1. AGIL
E
Delivering New Ways Of
Working
M e t h o d o l o g y

2. My Background
EDUCATION
Bachelor in Business + Master in Marketing
SAFe Scrum Master Certification
AGILE EXPERIENCE
Scrum Master for the implementation of a Customer Data Vault
Scrum Master and Agile coach for 2 major Agile Transformations in the finance industry
Co-founder of Agile Marketing at Deloitte Canada
Sandra Frechette
Deloitte Digital
Senior Consultant | Technology

3. 3 | Deloitte Digital Agile 2019
1 Agile Methodology
2 USE CASES: Agile Transformation
3 Leveraging Agile outside of pure IT implementation
4 Questions
AGENDA

4. 4 | Deloitte Digital Agile 2019
AGILE
METHODOLOGY

5. 5 | Deloitte Digital Agile 2019
What is it?
Agile is a group of software development frameworks and tools focused on iterative delivery, where requirements and solutions
evolve through collaboration between self-organizing, cross-functional teams.
These are now collectively
referred to as Agile
methodologies, after the Agile
Manifesto was published in
2001.
AGILE
Rational Unified
Process (RUP)
Crystal Clear
Feature Driven
Development (FDD)
Lean
Startup
Kanban
Scrum
Scrum Is The Most Popular Implementation Of Agile Based On Short Iterations, Quick Feedback Loops And
Incremental Progress. Today we will learn how to integrate scrum into the way we do Digital Marketing

6. 6 | Deloitte Digital Agile 2019
Product
Owner
Product
Backlog
Team
Sprint
Backlog
Stakeholders
Scrum
Master
Team
Product
Owner
The Sprint Lifecycle
Working
Software
ProductBacklogGrooming
SprintPlanning
Daily Standup
SprintReview
Retrospective
Team
Team +
stakeholders

7. 7 | Deloitte Digital Agile 2019
Product Backlog Refinement allows us to focus on future work so it is ready for execution
Sprint Planning has the team agree to and commit to work for the upcoming Sprint
Daily Stand-up gives team members a forum to identify dependencies and raise
impediments affecting delivery
Sprint Review allows stakeholders and management to review product development, team
progress and overall health
Sprint Retrospective provides a forum for the team to review sprint execution and identify
improvement opportunities for future sprints
The Key Ceremonies

8. 8 | Deloitte Digital Agile 2019
The Product Backlog is a roadmap for product development
 Prioritized by the Product Owner but can be added to by anyone
 Should contain up to 3 sprints of ready Stories and another 3 sprints of Goal-level work
The Sprint Backlog is the work committed to for the current sprint by the team
 Determined by the team in a Sprint Planning ceremony based on known velocity and available capacity
 Should contain Stories that have been broken up into Tasks by the team to help manage their work
 Is the main input into the burn-down chart or team Scrum board for the team to track their progress
The Impediment List is a current list of impediments preventing work from moving forward
 Surfaced by the team during Daily Stand-ups and maintained by the Scrum Master
 The team should self-organize to resolve impediments – this is not up to just the Scrum Master
The Burn-down Chart is a visual gauge of the team progress throughout the sprint
 Maintained daily by the Scrum Master (and ideally tracked in a public place)
 The team should track burn-down of Stories (in pts) as completed, but can also track Tasks (in hrs)
 The team should strive to avoid hockey-sticks, i.e. completion of all work at the end of the sprint
The Product Increment is the value delivered at the end of the sprint
 Comprised of completed Stories accepted by the Product Owner
 Should correspond to the work committed to as part of the Sprint Plan
The Key Artifacts

9. 9 | Deloitte Digital Agile 2019
This is the primary customer
representative empowered to
represent the business in making
on-the-spot decisions to drive high-
value product delivery.
This is an experienced practitioner
who can effectively create the
conditions for the team to
frequently deliver high-value / high-
quality products, remove
impediments, limit team
distractions, and introduce new
practices to drive improvement.
This is ideally everyone required to
develop the product (e.g. Business
Analysts, Developers, Testers, and
Designers), in the range of 6-10
people.
Product Owner Scrum Master Team Members
The Key Roles

10. 10 | Deloitte Digital Agile 2019
The Sprint Calendar (Sample)
 Scrum is a framework for working in time-boxed ‘sprints’ typically 2 weeks long
o A shorter sprint cycle expedites feedback on completed work and increases responsiveness to changing business conditions
o Once a sprint length is set, it should remain fixed!
 It consists of the following 5 ceremonies that should happen at a set time and place:
o Sprint Planning: team makes a commitment based on proven history to deliver
o Daily Stand-up: team meets to quickly plan how to move work forward that day
o Product Backlog Refinement: team meets to get the User Stories for the next sprint ready
o Sprint Review: team demonstrates completed work to stakeholders to illicit timely feedback
o Retrospective: team identifies opportunities to improve their delivery process
42 31 5 9876 10
AM
PM
Sprint
Planning
We Th Fr Mo Tu We Th Fr Mo Tu
Product
Backlog
Refine-
ment
Sprint
Review
Sprint
Retro-
spective
Daily Stand-up meeting

11. 11 | Deloitte Digital Agile 2019

12. 12 | Deloitte Digital Agile 2019
USE
CASESAGILE TRANSFORMATION

13. 13 | Deloitte Digital Agile 2019
USE CASE | Adopting Customer Centricity and Increase Speed Of Delivery
13
Client Situation
Business Objective: A leading Canadian
P&C insurer needed to rapidly streamline
it’s digital experience across two business
units to increase user adoption and realize
efficiencies in their contact centres.
Engagement Scope
Duration: 7 months
Region: Ontario and Newfoundland
Areas in scope: Digital Channels and
several LOBs
Design Thinking
Agile Coaching
and Training
Streams Activities
• Conduct discovery
workshops and interviews
with key stakeholders and
users to understand
customer desirability
• Engage in rapid
prototyping and validation
with customers to inform
the MVP
• Train executives in a
customer-led way of
working and equip them to
spread
Sample Deliverables
• Created an enterprise
Agile playbook to enable
teams to move to Agile
• Deliver Agile training and
bootcamps to delivery
team members and all
project stakeholders to
ensure overall alignment
on the Agile methodology
• Provide dedicated on-the-
job coaching for delivery
team members to improve
Agile adoption and build
the team’s collaboration
skills
Customer Journey Maps
Agile Playbook
User Personas Lo-Fi Wireframes
Daily Coaching Agile Coaching
Reports

14. 14 | Deloitte Digital Agile 2019
USE CASE | Adopting Agile Methodologies And Defining The Agile
Operating Model
14
Client Situation
Business Objective: A large Canadian FI
wanted to develop a single vision for a
target state operating model to enable
Agile at scale across the Enterprise; the
objective was to define the model and
implement it starting with two LOBs and
advance adoption of Agile methodologies
through coaching
Engagement Scope
Duration: Multiple engagements over 2+
years
Region: Toronto, South Western Ontario
Areas in scope: Wealth, Channels,
Enterprise
Target
Operating Model
Enterprise &
LOB Level Agile
CoE
Portfolio & Team
Level Coaching
Streams Activities
• Define a view of how to
organize and operate at the
LOB & Enterprise level in
order to deliver in Agile
• Align on roles &
accountabilities required
• Outline structure & services
required to sustain Agile
Sample Deliverables
• Establish LOB CoE to
provide services related to
Agile adoption, continuous
improvement, and tooling
• Establish Enterprise CoE to
provide service definitions
and standards that can be
customized by LOBs with
Enterprise guidance
• Coach delivery teams to
adopt core Agile practices
(e.g., Scrum, Kanban)
• Coach portfolio / program
teams on up-front activities
related to Intake and
Inception, which are critical
for delivery teams to operate
with greater agility
Agile Target Operating Model
Coaching Approach
Agile CoE

15. 15 | Deloitte Digital Agile 2019
The Benefits of Agile
• Cost reduction
• Improved time to value (lead time)
• Greater executive engagement
• Fewer cancelled projects
• Reduced time spent on lower value requests
• Team members became multi-skilled and managed their backlogs by collaborating with stakeholders
• Tangible results (Example: A new product, developed under Agile methodology, increased retention of funds in savings accounts by 48%.)
• Alignment of functional groups to collaborate and deliver a streamlined end-to-end solution process.
• Measurable reduction in lead time, increased throughput and increased quality.
…. Faster, smarter, streamlined organization
“To date, almost 300 team members are working in a new, Agile way. Cross-functional
delivery teams are delivering requirements in small chunks, frequently engaging
stakeholders, and striving for continuous improvement. After just two months into
Delivery, we are already seeing increased Agile maturity, and identifying areas for
improvement.”
- Canadian Insurer

16. 16 | Deloitte Digital Agile 2019
AGILE
MARKETING
Leveraging Agile outside of
pure IT implementation

17. 17 | Deloitte Digital Agile 2019
Some challenges with Today’s Marketing
Working in siloes
Marketing teams and other stakeholders are
working in siloes, which slows down idea
generation, approval processes, and initiative
deployments
Misalignment with stakeholders
Different lines of business have trouble seeing the
big picture, therefore preventing alignment on
business objectives
Guessing value created
Business value and performance of marketing
efforts are not always clear, and so is their return
on investment
Inefficient processes
Current processes have been implemented for a
good reason, but it seems that they are more of a
burden than an accelerator to marketing efforts
Evolution of consumer expectations
Customer needs are relentlessly evolving, thus
requiring marketers to continuously rediscover
their customers
Outdated Agency business models
Current relation and processes with external
agencies prevent marketers from leveraging real-
time data about their consumer and marketing
campaigns to capitalize on the right opportunities

18. 18 | Deloitte Digital Agile 2019
Efficiency
The speed of test deployment allows the
firm to gain a meaningful, competitive
advantage. A new efficiency allows teams to
quickly adapt to the fast-paced digital
landscape.
Transparency
Daily scrums allow teams to understand
each member’s tasks, making it easier to
identify obstacles and address concerns
earlier in the development stage.
Market Wisdom
Agile marketing allows for a deeper
understanding of customer needs and
effective strategies in meeting those needs.
The Value Proposition
Implementing Agile in marketing teams allows them to work closely with customers, collaborate effectively with other stakeholders and continuously iterate to
improve campaign results. Deloitte’s Agile Marketing approach originated from the Deloitte Agile Practice and was adapted through the joined efforts of our Digital
Marketing and Digital Human Capital experts to better serve marketers and CMOs facing challenges in their digital transformation & execution.

19. 19 | Deloitte Digital Agile 2019
Agile Marketing vs Traditional Marketing
Agile Marketing differs from Traditional Marketing in structure, adaptability, and approach. It allows for breakdown of work into manageable and
measureable tasks, improves collaboration amongst team members and increases speed to market, which is all made possible by employing a
Marketing Backlog.
The Agile Marketing Manifesto
ITERATIVE EXPERIMENTS
ROI-BASEDHYPER-TARGETING
“LAUNCH”MENTALITY
BROADTARGETING
OVER
OVER
RESPONDINGTO CHANGE
INTEGRATED,CROSS FUNCTIONALTEAMS
FOLLOWINGA PLAN
INTERNALLYSILOEDGROUPS
OVER
OVER
CUSTOMERDISCOVERY PRE-DEFINEDCUSTOMERSEGMENTSOVER

20. 20 | Deloitte Digital Agile 2019
4 . O P T I M I Z E & S C A L E
• Evaluate the overall results, identify new opportunities
• Learn what worked and what didn’t work
• Optimize and Scale as needed
Agile Marketing Life Cycle
The Agile Marketing Lifecycle consists of a four-step process which is meant to be iterative, allowing for short marketing experiments, frequent feedback, and the
ability to respond to change quickly.
1 . G O A L O R I E N TAT I O N
• Visualize the gap between today and tomorrow’s goals
• Identify key metrics and leading indicators
2 . I D E AT E
• Ideate new marketing opportunities
• Create and prioritize the Marketing Backlog
3 . E X E C U T E & D E P L O Y
• Work in teams to deploy minimum valuable
experiments or initiatives and track their results
(ROI based)
• Based on results go back to step 2 or move to
step 4
2
3
1 4

21. 21 | Deloitte Digital Agile 2019
The benefits of Agile Marketing
Pivot quickly to respond to market changes
Measure business value through marketing ROI
Enable insight-driven customer discovery
Increase speed to market of campaigns
Clearly align marketing work to business priorities
and objectives
Continuously optimize ways of working and
executing campaigns
Collaborate effectively across marketing, the
business, legal, HR, etc.
Facilitate alignment of multi-disciplinary
stakeholders
Fully integrate external agency partnersDrive employee engagement
Some of the key marketing challenges CMOs are facing today

22. Q U E S T I O N S ?