DE (est)2

THESE TOOLS DID NOT EXIST 10 YEARS AGO

“THE PURPOSE OF A BUSINESS IS TO DELIGHT THE CUSTOMER”-Steve Denning

“THE AGILE MANIFESTO APPLIES TO ALL INDUSTRIES. WHEN WE READ IT AND ITS 12 PRINCIPLES, AND SWITCH EACH MENTION OF “SOFTWARE WITH “CUSTOMER VISIBLE VALUE”, WE HAVE AN ELEGANT METHODOLOGY THAT APPLIES TO ALL BUSINESS.

-Joe Justice

AGILE SALES, PR, & MARKETING

AGILE SALES, PR, & MARKETING

What do these groups output?

Exercise

AGILE SALES, PR, & MARKETING

What do these groups input?

Exercise

SALES, PR, & MARKETING:INPUT:PRODUCT LINE AND CAPACITYDELIVERY TEAM DEMOSCUSTOMER OBSERVATION

OUTPUT:EXTERNAL ADS: HOW OUR PRODUCTS/SERVICES DELIGHT THE CUSTOMERINTERNAL ADS: WHAT WE CAN MAKE TO INCREASE CUSTOMER DELIGHTTRUST BETWEEN CUSTOMER AND COMPANYCONTRACTS BETWEEN CUSTOMERS AND DELIVERY TEAMS

AGILE SALES, PR, & MARKETING

An Example:

TAIT RADIO: CHRISTCHURCH, NEW ZEALAND

AGILE SALES, PR, & MARKETING

They use a Scrum team with a Sales,

PR & Marketing backlog to

communicate customer value

WE VALUE:

INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS

DELIVERING VALUE OVER COMPREHENSIVE DOCUMENTATION

CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION

RESPONDING TO CHANGE OVER FOLLOWING A PLAN

DO WE HAVE SALES, PR, OR MARKETING IN THE

ROOM?

AGILE 1.0, 2.0, 3.0.

SCALING AGILE

AGILE 2.0 REQUIRES AGILE PRACTICES FOR:

HUMAN RESOURCES (HR)MARKETINGDESIGN/CREATIVEFINANCELEGALSENIOR MANAGEMENT

- Radical Management

- Agile Principles- Agile Principles- Agile Principles- Agile Accounting- Agile Principles

SALES, PR & MARKETING: PLUS/DELTAINDIVIDUALS AND INTERACTIONS OVER

PROCESSES AND TOOLSDELIVERING VALUE OVER COMPREHENSIVE DOCUMENTATIONCUSTOMER COLLABORATION OVER CONTRACT NEGOTIATIONRESPONDING TO CHANGE OVER FOLLOWING A PLAN

Exercise

AGILE SALES, PR & MARKETING

GOOD PRACTICES1) Make clear that this group will operate a

little differently each week2) Coach for this Scrum Team3) Invite customers to prioritize your

backlog4) Transparency about direction and

product goals5) Consider placing Sales, PR, Marketing

staff inside delivery teams6) Create clear customer user flows and

post them publicly

For more information on Agile, Lean, Scrum, XM:

www.SolutionsIQ.com

KEEP UP THE AWESOME!!RAPIDLY SOLVE PROBLEMS FOR SOCIAL GOOD.

Join us! Email info@WIKISPEED.com

1. OUR HIGHEST PRIORITY IS TO SATISFY THE CUSTOMERTHROUGH EARLY AND CONTINUOUS DELIVERYOF CUSTOMER VISIBLE VALUE.

2. WELCOME CHANGING REQUIREMENTS, EVEN LATE IN DEVELOPMENT. AGILE PROCESSES HARNESS CHANGE FOR THE CUSTOMER'S COMPETITIVE ADVANTAGE.

3. DELIVER VALUE FREQUENTLY, FROM A COUPLE OF WEEKS TO A COUPLE OF MONTHS, WITH A PREFERENCE TO THE SHORTER TIMESCALE.

4. BUSINESS PEOPLE AND THE DELIVERY TEAM MUST WORK TOGETHER DAILY THROUGHOUT THE PROJECT.

5. BUILD PROJECTS AROUND MOTIVATED INDIVIDUALS. GIVE THEM THE ENVIRONMENT AND SUPPORT THEY NEED, AND TRUST THEM TO GET THE JOB DONE.

6. THE MOST EFFICIENT AND EFFECTIVE METHOD OF CONVEYING INFORMATION TO AND WITHIN A DELIVERY TEAM IS FACE-TO-FACE CONVERSATION.

7. CUSTOMER VISIBLE VALUE IS THE PRIMARY MEASURE OF PROGRESS.

8. AGILE PROCESSES PROMOTE SUSTAINABLE DEVELOPMENT. THE SPONSORS, DEVELOPERS, AND USERS SHOULD BE ABLE TO MAINTAIN A CONSTANT PACE INDEFINITELY.

9. CONTINUOUS ATTENTION TO TECHNICAL EXCELLENCE AND GOOD DESIGN ENHANCES AGILITY.

10. SIMPLICITY--THE ART OF MAXIMIZING THE AMOUNT OF WORK NOT DONE--IS ESSENTIAL.

11. THE BEST ARCHITECTURES, REQUIREMENTS, AND DESIGNS EMERGE FROM SELF-ORGANIZING TEAMS.

12. AT REGULAR INTERVALS, THE TEAM REFLECTS ON HOW TO BECOME MORE EFFECTIVE, THEN TUNES AND ADJUSTS ITS BEHAVIOR ACCORDINGLY.