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JWT Agile Framework

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Brief introduction to the JWT Agile Framework which translates Agile and Lean mythologies to an agency-context. Support material on Design Business methodologies is currently under development.
Developed for J. Walter Thompson Amsterdam.

Publicado en: Diseño

JWT Agile Framework

  1. 1. ? A client comes with a business question for an integrated campaign, program or service. JWT Agile Framework 2016
  2. 2. ? He is expecting inspiration, efficiency in production and delivery on time. JWT Agile Framework 2016
  3. 3. ? But what happens when the request is complex in execution and/or development? JWT Agile Framework 2016
  4. 4. ? Providing a high level of inspiration to a client and a poor delivery is a bad business idea. JWT Agile Framework 2016
  5. 5. ? To be agile and empirical allows our teams to deal with complexity and uncertainty. Reduces the waste of resources: human, time and financial. JWT Agile Framework 2016
  6. 6. ? Our goal: to increase the enterprise growth by reaching peak business performance. JWT Agile Framework 2016
  7. 7. JWT AGILE FRAMEWORK DRAFT 02 Emmanuel Flores Elías - Innovation Department JWT Agile Framework 2016
  8. 8. CONTEXT JWT Agile Framework 2016
  9. 9. Communication agencies face two fundamental production challenges: Time and Ownership. Time because the pace of communication and its fundamental asset - messages - require speed, proper targeting and momentum. Messages as medium evaporate at faster pace. Ownership because our final delivery is dependent on the client product and possible third-parties delivering components: research, content, data and social. As an agency we own the story that accompanies products and services. JWT Agile Framework 2016
  10. 10. It is a luxury waste not to be fast, precise and efficient. Our production methods need to match those standards. No more, no less. JWT Agile Framework 2016
  11. 11. When a business request arrives to the agency, a specific-skill team is assembled in order to deliver a solution. Complex projects or integrated services require a high crafted tactical strategy in order to reach delivery. How do we increase the productivity of those teams? A Project JWT Agile Framework 2016 I am a Digital Creative I am a Digital Content Creator I am an UX Designer I am a Digital Producer I am a required profile
  12. 12. The team is focused on delivering their project but face constant interruption from external requests or production delays due third parties. Communication becomes a hassle. Another task Another task Another task Another task Another task A Project Asset Asset Asset Asset Asset JWT Agile Framework 2016
  13. 13. Eventually the main project is blurred on the background of distractions. A Project JWT Agile Framework 2016 Another task Another task Another task Another task Another task Asset Asset Asset Asset Asset
  14. 14. AGILE methodologies -like SCRUM- deal with productivity from the perspective of adaption and uncertainty. It prepares to team to a journey of self-organisation and empiric learning. However, traditional AGILE methods require to be translated to an agency-sensitive context due its specific circumstances. JWT Agile Framework 2016
  15. 15. Interruption breaks the FLOW of productivity and it is in detriment of the business performance. JWT Agile Framework 2016
  16. 16. To keep our team productive we need to keep their FLOW in a steady fashion. How do we do that? JWT Agile Framework 2016
  17. 17. PHASE 1: BRIEF & DISCOVERY JWT Agile Framework 2016
  18. 18. Our first step is to co-discover with the client a need, defined the scope, break the business request into a logical series of tasks and define when a project -or parts of it- are done and ready to be delivered. This is called the Brief or Discovery phase. The goal is to ALIGN the client in order to have a mutual understanding of what we want to achieve together. An ideal situation is to create the Brief together. JWT Agile Framework 2016
  19. 19. The process starts by selecting a group of senior specialists representing the interests and capabilities of the agency. This group is called the PROJECT SQUAT. A Project I am a Digital Director I am Technical Director I am UX Director I am a Business DeveloperI am a Tactical Strategist JWT Agile Framework 2016
  20. 20. A Squat is a group of skills represented by specialists. Their goal is to work as a TEAM to accomplish a task. Squats do not have hierarchy but COMPETENCES and always aim for the good of the TEAM. The aim of the Project Squat is to be the in-between layer supporting the production teams and the client. Their aim is to safeguard the values of people, processes and knowledge. JWT Agile Framework 2016
  21. 21. The same process is replicated by the client. The process should provide only relevant profiles to the project. A Project JWT Agile Framework 2016
  22. 22. Each of the member of the PROJECT SQUAT plays a ‘Role’ and owns an ‘Artifact' and a ‘Voice’ JWT Agile Framework 2016
  23. 23. Their mission is to defend their ‘Role’ in order to bring Perspective and Value to the project JWT Agile Framework 2016
  24. 24. The Business Director owns the ‘Business Plan’ and is the ‘Voice of the Client’. His mission is to bring value from the perspective of the company suppling the service. JWT Agile Framework 2016
  25. 25. The Digital Design Director owns the ‘Design Strategy’ and is the ‘Voice of the Consumer’. His mission is to bring value from the perspective of the consumer by usability, aesthetics and storytelling. JWT Agile Framework 2016
  26. 26. The Tactical Strategist owns all the strategical artifacts like ‘Journeys’ and ‘Blueprints’ and is the ‘Voice of the Connections’. His mission is to connect the needs of the client with the customer. JWT Agile Framework 2016
  27. 27. Any new ROLE requires to have a VOICE and and ARTIFACT. JWT Agile Framework 2016
  28. 28. A series of ‘discovery’ workshops are organised in order to decide what communication, marketing and execution strategy should be implemented and WHEN. The elements of the strategy will be broken into specific requirements using User Stories and different Service Design Discovery (SDD) methods. A separate Method book for conducting this process is currently under development. The session is supervised by a SCRUM Master. JWT Agile Framework 2016
  29. 29. A SCRUM Master is the owner of the processes. His aim is to be a servant leader which removes impediments and facilitates the dynamic of the team. Together with the Project Leader he guides the SCRUM rituals. JWT Agile Framework 2016
  30. 30. A Project By alignment the group sorts the requirements (User Stories) by PRIORITY and ESTIMATES their complexity by points. All the stakeholders come to an agreements of which assets need to be provided by who, when and how. STORY 2 STORY 1 STORY 3 STORY 1 STORY 1 STORY 1 STORY 3 JWT Agile Framework 2016
  31. 31. A Project —-—-—-—-—-—-—-—-—-—-—-—-—-—-—-—-—-—- Project Backlog STORY 2 STORY 1 STORY 3 STORY 1 STORY 1 STORY 1 STORY 3 Stories are placed together on a Project Backlog. From now on, the Project Leader is the only that access the Project Backlog. JWT Agile Framework 2016
  32. 32. A Project Leader is the voice of the team. His mission is to monitor progress (Kanban) and to own the Project Backlog. He is responsible for the final delivery. JWT Agile Framework 2016
  33. 33. JWT Agile Framework 2016 Business Director —-—-—- Project Backlog Data Agency Media AgencySocial Agency Business Plan Voice of the Team —-—-—- Project Lead Voice of the Client Client 1 2 The TEAM —-—-—- Operations Framework Voice of the Process Scrum Master 3 —-—-—- Design Strategy Voice of the Consumer Digital Design Director 5 Tactical Strategist Tactical Artifacts —-—-—- Voice of the Connections 4 The Final layout of the Project Squat.
  34. 34. Business Director Project Lead 1 2 The TEAM Scrum Master 3 Digital Design Director 5 Tactical Strategist 4 Production Processes Knowledge JWT Agile Framework 2016
  35. 35. PHASE 2: PLANNING JWT Agile Framework 2016
  36. 36. Guided by the Project Leader, the Project Squat and the stakeholders require to plan the progress of the work. This is divided on Sprints with clear deliverables. —-—-—-—- 1 2 3 4 STORY 3 STORY 2 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 Project Backlog JWT Agile Framework 2016
  37. 37. —-—-—-—- STORY 3 STORY 2 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 STORY 1 Project Backlog JWT Agile Framework 2016 The length of the Sprint is dependent on the project or the component of the project that the teams aim to deploy. Sprint length will dictate the placing of the Scrum rituals: stand-ups, reviews and retrospectives. ritual: review ritual: standup ritual: review ritual: standup ritual: standup ritual: standup ritual: review ritual: review ritual: retrospective ritual: retrospective
  38. 38. PHASE 3: PRODUCTION JWT Agile Framework 2016
  39. 39. Once the SPRINTS are designed, the Project Squat will structure the Squats in charge of producing the solution. There can be as many Squats as the solution requires but the planning should always aim for SIMPLICITY. JWT Agile Framework 2016
  40. 40. The Project Leader will discuss with a team what tasks can be delivered and when. From now on the team acquires the ownership of their tasks and are responsible for the delivery. Tasks are represented on a board called KANBAN which belongs only and exclusively to the production team. —-—-—- Kanban JWT Agile Framework 2016
  41. 41. Kanban (看板) means in Japanese billboard and it is used to schedule, track and optimise work FLOW of a team. It helps a team delivering their promises. Kanban To Do In Progress To Check Done STORY STORY STORY STORY STORY STORY STORY STORY STORY STORY STORYSTORY STORY Ticket # 20 ——————— Deliver copy of banner middle funnel 2 Kris Chris JWT Agile Framework 2016
  42. 42. Armed with their kanban, a Squat OWNS their WORK and FLOW. JWT Agile Framework 2016
  43. 43. The team can start working using an iterative and empirical fashion. The aim of the Agility is to increase efficiency and quality by Velocity. A well optimised Squat should perform over 400% faster. Kanban Daily Standup RetrospectiveReview 0 25 50 75 100 1 2 3 4 5 Burndown Chart JWT Agile Framework 2016
  44. 44. JWT Agile Framework 2016 Business Director —-—-—- Project Backlog Data Agency Media AgencySocial Agency Business Plan Voice of the Team —-—-—- Project Lead Voice of the Client Client 1 2 —-—-—- Operations Framework Voice of the Process Scrum Master 3 —-—-—- Design Strategy Voice of the Consumer Digital Design Director 5 Tactical Strategist Tactical Artifacts —-—-—- Voice of the Connections 4 The Final layout of the Production Team. Kanban Kanban Kanban Team A Team B Team C
  45. 45. Producers work are FLEXIBLE ‘wild cards’. JWT Agile Framework 2016
  46. 46. Producers work as flexible ‘wildcards’. They can be part of a SQUAT, serve a group of SQUATs or serve the Project Leader. They can mutate their function because their mission is to give the last push to the production process Kanban Kanban Kanban Kanban JWT Agile Framework 2016
  47. 47. Squats are entity of production but also knowledge. Empirical experience is of great value for similar profiles within the organisation. Similar profiles within the squats can be grouped as TRIBE. Their aim is to exchange empirical knowledge and experience. TRIBES are the Expertise Powerhouses of the agency. Tribes acquire their own Agile rituals and are encouraged to document. JWT Agile Framework 2016
  48. 48. Tribe TribeTribe Tribe JWT Agile Framework 2016
  49. 49. A TRIBE is an ecosystem. They can share their knowledge not only internally but also with Clients and Third-parties. This assures long lasting relationships, CONSISTENCY and ALIGNMENT between parties. JWT Agile Framework 2016
  50. 50. RITUALS AND ARTIFACTS JWT Agile Framework 2016
  51. 51. USER STORIES ESTIMATION JWT Agile Framework 2016
  52. 52. There are different reasons behind estimating with numbers our User Stories. • Calculate production time. • Reduce complexity in the requirements. • Incorporate data to our strategical and production assumptions. • Track results. Ticket # 20 ——————— Deliver copy of banner middle funnel 2 Kris Chris JWT Agile Framework 2016
  53. 53. And very important, it allow us to deal with interruptions and failure in delivery from third parties and stakeholders. Two artifacts take care of interruption and failure. JWT Agile Framework 2016
  54. 54. Interruption Buffer. Together with the Project Leader a Squat chooses their tolerance to interruption. If a Squat decides that 10 points of tolerance is the limit they will count by day the points in interruption. If the points exceed the limit the day is declared LOST for production and an introspection will be required. If three days are LOST the SPRINT is declared INTERRUPTED and finalised. An introspection will be required. Ticket # 20 ——————— Deliver copy of banner middle funnel 2 Kris Chris JWT Agile Framework 2016
  55. 55. Failure Buffer. The work of an agency relies on assets delivered by third-parties and the client. The promises of delivery are made during the BRIEF and PLANNING phases. If that promise is broken, the team FLOW is DISRUPTED risking their own delivery commitments. Delay on delivery from third-parties is flagged by the points of each story. Ticket # 20 —————— — Create an entry form for activation. Delivery by 3 Ticket # 31 —————— — Scroll for Menu at Landing page. Delivery by 1 3 6(3+3) 9(6+3) 12 1 2 3 4 JWT Agile Framework 2016
  56. 56. Together with the Project Leader, each Squat chooses their Failure Tolerance. In the case an asset fails to be delivered by a third party, the total point of the affected User Stories is added on a daily basis until it reaches the Failure Tolerance. Once reached, the Story is flagged as FAILED and requires inspection and measure of responsibility. Ticket # 20 ——————— Deliver copy of banner middle funnel 2 Kris Chris JWT Agile Framework 2016
  57. 57. Standup Sessions are fundamental for getting the team in the ZONE. They align all current efforts and direct them to daily- specific goals. Creates the sense of TEAM. However, Agile teams on a Product or Agency context are different on their PACE. Agile Agency Teams are more susceptible to sudden changes on their working conditions and more vulnerable to uncertainty. A closing ritual is implemented as a mini-retrospective. The Close (Up) Shop is a metaphor of how ‘a hard day work reaches an end and we reflect on it’. JWT Agile Framework 2016
  58. 58. Standup: What did I do yesterday that helped the Team meet the Sprint goals? What will you do today to help the Team meet the Sprint goals? Do I see any impediments that prevents me or the Team from meeting the Sprint’s today goals? Close (up) Shop: What was today’s biggest challenge? What was today’s most complex impediment? How do I see myself helping the Team tomorrow in order to meet our Sprint goals? JWT Agile Framework 2016
  59. 59. Current events create future trends. Empower your teams and promote a trend of efficiency. JWT Agile Framework 2016
  60. 60. JWT Agile Framework. Draft 02. JWT Agile Framework 2016

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