demo
what was
completed.
Sprint Retrospective
After the review, the
team has a separate Focusing on
meeting just among how things
themselves to discuss were done, not
their process and just what was
done.
suggests changes for
the next sprint.
 Sprint Planning
Update Sprint
Backlog

1 day
Sprint
Retrospective Daily
1-4
weeks Stand-up
Sprint
Review
 Waterfall vs.
Plan Agile
Design
Produce
Deliver
time

1 2 3 4 5 6 7 8
 1 2 3 4 5 6 7 8

Part I Part II Part III Version 1 Version 2 Version 3

This is an incremental This is an iterative

approach each step approach each step
offers you a chance to offers you a chance to
adjust your trajectory. refine your deliverable
based on feedback.
 Version 1 Version 2 Version 3

An iterative approach lets This is an iterative

you fail fast try new approach each step
ideas on a small scale offers you a chance to
before scaling them. refine your deliverable
based on feedback.
 Prioritization of
the backlog
A strong, clear vision
is the fuel that powers
the agile process.
Sprint review
feedback

Minimize fire drills

and maintain focus
A brilliant road map.
Ram Krishnan
SVP & CMO, PepsiCo

A compelling model. Available now at

John L. Kennedy
CMO, Xerox

A terrific manifesto.
David C. Edelman
McKinsey & Company

A must-read operating
manual for CMOs.
Ajay Agarwal
Bain Capital
An Agile Marketing Case Study
The Workfront Creative Services Team
32 2015 Workfront. All rights reserved.
WEBSITE

building8 Trek Bicycle Corporation
building9 Manufacturing
network www.trekbikes.com/us/en/
map2 Waterloo, WI
AT A GLANCE
CHALLENGES
Poor project data visibility resulted in
significant product delays that cost millions
in new revenue
Manual, time- consuming processes
prevented effective collaboration between
global team members
Lack of alignment led to improper resource
management and bottlenecks
BENEFITS
Increased efficiencyOn-time product
delivery rate increased from 50% to 80%,
generating millions in new revenue
Greater productivityTeam members
regained 30% of their time for innovation
Reduced meeting timeWeekly project
status meetings that were
CASE STUDY
Trek Bicycle increases CASE STUDY
on-time product delivery Advance Auto Parts CASE STUDY
and revenue with Ecommerce Team Cisco Boosts On-Time
Estimates more than Delivery With Real-Time,
Workfront Actionable Project Data
50% Increase in
A products success is directly linked to how well Productivity from Workfront
the manufacturer meets delivery deadlinesand At Cisco, customers come first, and meeting their
time to market is even more important when the needs is part of the companys DNA. This mindset
product is relatively seasonal. With Workfront, Workfront marketing work management solution extends to internal customers too. Cisco formed
Trek was able to identify and resolve roadblocks, replaces Microsoft SharePoint, giving the a specialized group, and implemented Workfront,
eCommerce team complete visibility into project to help provide and improve communications
improve processes, and meet customer demand. lifecycles. Improved processes and reduced expertise across the company.
meetings enable the team to complete more jobs
Treks on-time delivery rate was just 50%. Senior management deployed
without adding significant resources. Cisco established the Communications Resource Center (CRC) to
make it possible for groups that never had communications expertise
Workfront to increase project data visibility, improve resourcing,
to have access to the appropriate staff members. When Cisco
eliminate bottlenecks, and stop missing sales opportunities that could Retail is a fast-moving industry. Staying ahead of the competition encountered challenges tracking CRC projects and productivity, it
building8 Advance Auto Parts building8 Cisco Systems,
have delivered millions of dollars in new revenue. requires getting the right promotions and information to as wide anCommunications Resource deployed Workfront to improve reporting and visibility into the teams
building9 Retail array of customers as possible at the right time. Advance Auto PartsCenter (CRC) service delivery process.
network corp.advanceautoparts.com
Trek Bicycle Corporation is one of the worlds leading manufacturers invested in the Workfront marketing work management solutionbuilding9 Information Technology
map2 Roanoke, VA because its eCommerce department was faced with the challenge Cisco is the worldwide leader in networking with more than 73,000
of bicycles. Its global team includes program management, network www.cisco.com
of managing an ever-growing list of tasks across a national team. employees in more than 165 countries and over $48 billion in annual
engineering, industrial design, and product development map2BySan Jose, CA revenues. It has shaped the future of the Internet, transforming how
improving the organization of eMarketing activities and workflows,
professionals. Because Treks revenue hinges on the timely people connect, communicate and collaborate.
AT A GLANCE the Workfront solution significantly improved the teams project
introduction of new models to market, it continually evaluates its management request and delivery processes, remote collaboration,
manufacturing process and business practices. AT A GLANCE
CHALLENGES and team unity. THE CHALLENGE
Low project visibility frustrated business CHALLENGES
stakeholders and delivery team Advance Auto Parts, Inc. is the largest automotive aftermarket Separately managing the work of two Cisco formed the CRC in late 2012 to provide graphics, web
THE CHALLENGE Inconsistent project management
processes impacted productivity
parts provider in North America. Headquartered in Roanoke, Va., client typespre-funded and pay-for-
service clientsrequired supporting two
development, and communications self-help services to other
it serves both the do-it-yourself and professional installer markets. different solutions internal groups including the Executive Internal Communications
Inability to effectively collaborate extended department and the Communication Services Bureau.
In 2009, Trek brought on a team of full-time project managers to Advance Auto Parts operates approximately 5289 company Inefficient reporting processes wasted
oversee workloads with the goal of increasing efficiency. Yet basic
project timelines
5-7 man-hours monthly and impacted
operated stores, 106 Worldpac branches, and serves approximatelycurrent projects Several teams were combined into one new team with the idea of
project visibility remained elusive because teams continued to useBENEFITS
a 1,400 independently owned Carquest branded stores in 49 states, Existing systems were unable to support being able to better provide communications expertise across the
broad array of disparate project management toolsfrom Microsoft Increased team productivity by more Puerto Rico, the Virgin Islands, and Canada. Advance Auto Parts both service request management and company, explains Dan Taylor, CRC Tools and Technology Manager.
than 50% program management
Project and Excel spreadsheets to PowerPoint slides and Word employs approximately 74,000 team members. The Advance
Improved project management processes To manage the CRCs work for both its pre-funded and pay-for-
Auto Parts eCommerce team creates and updates websites andBENEFITS
documents to Enovia project approval software. by approximately 75% services clients, Cisco rolled out one tool to track projects and
communications in support of all company-owned stores. Boosted the CRC teams on-time delivery another tool to track the time CRC employees and contractors
Eliminated 2 hour weekly status update
rate to 99% in just three months
I spent 40% of my time contacting our global teams to chase down meeting and replaced SharePoint and Excel worked on those projects. Yet when management requested regular
for project management activities Saved Cisco 85% in work management
reports about CRC projects and resource expenditures, having
project statuses, recalls Kris Lamp, senior manager of the team. To investment and 90% in implementation time
two separate systems caused a massive, once-a-month scramble
provide information requested by management, I was on too many Enables faster turnaround for new requests
that consumed man-hours and compromised work already in the
phone calls at night and sending a lot of emails. Helps ensure high workforce utilization
pipeline, recalls Taylor.
The situation wasnt much better for Lamps team. Project managers
spent an estimated 30% of their time manually retyping timeline
items into emails, sending them out to team members, and collecting
the results, which they presented during status meetings held two to
three times a week.
An Agile Marketing Example
The Working Dead Campaign
42 Workfront 2016 Proprietary & Confidential Information For Internal Use Only
Agile in Action
A Week in the Life of an Agile Creative Team
Create a Backlog

Backlog
Consolidated list of all team work
Automatically collects all requests
Due dates
Priority
Time estimates
Sprint Planning Meeting
Review backlog
Prioritize stories
Estimate hours
Make assignments
Populate (and commit to) sprint
Who attends?
Core production team
Scrum Master
(Creative Director / Production Manager)
Stakeholders / Requesters
Capacity
30 hrs/week/person Planned Work
10 hrs/week/person Unplanned Work (Open)
Sprint Board
Stories move from left to right
New, In Progress, Awaiting Feedback, Done
Make it public

50 2015 Workfront. All rights reserved.

#AGILECREATIVE
52 2015 Workfront. All rights reserved.
Sprint Retrospective
Review sprint performance
Identify ways to improve process
Make at least one changetreat sprints as an
ongoing process experiment
Transitioning to Agile
How to Make the Jump from Waterfall
#AgileMarketing
Transition to Agile agilely

Educate yourself
Start with a small, open-minded, pilot team
Eat the elephant one bite at a time
(Dont plan out your agile implementation using waterfall)
Iterate, iterate, iterate
Use what works for you, abandon the rest
Dont worry about the Agile Police

#AgileMarketing
One Bite at a Time

1. Backlog
2. Sprints/Sprint Planning Meeting
(Account for lots of unplanned work in the beginning)
3. Daily Stand Ups
4. Sprint Review/Retrospective
5. Increase amount of planned work per sprint over time

#AgileMarketing
Q&A

Get The Complete Guide to Agile

Marketing at bit.ly/GuideToAgile

Find more Agile resources at

workfront.com/agile-marketing

Scott Brinker @chiefmartec

David Lesu @davidlesue

 2015 Workfront. All rights reserved.