JWT Agile Framework

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A client comes with a business question for an integrated
campaign, program or service.
JWT Agile Framework 2016

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He is expecting inspiration, efﬁciency in production and
delivery on time.

?
But what happens when the request is complex in
execution and/or development?

?
Providing a high level of inspiration to a client and a poor
delivery is a bad business idea.

?
To be agile and empirical allows our teams to deal with
complexity and uncertainty. Reduces the waste of
resources: human, time and ﬁnancial.

?
Our goal: to increase the enterprise growth by reaching
peak business performance.

JWT AGILE FRAMEWORK
DRAFT 02
Emmanuel Flores Elías - Innovation Department

CONTEXT

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.

It is a luxury waste not to be fast, precise and efﬁcient. Our
production methods need to match those standards. No
more, no less.

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
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

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

Eventually the main project is blurred on the background of
distractions.
A Project
Another task
Another task
Another task
Another task
Another task
Asset
Asset
Asset
Asset
Asset

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.

Interruption breaks the FLOW of
productivity and it is in detriment of
the business performance.

To keep our team productive we
need to keep their FLOW in a
steady fashion. How do we do that?

PHASE 1: BRIEF & DISCOVERY

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.

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

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.

The same process is replicated by the client. The process
should provide only relevant proﬁles to the project.
A Project

Each of the member of the
PROJECT SQUAT plays a ‘Role’ and
owns an ‘Artifact' and a ‘Voice’

Their mission is to defend their
‘Role’ in order to bring Perspective
and Value to the project

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.

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.

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.

Any new ROLE requires to have a VOICE and
and ARTIFACT.

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.

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.

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

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.

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.

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.

Business
Director
Project
Lead
1
2
The TEAM
Scrum
Master
3
Digital
Design
Director
5
Tactical
Strategist
4
Production
Processes
Knowledge

PHASE 2: PLANNING

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

—-—-—-—-
STORY
3
STORY
2
STORY
1
STORY
1
STORY
1
STORY
1
STORY
1
STORY
1
STORY
1
STORY
1
STORY
1
Project
Backlog
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

PHASE 3: PRODUCTION

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.

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

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

Armed with their kanban, a Squat
OWNS their WORK and FLOW.

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

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

Producers work are
FLEXIBLE ‘wild cards’.

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

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.

Tribe
TribeTribe
Tribe

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.

RITUALS AND ARTIFACTS

USER STORIES ESTIMATION

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
2
Kris
Chris

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.

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
2
Kris
Chris

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

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
2
Kris
Chris

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’.

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?

Current events create future trends.
Empower your teams and promote a trend of efficiency.

JWT Agile Framework. Draft 02.

JWT Agile Framework

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