A Marketer’s Guide to Agile Development – The Myopia of Estimates

As I semi-reclined in the dentist’s chair this morning, my dentist told the hygienist a story. Seems his businessman brother-in-law suspected his employees were taking advantage of him by taking entire afternoons off when they had dentist appointments. Since the man had never needed a filling himself, he asked “How long do fillings typically take – all afternoon?” My dentist replied that it’s usually closer to 30 to 90 minutes to fill a tooth, which he said confirmed his brother-in-law’s suspicions that his employees were sandbagging.

“Hold on!”, I interjected, trying not to let my sporty paper bib, the drool escaping from my left lower jaw, or my Sylvester-Stallone-on-a-bender Novocaine drawl detract from my authority. “That’s how long it is for you. We patients usually choose our dentists close to our homes, not work. For an afternoon appointment, we have to drive to where you are (45 minutes to an hour in my case), do the “let’s have you fill out this form again and take a picture of your insurance card” ritual with the ladies in your office, then sit in the waiting room if you’re running late, then sit with you for 30 to 90 minutes of filling(s), then spend more time with the office staff to settle up the co-pay and schedule the next appointment(s), then drive back to office. We’ll be slurring in Novocainian dialect until dinner time, so we can’t call anybody – and the office closes in 20 minutes. Still think taking the afternoon off is unreasonable?”

So keep this story in mind when your Dev team is giving you an estimate of completion. It’s not just the coding time that goes into it.

“Yeah, I didn’t consider that.”, my dentist admitted. Hope he calls his brother-in-law back.

The Myopia of Estimates Part 2

Agile Humor – Agile or Not Agile – the RNC Convention Edition

CLINT EASTWOOD – Agile. A stand-up meeting is full of empty chairs.

MARCO RUBIO – Not agile. True agilists are never rude, and Governor Rubio failed to acknowledge the imaginary President sitting on stage in his intro.

ANN ROMNEY – Agile. She apparently welcomes changing requirements, even late in her marriage.

SARAH PALIN – Agile. Developers never get invited to important meetings either.

CHRIS CHRISTIE – Not Agile. Agile has only one “I”.

A Marketer’s Guide to Agile Development – Iterative Lying

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Monday: “50 user stories is the stretch goal.”

Wednesday: “50 user stories is the goal.”

Friday: “50 user stories is Phase One.”

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Monday: “I’m sure we’ll be comfortable with whatever design you decide on.”

Wednesday: “Hey, I never claimed to be a design expert, but…”

Friday: “Of course, I’m not suggesting you design it all over again from scratch.

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Monday: “We should have plenty of time to complete these 50 user stories.”

Wednesday: “Finishing the last 20 user stories isn’t impossible. It’s aggressive.”

Friday: “Yeah, honey, I should be finished coding these user stories and back home by the time your mother arrives.”

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Monday: “We’ll go back and add those features back in at the next sprint.”

Wednesday: “We talked about adding back those features, yes, but I never promised it.”

Friday: “Features? What features?”

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Monday: “I won’t bother you while you’re coding.”

Wednesday: “This will just take a second and I’ll be out of your hair.”

Friday: “I promise, there’s just one last thing and I’ll stop bothering you.”

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A Marketer’s Guide to Agile Development – Ten Reasons Your Business is Fighting Agile

1. They’re not comfortable with change.

2. They don’t feel their voices are being heard over those of the development team.

3. They, or someone they know, didn’t get what they wanted in an agile development project.

4. Documentation is the go-to method for butt-covering, and lean requirements make them feel exposed.

5. They’ve learned to anticipate emergencies on release days due to poor version control.

6. Real-time decisioning is inconvenient when paired with all-day conference calls, wall-to-wall meetings and heavy travel schedules.

7. They’ve been preached at by a well-meaning Agile zealot.

8. They’ve afraid it’s flavor-of-the-month, like other “revolutionary” new processes that blazed in and sputtered out over the years.

9. They’ve lost faith in the backlog – it’s the place projects go to live with Jesus.

10. They think “collaboration” is Latin for “I don’t get to drive”.

Agile Humor – More Words to Live By

Buristic Review – An exercise to gain heuristic insight that will be rejected by a bureaucrat because the research didn’t come from his team.

Merital Raise – A merit-based pay increase for spending more time in the office cranking out code with your colleagues than at home with your spouse.

Rocked-It Shock – The horrifying realization after you totally rock a capabilities presentation that you now actually have to do all those things you just talked about.

Multi-BuryIt Testing – Variations that tested so poorly that you make the developer destroy all the code for it, then pull the backups and erase them too.

Prefictive Model – Advanced analytics that predict outcomes from innovative scenarios that haven’t a chance in hell of being approved.

A Marketer’s Guide to Agile Development – Why Fear Makes People Reject Your Data

“I don’t take much stock in fancy marketing research – Sales knows our markets best.”

Our Sales Department continued to send out the kinda-cool-but-really-expensive dimensional mailer, even when we proved that the piece had horrible ROI compared to the letter version. Sales was afraid that acting on data would make their opinions and recommendations about their own territories less valuable. Framing the data as assistive rather than directive made it possible to move forward.

“That can’t be true.”

Counter-intuitive findings must be presented very carefully. That goes double if the audience is the C-suite. First reactions to surprising data are often disbelief, discrediting the methodology at best, and/or shooting the messenger at worst. Have bulletproof backup supporting your results – including visuals – especially if it’s negative news. Be mindful not to make them appear stupid or clueless, or your data (and possibly your career) won’t get beyond the conference room.

“You’re not telling us anything we don’t already know.”

Hard-working folks in the trenches can feel threatened when those slick marketing folks waltz in and act like they’re The Oracle of Delphi, spouting wisdom. It becomes a Catch-22.

When data doesn’t support their gut, they resist. When it does, you’d think they’d be happy. Yet, they will often declare instead that they already knew that, so the research adds no value. Tell them they may be right – it might not be necessary if they can guarantee their intuition is 100% infallible, 100% of the time. Hands? Anybody?

Data-driven organizations get beyond the “Two anecdotes make a trend” approach to business intelligence. But data must be acted on by people, and people are not entirely data-driven. There are emotions to contend with – especially fear – that might make a data message hard to assimilate.

Presenting data with emotional intelligence is as important as crunching it. Anticipate what your audience is afraid of.  Name it. Then address it with your data.

A Marketer’s Guide to Agile Development – Is Big Data a Big Deal for Marketers?

Big Data is a Big Buzzword this year in marketing analytics circles. But what does it mean? Is Big Data really a Big Deal for Direct Marketers?

Big Data refers to data sets so large, unstructured and complex that they exceed the scope of our typical tools, and new ways of crunching them must be employed. This is accomplished by distributing multiple databases over multiple servers. These servers crunch away simultaneously in real time to deliver answers faster than conventional relational databases could manage.

This concept is, in fact, not new. In fact, Big Data was sent up in Douglas Adams’ iconic work from the late 70’s, “Hitchhiker’s Guide to the Galaxy”.

In Adams’ story, the world’s most powerful computer is tasked with calculating “the answer to the ultimate question of life, the universe, and everything.” The computer dutifully chugs away for 7.5 million years and finally spits out the answer: “42”. But the long-awaited answer doesn’t illuminate – because nobody at that point in time remembers what the original question was … including the computer.

Computer processing power has changed a lot since Adams wrote this story thirty-five years ago. But the key truth illustrated in the “Hitchhiker’s Guide” story hasn’t changed a bit.

Despite its enormous potential, Big Data can’t move your business forward until you ask it the right questions and stand ready to act on the answers. The success of Big Data starts with you: the marketer; the client, the business “owner.” The key element is having a clear idea of the end goal, or objective.

Too often, this is how the conversation goes:

Stakeholder: “Here’s all the data from our ABC, QRS and XYZ systems dating back to the Carter Administration. Let’s analyze it and see what the data says.”

Big Data Wrangler: “Love to! So, you’d like me to tell you what the data says about…what?”

Stakeholder: “You know, about the business.”

Big Data Wrangler: “Okay, let me ask another way. What kinds of things do you wish you knew? What cool things could you do if you knew them? How do you see yourself using the new insights this data can provide to achieve your goals?”

Stakeholder: “Well, that would depend on what the data says.”

Bit of a stalemate there, right? You, the business owner, will first need to think about what the data might do for you strategically, in the big picture. In order to get actionable data, the business questions need to be asked BEFORE the crunching begins – not afterward. What kind of questions?

Let’s look at some very impactful questions others have asked of their data:

• Which ball players should we sign to get the most wins within our salary budget?
• Who is more likely to get a disease based on myriad lifestyle factors?
• How can we more accurately identify fraud from unstructured comment data?
• Can we use known terrorists’ purchase behavior to identify other terrorists?
• How can we use real-time online data to predict who will churn?

Until recently, the ability to harness Big Data was cost-prohibitive to all but the largest organizations with big budgets. But with the advent of cheap storage, cloud computing and open-source tools like Hadoop and MapReduce distributed file processing, the ability to leverage these data sets is getting more accessible to businesses with more modest means.

The promise of Big Data has spawned the belief that a modern business should keep every piece of data, no matter how small, in perpetuity. After all, who can tell which data elements will be gems of insight later on? That’s an understandable conclusion, but it’s wrong. Too much data can actually confuse and obscure the right path.

A 2011 study by The Economist, sponsored by data analytics giant SAS, suggests that businesses hone in on what they NEED to know, instead of what it’s possible to know. Once those questions have been identified, choose a set of metrics (ideally no more than a dozen) that will answer those questions. Then collect and keep the data that feeds those metrics, and don’t worry so much about the rest. That’s a much more sensible and accessible way to leverage Big Data.

Not all complex analysis requires Big Data techniques. But asking the right questions before you begin your analysis is the right thing to do, regardless of how big your data set is.

This post will also appear on the “greenbananas.net” blog.

A Marketer’s Guide To Agile Development – The Agile Backlash

“What they built isn’t what we agreed on.”

“The Project Manager told us the rest of the features would be added as enhancements in future sprints. That was three months ago.”,

“Users visit once and don’t come back. We have no tracking because the tags were left out to reduce page weight. IT can’t fit the tag fixes or a user survey into a sprint for another eight weeks.”

Agile is presented to Marketing teams as a win-win. We’re told we’ll get our software delivered faster, and we’ll have more input into the development process. While nobody likes change, that sounds like an enticing promise – so we get on board. When the reality consistently doesn’t match the expectation, the seeds of backlash are born.

Note the use of the word “consistently”. An occasional disappointment, handled nimbly and with emotional intelligence by both teams, can actually do the opposite. Marketing can become Agile proponents.

However, if Marketing is consistently fed a steady diet of “not what we wanted.”, we will first grumble, then commiserate, then, sometimes, revolt. A predictable IT response to this negative feedback is that Marketing’s requirements must have been faulty or incomplete. Gaah! This response feeds right back into the trust issue.

What’s the one thing those huge “things-that-go-thump” Waterfall requirements documents offer the stakeholder? Accountability. We can show Section F, Bulletpoint 14 to the PM and say “See? It’s right there in the requirements”. Marketing doesn’t have that safety cushion in a lean documentation environment. So the blame falls on lean requirements, and eventually on Agile itself.

I once heard someone say, “I am going to actively campaign to bring back Waterfall.”. She found it impossible to get software built to specification in the Agile environment. Her perception was that the Dev team hid behind lean requirements every time they didn’t want to do something or wanted to substitute their own vision for hers. It was the wrong conclusion, but it was arrived at in desperation because she had learned not to trust the process.

Marketers, if you don’t trust your Dev team, do not tiptoe around the subject. Don’t sit through meetings silently, then bad mouth your colleagues when you get back to your own department. Get some bosses involved. Sit down and hash it out. Uncomfortable? Yes. Necessary? Hell yeah. Lack of trust will cause more than a backlash – it can cause chaos. And inertia. You can’t afford either one.

Agile Humor – Agile or Not Agile?

DONALD TRUMP – Not agile. Look at him. His hair doesn’t meet anyone’s definition of done.

LADY GAGA – Agile. She wore a friggin’ meat dress, for chrissakes. Say what you want, the girl can iterate.

MARK ZUCKERBERG – Not agile. He was photographed wearing a suit. Standing next to a beautiful woman who’s almost certainly sleeping with him. He should just turn in his geek credentials and go buy a house next to Clooney.

NEWT GINGRICH – Not agile. He hasn’t learned to accept that when the sprint’s over, it’s over.

THE BOSTON RED SOX – Agile. David Ortiz said “Somebody gotta start it, right?…There are too many good players in the room not to have good team”. Results have improved ever since. Big Papi has a bright future in scrum management.

A Marketer’s Guide to Agile Development – Us vs. Them

“Don’t involve them, they will just bog things down.”
“Stay under the radar with this project or they will try to hijack it.”
“All they do is whine, don’t bother give them sign-off approval.”
“We must avoid their involvement or it will never get done.”

The “Us vs. Them” dynamic is insidious. It’s always there to some degree in any gathering of humans. But improperly aligned goals, faulty processes, or even unchecked ambition can cause it to strengthen in an organization. Here are a few places you’ll find it:

Sales vs. Marketing

The story is as old as dirt. Sales complains they’re not getting enough leads. Marketing generates more leads. Sales complains the new leads are useless – they’re not ready to close. Marketing sends the unappreciated leads to another channel for nurturing. Sales angrily demands the non-closable leads be given back to them immediately. Marketing stops seeking Sales input on initiatives. Sales starts quietly initiating their own rogue direct mail and email projects at the local level.

Marketing vs. IT

Marketing needs a new landing page for a spring campaign. IT develops all web assets, and estimates 4 weeks. Marketing says it shouldn’t take more than 4 days. IT got burned with all the changes Marketing required on the last landing page, so the unwritten rule is to geneously pad all Marketing estimates – 4 weeks. Marketing instead has their intern build the landing page and host it on his fraternity’s server. When the page goes down during the frat’s Minecraft Marathon weekend, Marketing calls IT for help.

Colocated Team vs. Distributed Team

Anaheim doesn’t scrum with Baltimore because it’s at 5:30 am Anaheim time. Anaheim resents Baltimore’s meddling with their self-direction and their negative impact on velocity metrics – so they don’t ask a lot of questions. Baltimore doesn’t offer the Anaheim unsolicited feedback either. They didn’t want the west coast team in the first place, and their failure wouldn’t cause many tears back east. The lean requirements are carpaccio-thin. The UX team and interaction architect are in Baltimore. The lead programmers are in Anaheim. So let’s see what the product looks like at the end. Yay.

It’s obvious that communication is the antidote. If it’s the higher-ups that are feeding the “Us vs. Them” mentality, you’ve got a dilemma. If you will be punished for reaching out to the “them’s”, then start looking for another job. That’s a sick organization. If not, then you can probably still set an example. Reach out. Manage up. And stay off the Minecraft server.

Marketing Meets IT