Make Your Marketing Process Agile with Kanban | Monica Georgieff | Skillshare

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Make Your Marketing Process Agile with Kanban

teacher avatar Monica Georgieff, Lean and Agile Marketer

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

10 Lessons (60m)
    • 1. Agile Marketing: Why Now, and What's the Big Deal?

    • 2. How Did the Agile Methodology Come About?

    • 3. Agile Values for an Agile Mindset

    • 4. Agile Manifesto vs Agile Marketing Manifesto

    • 5. Applying Agile on a Daily Basis - Scrum and Kanban

    • 6. Lean and the Kanban Method

    • 7. Six Kanban Practices

    • 8. Structuring a Kanban Workflow

    • 9. Tracking Your Process Metrics

    • 10. How to get started with Agile Marketing Today!

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About This Class

Agile, a process methodology made popular in software development, has wider applications beyond the world of IT. Applying Agile in the field of marketing is a way to create a more efficient, streamlined workflow than the creative team might have been used to before. This class will focus on what it means to be an Agile marketing team, how to nurture an Agile mindset, and the benefits of applying a Lean process structure for a more value-centric approach to marketing campaigns.

The class is geared towards marketing directors, marketing team leads or marketing team members who may have only heard about Lean and Agile methodology before. In addition, it is suitable for Agile (Scrum or Kanban) experts who have previously only dealt with Agile in the software development context and want to explore the application of the methodology outside of IT.

For the sake of this class, Trello (free version) will be used. Additional resources for students who want to implement Agile within their professional context:

Meet Your Teacher

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Monica Georgieff

Lean and Agile Marketer


Former SaaS Marketing Director. Providing freelance consulting on marketing process. Working with enterprises in the UK.

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1. Agile Marketing: Why Now, and What's the Big Deal? : you might be asking yourself, What do software development practices and marketing have a comment? In truth, there is a lot more common ground than you might think between the processes that occur in a software development team and those that occur in a marketing team. However, while the software development process is getting optimized, methodologies such as lean and agile, marketing process is still in a very big way. Too chaotic. Tim Per Pie. My name is Monica, Georgia, and I am an agile marketing coach trainer with agile shippers and a very strong believer in using process methodologies from software development in the marketing world. Unlike many other agile coaches out there, I am not a developer. I came toe agile marketing as a marketer. As the head of a marketing team supporting the shipping of a software as a service product called Com been ized, I became accustomed to trying out methods I saw our software developers use on my own team . Now I help in house marketing teams and enterprises around the world achieve the same results that my own team did after almost two years running my marketing team in an agile way and collecting case studies from industry leaders who have done the same. I'm ready to shares on these best practices with you. Applying agile in marketing is on experiment in creating a more streamlined workflow than the creative team might have been used to before. Companies such as Rico home away for No Rick Are and Barilla are already restructuring their marketing departments to work in this way. They recognize that data driven marketing that responds to changing environments is the future, and Mad Men style marketing is. Unfortunately, thing of the past marketing process needs an intervention. Marketing at the moment is one of the most inefficient departments when it comes to time and budget. I think management has sort of come to terms with this. However, with the right process, marketing departments actually have the potential to be the highest performing teams within any organization in any industry. A natural process is the key to a value driven, waste free workflow that aims to deliver maximum value to the customer. This mindset and its application has the potential to transformed the marketing game. As marketing professionals, we are in a position to act as a gateway for agile methodologies to enter the business units of any organization. This course will center on applying agile methodology to the marketing units of any organization when we will discuss how the principles and practices of agile methods such as combine and scrum can move beyond development and production in order to boost collaboration, communication and transparency in the marketing team. So are you ready? Let's dive right in. 2. How Did the Agile Methodology Come About? : the agile methodology officially emerged in software development teams in the 19 eighties as a solution to another dominant way of working in the field, called waterfall methodology. Address goals at the time were to eliminate the waste of resource is like time and money and allow the teams to move at a greater speed and more iterative Lee through a project. And this was something waterfall was just not allowed to do. Up until this point, waterfall methodology was causing really costly delays and huge amounts of bugs and errors in the software that required hours and hours of maintenance. It was also not allowing the teams to respond to any changes over the course of a project that might actually take several years, so these were very huge endeavors. By the time the team completed this initiative, it would often be obsolete or completely unnecessary to the market demand by minimizing waste of time and other required resource, is maximizing quality and defining explicit rules that the teams at large could follow collaboratively in their process, Agile is aiming to bring maximum efficiency into the software development world, which was something unheard of at the time around the same time to industries were actually pioneers in developing new ways of working that they called lean and agile. These industries were manufacturing and information technology. Both had a lot of similarities within their process. They both had an incredible amount of moving parts in the projects. They undertook many contributors collaborating together large projects with highest stakes and waste that they were aware was causing their organizations huge amounts of money to maintain. So each developed their own models through which to design their process and make the best of their circumstances. Basically, in manufacturing, this process was called lean. Lean is a method of short cycle development that releases Onley upon the demand of the customer and as often as possible, Lean allows the team to collect market feedback extremely frequently and use it to inform their continuous planning of what the project would look like. It was made popular in the 19 forties, so earlier than agile by Shiota, actually, when they used this way of working to dominate the car market despite being on underdog at the time. So we'll talk more about lean Kon Bon and Shiota a little bit later. The methodology that I T professionals pioneered was called agile, along with its method of application called scrum scrums, a framework that allows for several short periods of work called sprints, for which the team plans. Together. The team releases value to the customer as soon as it is ready and collects market feedback to inform any future Sprint planet. So the moment marketing faces really similar challenges. A software development before the era of agile waterfall software developers were facing problems. I like the need for more experienced stuff, no feedback loops in their process, projects that were going over budget and a clear lack of expectation. Management between the different tiers and the higher care for the organization, and problems were rarely known early enough in order to be fixed. So there was also a lack of transparency there. The American Association of Marketers released a study about the common problems that marketer's face, and you can clearly see that they are quite similar to the ones that waterfall software developers were dealing with. Common challenges of marketers include lack of communication with other departments, mainly sales, because they collaborate often but also software development because marketing uses software developers to help put out digital content. There is a lack of an experienced staff. Statistically, the most insurance come into the marketing department, so there's also they may be high turnover. Their lack of reporting data collection is a bit of ah, pain a little bit nebulous. Lacquer budget often means marketing campaigns were going over budget. So these similarities in hurdles arise from the fact that marketing is still largely working within the waterfall methodology. Huge annual marketing plans have made marketing teams super inflexible to change and have acted as a drain. On the department's vital resource is in his book The Agile Marketer, which I highly recommend Roland Smart, the VP of marketing and community. Oracle says it best about marketers. He says their traditional methods don't work so well anymore. The approach their used to using is, well, waterfall, which requires that you're working in a context when you can reliably predict the future. But marketers are increasingly working in environments where they can't predict the future . Roland Smart posits that if marketers want to grow and own the customer experience during the life cycle of a customer, they need to move from marketers to becoming leaders, overseeing the customer experience in the company. And in order to do that, they're gonna need to communicate with sales and product management and be efficient, working in the same way they need to show product management, that they can work alongside them on the same platform and be successful with it. That is why more and more marketing teams are turning to the adoption agile methodology. But wait, what does it mean to actually apply? Agile, Let's talk about. 3. Agile Values for an Agile Mindset: agile methodology is comprised of a set of values and a set of principles. In my opinion, if you don't feel comfortable embracing the values just yet, you shouldn't move on to the principles alongside your team. So let's cover the values of Agile First, the agile mind set that is dictated by the agile values matters because it helps us choose the practices we want to implement in our teams. It also allows us to have the productive conversations we need to have in order to improve . If embraced, the mindset can change the way we approach our marketing campaigns for the better. It can make our teams better and allow us to function flexibly and collectively to move his one, so to speak, but fast and in the right direction. If we share, respect him on each other and for our process collaboration among the team members, as well as with our customers, the same cycles of improvement and learning pride in our ownership of the tasks we undertake, as well as focus on delivering value as well as our ability to adapt to the changes in our environment, we can effectively move beyond just crafting on original plan and make her own agile plan. Rigid long term plans don't fit with an agile environment. Instead, you should see lots of small experiments being released as frequently as possible. Then the team applies the results of those experiments to their next round of work. That way, the marketing team never loses sight of the dynamic position of the opportunities that are ahead of them. If we're too stuck just following the plan, it's highly likely that the opportunity we plan to seize has already moved by the time we get where we thought it would be. That is why it's absolutely essential to move fast, but also to react to the changing conditions in our environments. That's exactly what the agile values are all about. Let's take a look at them agile places, more emphasis on individuals and interactions over processes and tools. So despite the fact that the structure of the process, as well as the software tool or whatever you're using to apply it matters, Agile says there is more merit in the communication between the individuals on a team as well as the communication with their customer. In order to get where you want to go working softer over comprehensive documentation might sound like it's a little bit in the software context, but it's relevant to marketing campaigns again. Don't over process the delivery ble that you want to put out. Just put it out there, experiment with it, test it. Don't be afraid to fail, as opposed to trying to created deliver verbal that is, you know, the perfect version of itself. And by the time you put out, there might not even be the right time anymore. Customer collaboration over contract negotiation, I'm sure, might hit close to home with some of US marketers, communicating with your customer and figuring out their dynamic demands. How their opinion is changing what their needs are given point in time. It's much more valuable than just going through the points of the contract and never beyond that. Responding to change over following a plan doesn't mean you should just stop planning for your projects. On the contrary, it means that you can plan but plan even more often than you usually would. By taking into account changes that have happened in your context, these four essential values will help your team navigate the application of day to day agile practices to change the way you work together. You'll rarely see any team come up with just prescriptive practices that work without fail and without this mindset behind them. However, putting an emphasis on customer collaboration, communication and team dynamics at the core of your approach to daily work makes all the difference. If you want to look for further resource, you can look at the original, agile manifesto at agile manifesto dot org's. It was drafted approximately 30 years ago for the software development context. But for the sake of our marketing context, you can substitute the software developer lingo with our own marketing terms. For example, product may turn into campaign and so forth, but the values were still there, and they're super relevant to our teams today. 4. Agile Manifesto vs Agile Marketing Manifesto: apart from the agile values, there also exists the address principles, which are rules your team can follow on a day to day basis in order to apply agile in practice. So to start the first adult principal refers to the highest priority of the team, which is to satisfy the customer through early and continuous delivery of valuable software . In our context, let's refer to valuable software as a valuable marketing campaign. The team should welcome changing requirements even late in the development of the campaign . Agile processes harness change for the customers. Competitive advantage. So agile views the presence of change not ascending to fear, but something to embrace and make use of deliver working software frequently from a couple of weeks to a couple of months with a preference to the shorter timescale. So this refers to the short spurts of work that I spoke about in a previous lesson. A couple of weeks is preferred, although depending on the project, your customer may be prepared to receive valuable marketing campaigns or initiatives from you every couple of months. So depending on what sorts of projects your team is working on, you can sort of tailor your time scale and the periods of work that you undertake. Based on this requirement, business people and developers must work together daily throughout the project. This is sort of the whole reason that we're here. It is. I assumed, that if developers and business people work in the same way, it will be easier for them to collaborate on projects where they increasingly have to work together to get to the best possible result, built projects around motivated individuals, give them the environment and support they need and trust them to get the job done. This is super key related to the collaboration aspect of the agile values. Trust your team members and make sure to communicate him on each other. Over the course of the project, the most efficient and effective method of conveying information to and within a development team is face to face conversation. Obviously, this can't always be the case were increasingly working with remote teams, but if you have a chance, Teoh have faced face conversations with your team members, take those opportunities and embrace the fact that you can. I d ate together in this really effective method of communication. So if you get a chance to do it. Working software is the primary measure of progress. This'll may seem a little nebulous, however. It were first to the fact that if you're only half done in terms of a certain task or a larger initiative that that has no value quite yet. It only has value when it reaches the customer and manages to solve their problem. So don't stop and start different tasks. Focus on each one at a given time so that you can actually put it out there and have it reach your customer as opposed to holding at its inventory within the team. It's not valuable in that sense. Agile processes promote sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely. I'm not sure how sustainable that that seems to you, but the goal is if you're improving irritably and responding to changing environment, there's no reason why your process should stop or why should fail. So I think this is what this principle refers to. Specifically, continuous attention to technical excellence and good design enhances agility, basically don't make mistakes. You're gonna have an easier way of working and be more flexible and faster, so you don't have to go back and forth making edits all the time. So make sure you have quality checks along the way in order to avoid maintenance of large problems or issues that come up simplicity. The art of maximising the amount of work not done is essential, so make sure to focus on the things that are extremely necessary. In that moment, prioritized, this is all about prioritization. If you have 1000 ideas, make sure to focus on the 10 ideas that are gonna bring most value to your customer. And don't waste time working on a low priority items. This is the work not done. The best architectures, requirements and designs emerge from self organizing teams. These air teams that work together managed to make decisions independently of their management, so they're not just executing their idea eating as well. So make sure to give them the opportunity to do that. For best results at regular intervals, the team reflects on how to become more effective than tunes and adjust its behavior accordingly. So make sure after a spurt of work or a sprint, you have an opportunity to reflect on your way of working, not just the results that came out of that sprint. So not only what you worked on, but how you worked on it and how you can better work on it next time. So it's the differentiation between what's been produced and what's come out to the customer and then trying to make and bring more efficiency into the way that it was made. This is a specific differentiation that we want to focus on. Recently, a team of agile experts working in the field of marketing actually came together to release not the agile manifesto but the agile marketing manifesto specifically for the market context. This document. Adapt some of the original principles from the agile manifesto and brings them to relevance in the marketing context, as is theology away. This is an ever evolving document that currently contains the following, so there are seven principles in the agile marketing manifesto, with the moment validated. Learning over opinions and conventions just means doing the experiment for yourself, getting the data and measuring, measuring the results of every market campaign that goes out there. Customer focused collaboration over silos and higher key aim for a flat organization that has a direct link to the customer at any given time. And we're to get feedback on have that influence not only your process, but the final results. Adaptive and illiterate of campaigns over big band Campaigns This is what I was talking about in terms of the Mad Men style marketing where Don Draper has an idea and that idea becomes a billboard that is always hugely successful, obviously very difficult to measure the success of that campaign and figure out how to reliably create more campaigns like it. So Aim Teoh. Create adaptive and iterative campaigns that shift and change in small increments as you go along. Because it's a much more reliable strategy. The process of customer discovery over static prediction. Don't just generate ideas within your team in a silo. Make sure to go out there and figure out what is your customer thinking and how you could respond to that flexible versus rigid planning we've already covered. Responding to change over following a plan, many small experiments over a few large bets. I think this is one of the most significant stakes of marketing departments today, making a very large bet with a high budget on something that cannot be proven quantitatively. So this is what we're aiming for, gathering the data from small experiments so that we can craft our strategy one small experiment at a time. So in theory, these are incredible ways to be that you can hopefully see the value in. However, when it comes to getting down to business, how do we apply them on a daily basis in the way that we work, So we'll delve deeper into this in our next session. 5. Applying Agile on a Daily Basis - Scrum and Kanban: there are a number ways that your team can approach their implementation of agile first way that we're going to talk about today is called scrum and scrum is a framework for managing a process that can be agile. So keep that in mind that even though you might be going through the daily practices of Scrum as a method that won't necessarily make you agile, if you don't have the values and principles behind the ones that we spoke about a little bit earlier in the lessons. So in order to practice scrum in an agile team, you have to have several components come together. And this is a new overview of what the process might look like and the different elements and where they come in. So any scrum team scrum agile team will have a scrum master. This is the person who oversees the process and owns its improvement. That is their responsibility. The team, the marketing team or development team or whoever you're working with has a really essential role in participating in the sprints as well as the Sprint plan. And remember, sprints are 1 to 4 week periods of work in which the team is focusing on the Sprint plan that they developed before they began to work together. The product owner is somebody who manages the team but also collects input from customers and sort of points out to the team that there has been a change in the environment and introduces any number of flexible changes into the plan that the team is following the scrum. Esther is also tracking the process metrics that come out of the team working within the visual scrum board on which their entire processes plant. We're gonna look at any number of boards. Examples of structures are a little bit later every day that the scrum team will meet for a daily stand up meeting in order to go over what they're working on today, what they're working on, what they worked on yesterday and to discuss any obstacles that might have come up that they need help from the other team members for so this is a very short meeting. At the beginning of the day, each member takes about two minutes to go over these three key points and then the team goes off to to continue working at the end of the sprint at the end of the 1 to 4 week are active working period. The team meets for a sprint review as well as a sprint retrospective, so these are all led by the scrum master as well as the product owner and what they're looking for in each of these events is Teoh here first in the Sprint Review. What has been completed, hungry managed to go through all the tasks that we planned for what changed and what prevented us from getting through all our ideas in the very beginning. Then the Sprint retrospective is all about the process. And how can we improve the process? What went well in our way of working. So think about it as the Sprint Review is the what and the Spirit retrospective is the How so let's look a little bit deeper into the components of a single sprint in the sprint. There is the team, obviously the scrum master overseeing process, the product owner overseeing the development of the product influenced by the customers. The development team that actually executes the formal events are things that happened throughout the sprint that helped the team in various ways. The sprint planning is In the beginning of the sprint, they decide what we're gonna do. Daily scrum are touchpoints during the spread that helped the team stay on track and respond to changing environment together. So they're making decisions. During those scrums, there was daily scrums. Usually the Sprint review at the end of the sprint talks about what do we get done? The spirit retrospective talks about How did we get it done and was that the best way to go about it? The scrum and total consists of the team working away the various roles within the team and with the external product owner and scrum master Theo events that take place toe referred to the scrum formal events, the rules that the team is following the explicit policies of their process, things that they've agreed to in the planning or beforehand and the artifacts, which is just another way of saying tasks but tasks presented from the customer's perspective. They're called user stories as well the formal events we've gone through before, but just for your reference since you're probably going to get these slides as well do you look at them and the goals of each meeting? They shouldn't really go too far over a couple of hours for the Sprint. Review of retro on the planning should be separate from the sprint with you on the spot retro, because you want to be in the future state of mind as opposed to in the reflective state of mind for that. So keep it, keep it in mind. The other way of applying lean or agile on a day to day basis is a method called Qambar. And, I believe calm bond suits marketing best because its flow based it is not us prescriptive a scrum which is great for the creative process. And it's really easy to on board new members of the team if you have any flow based by the way, it just means that you won't be working in sprints if you're working with CONVEN, but you will be working continuously and planning continuously without any starts or stops . Non prescriptive reflects the fact that combine is actually more flexible than scrum, not as many rules in Khan Bani, so you can be even more creative with way to tailor the process to your own team. And if you're practicing Kon Bon or scrum, keep in mind that will be doing it on a board similar to the one I've just put up on the slide. It would be structured based on the phases of your process, and it will be very visual and it should be accessible to the entire team. And you have the choice of having it be physical board or digital board, depending on the data, you want to gather whether you have remote team members that can't access the board. But your mangle here is creating transparency and accessibility within the teams process. So let's focus a little bit more on lean and conv on in the next lesson. 6. Lean and the Kanban Method: The combine method is based on the principles of lean that were developed at Toyota, actually during the 19 forties. So you see a lot of similarities between the lean principles as well as the agile values and principles they all sort of culminate into the same thing. Focus on value and focus on the customer as well as communication within the team. So let's look over the lean principles for a brief moment. There are five of them. The 1st 1 refers to specifying value. We're trying to define the value from the customer's perspective and express that value in terms of a specific product or a service that we're making. In our case, it would be a marketing campaign. We're tryingto also map the value stream. So the question we're asking, here's How does this value get to the customer? What stages of the process doesn't need to go through before it could be considered valuable to that target audience or that market? We're tryingto also establish flow, a predictable and stable way that that value is getting delivered to the customer and it needs to be reliable. We're trying to make it as stable as possible, stable flow is what we're aiming for and were implementing pull, which just means that the Onley begin working on a product or service. When we defined that, there is demand on the customer side for that service. So we're not just generating a certain product and holding in an inventory until someone asks for it. Were actively responding to the demands of the customer in that certain point in time. And we have a commitment as a team, as a lean team to work to perfection, and we're aiming for quality. And we realize that even though we may not get to perfection, were committing to continuously improving the quality of your product and service as well as the predictability of our process itself, the main goal of lean that we should be aware of. And the way that todo approached Lena's well was that they were trying to remove non value adding activities from their work, so they were trying to cut out waste and to them as well assist us. In this context, waste is a number of things. It can be over processing, spending too much time on something that was ready to go out to the customer waiting on external parties or other team members. Moments in which the team is not actively creating value for their truths of customer inventory was also considered a form of waste because it represented items that have been worked on on that had been financed by the company but had not gone out to the customer yet . And so we're just sitting there. Defects. We're also considered waste in terms of quality that we were forced to go back and edit make changes because the initial version of that product or service was low quality and needed to be fixed. So any number of things could be considered waste in the context of bling. And here is a full list of all sorts of different types of software development waste that we can also see in our context broken parts, customer issues, features that nobody needs being idle, depending on external parties that block your progress, transportation and the context of todo was a big deal. They had Teoh deliver physically certain goods, and that was taking up a lot of time because it was time in which no one was actually working. In our contacts, weaken, see unplanned work context. Switching multitasking as forms of waste that we should into minimized and combine is a tool that you can use with your team to implement Lian values and agile principles into your daily work. So Kon Bon Practices are directly responding to lean principles and helping lean principles . Take a very riel role in our daily work and turn them into practices that we can do everyday with our team. Teoh get closer to fulfilling the principles awfully. So if the lean principles are value, value stream, cool flow and perfection, condoms core practices are bringing those principles into the realm of the literal daily practical world. To map the value stream, we have visualization in terms of the conv on board a visual board that tracks each task from its initiation to its completion and is transparent, invisible to the entire team. In that sense, we are making sure that everything that we're doing is value creation because we're holding each other accountable about what we see on the board and what the team is actively pursuing together. So no one is working on something that the team has no idea why or what it is or when it will be done. The board, the combine board helps us answer those questions for the whole team. It also makes sure that we agree not only on what we're working on, but how we're gonna work on it and what stages it's gonna go through within the process in order to be considered complete. And it also helps us track the status of different work items within the board. Creating pull within the system is achieved by implementing work in progress limits to each stage. So the team can decide that we only want to be working at two things at once because we'll actually get them done much faster, as opposed to working on five things at once. Multitasking context, switching and essentially slowing ourselves down. So this is a way that the team can ensure that they're focusing on different work items that were in demand and prioritize for that period. Managing flow within the board is much easier than if the process is not mapped. So there are any number of ways of making sure that the flow is predictable and reliable. The first is that the board actually allows you to measure the cycle time of the tasks, how long they're spending in each stage and continuously improve that. Using the data from the process metrics that your collecting the feedback loops similar to scrum Kon Bon and forces daily scrums moments when the team can meet with each other and they could touch base about certain obstacles or certain goals that each member is pursuing . In that moment on, the commitment to improving collaboratively and evolving experimentally is definitely present in the way that a combine team would operate so that strive for perfection that Lean and Tioga were empowering people to commit. Teoh is very much there within any common team, no matter their industry or their context. But on important thing to remember is that Con Bon is not just a visual task board, and we'll discuss that in in the upcoming lesson. It is a cultural shift just similarly to the embrace being of the agile values and principles it's It's not just Mac in the process, it's the values behind that, and the reasons for doing that that are really important for teams just getting started with agile conven can make it much easier to achieve your goals off an agile process flow. And even for experienced, agile teams, using convo on can lead to a lot of new insights and opportunities for improvement. So let's talk about the common bond practices on a day to day level. 7. Six Kanban Practices: the wheel of six com Bon core practices refers to the actionable day to day ways of working that your lean, agile Kon Bon team will perform in order to achieve its goals and waste free and value driven. So the workflow will be mapped in a visual way on what is called a conv. Onboard, a conv on board has columns as well, asshole razon tal swim lanes that separate the types of tasks that are being worked on, as well as reflecting the stage in which there, in in that given moment, individual combine cards reflect the tasks that move through this workflow and the conv onboard is something that the team needs to have access to all the time. Often the daily stand ups will take place around the board because it really is a visual aid when you're trying to express a certain obstacle or the status of a project. Limiting the work in progress is something you can do within the board on sort of expressed that to the entire team. If you all agree that you want to be working on one thing at a time in order to avoid multitasking, you can indicate that in the in progress stage of the process you wanna have on Lee five cards or tasks at the same time, work and process limits can also be limited to a single member off of a certain team that you're working in. So, for example, if you have one designer, that designer is not allowed to be working on more than two or three items at a time. So that whip limit is relevant only to that employee or that team member A supposed to the team wide whipped limits that can be set together. Managing the flow is something you can monitor in terms of process metrics and make sure that you're creating a stable flow of value to your customer. This is the goal of the board, and if you notice that in one day you managed to go through 100 tasks, where is on the next day? You seem to have only gone through, too and managed to get them to completion. Make sure that your tasks have been broken down to similarly sized pieces so that you can actually clearly see whether your output or your third put is reliable or not stable or not , in different parts of the process. Explicit policies are also something that can be mapped onto the board. Each column should specifically reflect a certain stage of the process and because we want the entire team considering each stage of the process in the same way, making policies for each column explicit can really help make sure that everyone is on the same page. And even if new team members come in, they know in which part of their process their tasks would go in different points. Entire feedback loops can be implemented in several different ways. The daily stand up is extremely valuable face to face feedback loop that your team should be doing absolutely every day on actually adding a review column in your board for internal review within the team or review from a marketing manager that you might be working with can help Qiwei the process and give some quality control over the completion of tasks. So consider those two feedback loops. As first steps towards this common practice, improving an evolving is something that in combine happens continuously. Your team must, uh, be committed to it, because if you all sort of believe that the process is rigid and cannot be improved. There is no way to go beyond beyond to perfection, which is the main goal according to the lean principles. So let's look a little bit more into how one might structure there. Combine workflow and see some examples of conv on boards that make direct use of these combine practices. 8. Structuring a Kanban Workflow: mapping your con von workflow begins by breaking down the larger initiative that your undertaking into smaller, similarly sized tasks that you can actually map onto the combine board as combine cards within the process. So let's look at an example of a larger marketing initiative that can be broken down into its elements or parts. What I'm going to talk about is a landing page, because I've been part of that initiative many times in my day, and I think a lot of you have been making landing pages for digital experiments on online tests and a B testing and stuff like that. So the landing page can be broken down into three different types of tasks. Design, copyrighting and promotion. You can even have 1/4 which is data collection that can happen after the landing page has been launched. So this is something to think about. And then each of these three types of tasks can be broken down into a least three or four different smaller elements or smaller tasks that need to happen in order for the landing page to be considered complete and ready toe watch. So the question you're asking yourself within the team when you're breaking down. The larger initiative is what will it take to get this project done? And the aim is to be as detailed as possible. So after you've broken down the landing page, you can actually transform it into a visual con von workflow. In this case, we have some tasks that are currently in progress, some that are ready to go and have been described in a certain way within the card, which makes it easy for any team member in the self organizing team to just pull it to the next stage when they have availability. Some cards air waiting on a certain other team member to help with them, waiting on design, waiting on copyright if that's a separate team in your organization. But the visual expression of the work breakdown we saw in the previous slide is answering questions like How close is it to be done? Who is responsible for this smaller task as part of the initiative and who is having trouble completing something? So looking at the visual breakdown in the form of a conv onboard can give you a really clear sense of the status of each part of the project and how many cards are have action moved to the right side of the board and our close to completion and how many haven't even gone through the initiation process into the in progress section. So you get a new overview off the status of the project as a breakdown of its individual elements, practices in the convo on board and pieces that you need to make sure that you have in order to have a board that is considered a conv on board. First of all, the task cards. Obviously, these are three elements that make up your larger initiative. This could be doing copyrighting doing aspects of desire, I asked. It's a promotion writing a pitch, anything like that. Keep in mind that they should be similarly sized so you can track whether they're reliably and stable, e going through the flow of the process or not. If you have a huge task that takes 10 days and all of the tasks take a couple of hours, there will be an imbalance in the way that you perceive the project activity in Q columns. There are ways to label each part of, or each phase of the process in a certain way so that you get an indication of when is a task waiting on something and is not actively being worked on versus when it's actively being worked on. And a team member is responsible for delivering progress there. So you want your task cards to spend as little time as possible in Q columns waiting on something and should be spending much more of their time in activity columns being actively worked on. So the convo on board could give you an indication of that and then perhaps give you a ratio between times that waiting and times but actively being worked on whip limits we've already talked about. The goal here is to avoid overburdening certain team members, as well as to avoid multitasking within the team, which actually slows down the process and may create some chaos within the context of the project. Swim lands in the combine board are basically Corazon Tal columns that reflect the different types of work that are being worked on at a certain time. Gonna look at some examples of call of conv on boards in just a minute, and I'll show you what types of slim lands you can have in your own combine board. You need a way to show obstacles within the board. This congest be on physical board, a sticker with some sort of bright color that indicates to the team that this task is on hold because there has been a problem. And that way the team could swarm to help out if it's necessary or, if not, figure out how next time around with the next initiative, this problem can be avoided. Explicit policies and rules We have also covered briefly. Make sure that at the bottom of each column, you stated the rules for exit and entry into that column. For example, in progress. You could only move a card into in progress if it has this in this in this, and the requirements for that task are clear, and it can on lean forward to the review stage. When you have done this in this in this writing, editing, whatever is required within that tusk, this is an example of a digital conv onboard that I worked on with my team. You can see obviously the example of a blocked card there to indicate to the team that that task is facing some hurdle. There is a whip limit imposed on some of the columns that air activity columns, and there's a review column specifically designed to create a feedback group within the combat board. This is the same board, but a slightly different view. Obviously. Here you can see where the whip limit has been reached, and that has been indicated to the entire team cannot pull new tasks into in progress. And here you can really clearly see the different swim lands that are part of this process . E. Tron. Reflecting a different type of task. We have some expedite tasks which reflect some fires that need to be put out maintenance tasks, bugs and stuff like that. So, just depending on the way you're working within your marketing team, you could have different separations between the types of tasks. And I'll show you some specific marketing boards where you can implement swim winds. You hurts. Desire here is an example of an SDO and content board. Obviously, here, the swim lands reflect expedite, which is unplanned work projects, which is the planned work that the team has previously agreed upon and maintenance. So, for example, an article that went out, but there was a mistake within the content or a link that wasn't referring to the right website. All sorts of things like that that might come up after a task has already left the process here. There's an internal review where the team can take a look at the content to make sure that it's of the highest quality when it goes out for external review. And only then is it considered complete the next board we can look at as an email marketing board. If any of you have had to do marketing campaigns within your team, you'll know that obviously, there are several different stages of the in progress stage of this board because it only takes about an hour to to get an email ready. But the review process The testing of that email on all those other things can actually take up much longer than it took to write, you know, here. Similarly, we have campaigns, which is the plan work unplanned work. A separate expedite is a totally different swim lane of highest priority for fires that need to be put out and maintenance if anything needs to be edited later on in the process here, they also have a verify metrics column, which is awesome because it means that even after you put out an email campaign, that doesn't necessarily mean it's over. Getting the metrics from that is probably the main goal here, so make sure to measure everything that goes out in terms of marketing campaigns. This design board is another example off a structure of a workflow that you can implement within your team. Your designers will have their types of review if they're working with several different teams. They refer to another section of US client review in which the other team obviously gives their input about certain design on on Lee. Then, well, that design be considered complete. And having this all mapped on com on board, especially digitally, even though you can also do it manually, can help you get metrics about your process. I bet this is something that most marketing teams really don't measure. It's all about the metrics were monsters, campaign email, marketing or keywords for Seo content, all that stuff. But what about the process metrics of your team? Let's look at a couple of different process metrics that you could be measured using your compound board 9. Tracking Your Process Metrics : one of the main benefits of map in your entire process on a combine board, digital or physical is being able to get information about the way that work and data about your process. Obviously, this is a little bit easier in a digital tool because that just automatically tracks all of the actions that have been done. Time wasted how much time it took to complete certain tasks and things like that. But you can also manage it manually on physical board. So the question you're asking here is, How do you even know its working? How do you even know that mapping your process in this way is working? And if it's not and your process is not reliable and predictable in the way that you want to make it, then what can you do to fix it? Having that data allows him to pinpoint issues in your process and discuss with your team ways that you could fix them. So let's look at some of the types of graphics that you could generate in relation to those metrics that are being collected about your process. So in this slide you can see a cumulative flow diagram this is one of the most popular metrics that you can get from a conv on board, and lean practice is centered all around the cumulative flow. It's really visual, extremely easy to read, and basically, what it's doing is just collecting the number of tasks that are getting accumulated in each column. So it's an ongoing graphic that you could monitor over time, for example, and the one that we're seeing is we see that there's about 100 tasks or 150 tasks in the done column, on the left hand side and in progress, reliably and predictably, about 50 tasks or so throughout the course of the process and in requested, also quite consistent throughout the months of major September, probably about 20 or 30 tasks on deck. The goal here and what you're looking out for is that your in progress part of the diagram of the cumulative flow, is consistently growing along with the graph, so it's not getting wider, and it's not becoming more narrow, but it's actually quite stable throughout. So this is something you can watch out for because all that means is that your teams capacity is really not changing your managing to work pretty consistently throughout and take on a similar number of tasks at the same time throughout the course of the process. And all you're focusing on is just accumulating more tasks in the Dung column. This is another example of acumen flow chart for cycle time here. This is a reflection off Rheal board that I worked on with my team, and you can see that there's the backlog section requested, but we're really watching out for is the Progress section, which is the orange part of the graph we could see. It's pretty consistently growing along with the curve, as opposed to getting wider or narrower. So watch out for that. In the case of Scrum, the burn down chart is the most dominant process metric, as opposed to the cumulative flow which accumulates completed tasks. The burned down chart is actually showing tasks as they disappeared from the board. So as you go through them, the burned down charge shows you how many tasks are remaining within your process. So whatever works best for you, you can apply within your team whether you want to use the burn down chart on Lee for your current sprint because, obviously, at the out of the sprint, the burn down jar chart ideally will reaches zero, and then you have to start again. The cumulative flow is a bit of a long term, um metric. To monitor a graph that accumulates consistently and continuously. There is also with a monitor in your process, efficiency within the combine board. It all comes from creating a ratio between the time your card spent Q columns versus the time your card spending activity columns. So remember talking about labelling different fate, phases of the process and labour, leaving them as a cue column or an activity column, whether something is waiting on an external third party there or it's actually being actively worked on by a team member. So getting the ratio between those times can give you a process efficiency metric A 2% which should be above 50% and can be continuously improved within your team. 10. How to get started with Agile Marketing Today!: As we approach the end of this course on adroll marketing, let's discuss the C T. A cold toe action to your team to help you become ah, high performing lean, agile combine operations. The first thing I suggest you dio is start with what you have. Start with what you do now and map it on conv on board so that you could visualize certain bottlenecks that are already appearing in your process and the phases through which your tasks go through on a day to day basis. Make sure everyone has access to this visual interface, whether it's on a physical board on a wall in your office, or you decide to choose a digital tool that can help map your process on a combine board. So just tremolo carbonized being kit or any other similar lean combine process management tool that's out on the market. I get it any time, their trust for it as well. Even if you start with a physical board, it will become a radiator information within your team and add policies to it as you go on the com on board. You could even start adding whipped limits that you want to keep within your team. For example, you want to be working on Lee on one task for person at a given point in time, make sure you make that explicit and discuss these sorts of decisions within your teeth. Label your cues and identify the waste that already exists in your process so that you could improve on it later in a different generation. Off your process structure in your workbook. Label your cues in terms of the phases of your process, in which your tasks spent waiting and make sure to find a way to track how many days they spend their and identify what are the deterrence to that moving forward when you have a bottleneck and process, which just means that cards air accumulating in a given column, which indicates to you that that phase of the process is increasingly problematic from your team. Make sure to assess scale and assess the reason. Apply cards Captain forward from that base. And if you want to doubt a little bit deeper into implementing calm, bon, lean and agile, as well as metrics for your productivity, please make sure to take a look at these five recommended breeds on this live right now start with Made to stick Go on to the todo way to see how lean came to be in tears, factories and how far it's come. And if you're particularly data driven, check out actionable, agile metrics for predictability. Good luck with your con, Bon, lean are agile implementation. And I truly believe that following these values and principles can become your North star and help you become one of the most high performing teams within the organization, no matter what industry you're in.