Did I say Digital Marketing Program instead of Digital Marketing Project?. Yes, I did, and that is intentional because most of the digital marketing initiatives meets all the criteria of programs than projects. Programs are a collection of inter-related projects, which when done together gives us more value than doing them one after the other. Majority of the digital marketing initiatives are programs comprising of multiple projects like;
- Revamping the company web site
- Creating good content
- SEO optimization
- Case studies
- Success stories
- Voice of the customers
- Training component
- Research & Development etc
If these are not synchronized well, the entire initiative can turn out to be transaction oriented than result oriented. The team with which I was working very closely was no different, till we decided to follow a ‘light scrum’ based on the scrum elements like;
- Weekly sprint planning meetings
- Weekly reviews and retrospectives
- Daily reviews
- Tracking board
One may call it as a tailored version of Scrum. Any way, I call it as ‘Light Scrum’, a kind of loosely implemented most essential aspects of scrum framework envisaged by Ken Schwaber and Jeff Sutherland in their Scrum Guide.
Weekly sprint planning meetings
Quick 1 hour planning meetings, conducted immediately after the weekly review and retrospective. It was more of a pending from the previous week and new work. Was created using a tool (Microsoft Teams), so that all the stakeholders (many of them very senior) were aware of what is being planned, and their specific actions towards meeting the weekly sprint goals.
Weekly reviews and retrospectives
Even though the marketing team was working very hard, there was not any specific way to evaluate their progress. With the introduction of the weekly sprints, plan based review and retrospectives became possible. This in turn brought in lot of visibility into the marketing teams functioning to the key stakeholders.
We never had those typical stand up meetings. We sat down together for 15 minutes every day to see where we are with respect to the weekly plan and for constraint removal.
First we created a dump of all the goals to be achieved and the activities required to achieve those goals. This resembled the classical product backlog. From this we created the weekly sprint backlogs. The weekly sprint backlogs were classified into;
- To be done
- Being done
Resources were associated with tasks with a mix of volunteering and allocation. Based on the progress made, tasks were moved from “To be done’ to ‘Being done’ and then “done’. Tracking board was shared with all the relevant stakeholders so that everyone could see what was happening in the project at any point in time.
We do not maintain burn down charts to track progress. No task level estimates. There is no actual effort capture. There is no velocity calculations yet. Just by having a product backlog, sprint backlog, sprint planning meeting, sprint reviews and retrospectives the benefits are many.
- Improved result orientation
- Higher motivation levels and job satisfaction
- Better quality and effectiveness of the deliverables
- Better stakeholder satisfaction