Becoming an Agile Marketing Team: The beginner's guide to managing creative projects using agile methodology

GUIDE
BECOMING AN AGILE MARKETING TEAM:
The beginner’s guide to managing creative projects using Agile methodology
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TAME YOUR MARKETING CHAOS.
ADOPT AGILE.
Creative teams and agencies battle significant challenges. They
have massive workloads, constant requests for last-minute
projects, unrealistic client demands, persistent fire drills, tedious
approval processes, and a marketplace that is always on, always
connected, and always changing—and they grapple with all this
while trying to create world-class, compelling work. Because of
these challenges, they live in a work environment that requires
an unprecedented need for speed and flexibility.
Yet, most teams still work the same way they did a decade or
two ago: research, plan, create, distribute, and measure. This
may have worked fine back in the dark ages (like the 1990s), but
in today’s world this approach doesn’t provide the flexibility or
speed necessary to adapt to midstream feedback. It also does
nothing to stem the tide of overwhelming work requests and
chaos that creates missed deadlines, burned out employees,
and frustrated clients.
But what if there were a better way to work? A way that could
increase your team’s productivity by 400 percent? 1
Think what
you could accomplish with that kind of productivity…no more
missed deadlines, no more working late hours or weekends, and
no more frustrated clients.
Sound too good to be true? How can you achieve all of this? It’s
simple: Agile marketing.
In this guide, learn everything you need to know about adopting
an Agile approach to:
• Organize and manage your workload and team
• Increase your output
• Ensure your team’s priorities
• Keep your clients happy

WHAT IS AGILE FOR MARKETING PROJECTS?
Agile is a methodology for managing projects that focuses on improving the speed,
productivity, adaptability, and responsiveness of the marketing process, both internally
and externally. Agile has its roots in the IT development world and adapts many of
those processes, but differs slightly in the details when applied to creative work.
Rather than following the traditional or linear, top-down approach to project
management, where every stage of a project is finished before moving on to
the next one, Agile is a more modern, flexible, team-based approach. Agile
emphasizes rapid delivery of smaller chunks of a project over completing the
entire project at once.
For example, the traditional approach to a website redesign project follows this
model (see figure 1): map the entire project, write all the content for all pages,
finalize the design, and then upload the new design and content. In Agile, the
process is split into sprints, or two-week intervals, where certain pieces of the
project are completed quickly.
The first sprint may focus on simply getting a new website menu template and
content for the home page done. Then, the two completed pieces are uploaded
immediately. While working on the next sprint, the team gathers feedback from the
customer. If feedback reveals that the web menu on the home page is not intuitive,
the team can make immediate adjustments.
This ability—to change course midstream rather than wait until all the pieces are
finalized—allows Agile creative projects to greatly increase in speed to market,
productivity, and even collaboration. It’s not about working faster; it’s about
working better. And that’s why it’s gaining so much traction in the marketing world.
IT’S NOT ABOUT WORKING FASTER
IT’S ABOUT WORKING
BETTER

FIGURE 1
TRADITIONAL PROJECT MANAGEMENT
The traditional approach to a website redesign project follows
a very linear, step by step process.
AGILE MARKETING
With Agile methodology, a website redesign project is broken
down into smaller pieces, called sprints, where certain pieces
of the project are completed quickly and in phases.
Map out
entire
website
project
Write
all
content
Finalize
design
Upload
the design
and
content
2 WEEKS 2 WEEKS 2 WEEKS 2 WEEKS STEP 5
FIX MENU ISSUES
FIX TEMPLATE ISSUES
REVISE CONTENT
FINALIZE
PROJECT
NEW VERSION COMING
DESIGN MENU AND
HOME PAGE CONTENT
UPLOAD
TEST
EV
ALUATE
REVISE
NEW VERSION
COMING
NEW VERSION
COMING
NEW VERSION
COMING
WRITE CONTENT
UPLOAD
TEST
EV
ALUATE
REVISE
FINALIZE
PROJECT
DESIGN WEB
UPLOAD
TEST
EV
ALUATE
REVISE
TEMPLATE
Map out
entire
website
project
Write
all
content
Finalize
design
Upload
the design
and
content
2 WEEKS 2 WEEKS 2 WEEKS 2 WEEKS STEP 5
FIX MENU ISSUES
FIX TEMPLATE ISSUES
REVISE CONTENT
FINALIZE
PROJECT
NEW VERSION COMING
DESIGN MENU AND
HOME PAGE CONTENT
UPLOAD
TEST
EV
ALUATE
REVISE
NEW VERSION
COMING
NEW VERSION
COMING
NEW VERSION
COMING
WRITE CONTENT
UPLOAD
TEST
EV
ALUATE
REVISE
FINALIZE
PROJECT
DESIGN WEB
UPLOAD
TEST
EV
ALUATE
REVISE
TEMPLATE

WE KNOW WHAT YOU’RE THINKING…
As with any big change, it’s important to address the typical initial objections that
marketing creative teams have to implementing an Agile approach to their marketing
work. So, let’s address the most common ones, right up front:
“But the way we’re doing work now is the way we’ve
always done it.”
Change is hard. Staying with the status quo is easy. At least that’s how it can seem
when faced with a big transition. In a world where information moves at the speed
of light and data-driven metrics are as important as a catchy ad, staying with the
status quo is no longer the safe bet or even the easiest way to manage your work.
The reality is that the challenges your team faces are not going to go away unless
you actually do something to change the situation. Doing requires action. Most
action requires change. It’s time to make improvements happen.
“Isn’t Agile for IT teams? We are not IT.”
You may think Agile is an IT thing and has nothing to do with creative work. Not
anymore. Gartner recently predicted that by 2017, the CMO would spend more
on IT than the CIO.2
Thanks to technology, such as marketing automation, CRM,
listening platforms, etc., marketing is more data driven than ever before. To stay
competitive, marketing in-house creative teams and agencies need to be nimble
and able to produce smaller, frequent pieces of content rapidly, similar to the way
developers need to constantly produce new features for software.
“Agile will keep my team from being creative.”
Or you may be afraid that Agile is too structured and will kill your team’s creativity.
After all, you’re “creative types,” not programming geeks. But you would be wrong.
In one study, 87 percent of respondents said adopting Agile made them more
productive.3
And the truth is, the more time your team has to be creative, the more
they can create. Agile is really all about creating the right amount of structure and
reducing unnecessary structure (think too many long meetings) so that teams can
be ﬂexible and adaptable.
“Transitioning to Agile would be too complicated
for my team.”
And, of course, there’s always the argument that it’s too complicated to try to
transition to a new way of managing work. While it’s true the transition will take some
effort, here’s an important fact to consider: marketing departments that consider
themselves agile are three times more likely to signiﬁcantly grow market share. 4
Transitioning to Agile may be a bumpy journey, but the numbers don’t lie.
It will be well worth it.
MARKETING DEPARTMENTS
THAT CONSIDER THEMSELVES AGILE ARE
3XSIGNIFICANTLY
GROW MARKET SHARE.
MORE
LIKELY TO
87 percent of respondents said adopting Agile
made them more productive.
87%

FIVE REASONS YOUR MARKETING TEAM
NEEDS AGILE
In a side-by-side comparison with Agile and traditional management users, Agile is
the clear winner. As the results from Forbes show, Agile methods produce better
results on a number of important business needs—from faster time to market to
delivering more customer-centric outcomes.5
Here are ﬁve reasons to embrace Agile:
1. Improve speed to market
Time is money. A slow speed to market gives the competition the upper
hand and leaves your brand stale.
2. Adapt and respond faster
It isn’t just technology that’s changing rapidly. Consumers are adopting
changes faster as well. In 2007, the original iPhone took 73 days to cross the
million mark. The iPad managed the same feat in just 28 days.7
The ability to
adapt and respond faster to change is an important competitive advantage
for creative teams and agencies. Agile leads the way in helping marketers
adapt so they can respond faster.
3. Increase productivity
With Agile, productivity increases because the work is broken down into
smaller, easier to tackle pieces. It’s like putting a 5,000-piece puzzle
together—the puzzle (or project) as a whole is so big and difficult to manage
that taking on one small corner or chunk of the puzzle at a time will prove
more productive in the long run.
4. Stay prioritized
Staying focused on the highest priority work allows companies to remain
proactive rather than reactive and leads to positive market and customer
outcomes. It will also help ensure you’re working on the most valuable work,
making it easier to prove your team’s value to the rest of the organization.
5. Create more customer-centric deliverables
Today’s customers share their experience with others in an unprecedented
number of ways— through social media, reviews, and word of mouth, to
name a few. Whether your clients are internal or external, delivering
additional customer-centric products and ideas that create brand loyalty,
evangelize, or promote your client’s brand is what determines whether your
clients keep coming back or look elsewhere for new, creative ideas.
80% of respondents said Agile led to enchanced
prioritization of the things that matter. 9
80%
80%OF RESPONDENTS
SAID ADOPTING AGILE HELPED
THEM DELIVER A BETTER, MORE
RELEVANT END PRODUCT.10
93%SAY AGILE HELPED THEM SWITCH
GEARS QUICKLY
AND MORE EFFECTIVELY.8
OF MARKETERS
93 percent of respondents said adopting Agile
helped them improve speed to market. 6
93%

BUSINESS NEEDS ARE MET WITH AGILITY
RESULTS OF AGILE
93% said adopting
Agile helped them
to improve speed to
market (ideas products
or campaigns)
93% said adopting
Agile helped them
switch gears more
quickly and effectively
87% said adopting
Agile made their teams
more productive
80% said adopting
Agile led to an enhanced
prioritization of the
things that matter
80% said adopting
Agile helped them
deliver a better, more
relevant end-product
GET TO
MARKET
FASTER
ADAPT
AND RESPOND
FASTER
IDENTIFY
AND PRIORITIZE
HIGH-IMPACT
ACTIVITIES
FASTER
DELIVER
CUSTOMER-CENTRIC
OUTCOMES
BE MORE
PRODUCTIVE
Working the way you’ve always worked is not only not working but is dangerous to
the long-term success of your company. The world is a different place today and
the only way to remain part of the conversation is to create a highly collaborative,
adaptive, and experimental environment that can respond to the demands and
expectations of today’s consumers.
FIGURE 2: IMAGE ADAPTED FROM FORBES 11
BUSINESS NEEDS
88% of non Agile
users say improving
speed to market is a
priority
91% of non Agile
users say being able
to switch gears more
quickly and effectively
is a priority
96% of non Agile
users say making their
team more productive
is a priority
88% of non Agile
users say enhanced
prioritization of the
things that matter is a
priority
89% of non Agile
users say delivering a
better, more relevant
end-product is a
priority

UNDERSTANDING AGILE TERMINOLOGY
There is a lot of terminology associated with Agile. Before getting started, it’s important to make sure everyone is speaking
the same language. Browse this glossary to get familiar with Agile terms.
Backlog
An ever-evolving list of work requests that conveys to an Agile
team what projects to work on first. Requests are expressed
in terms of user stories that are assigned estimates (e.g.,
in points or hours) and prioritized accordingly.
Burndown chart
Burndown charts are used to measure the progress of an
Agile project at both the iteration and project levels. Visually,
a burndown chart is simply a line chart representing
remaining work over time.
Iteration/Sprint
A fixed duration of time when the team chooses a certain
amount of user stories or points to work on and complete.
A sprint or iteration is typically a two- to four-week increment.
Story/Task
A user story is a high-level definition of a work request,
containing just enough information so the team can
produce a reasonable estimate of the effort to accomplish
the request.
Storyboard/Taskboard
A wall chart with cards and sticky notes that represents
all the work in a given sprint. The notes are moved across
the board to show progress.
Story points
An estimation unit that measures the complexity and
hours it will take to complete a story.
Scrum
A flexible, holistic strategy where a team works as a unit
to reach a common goal as opposed to a traditional,
sequential approach.
Scrum master
The scrum master is accountable for removing
impediments to ensure the team’s ability to achieve the
sprint goal/deliverables. The scrum master is not the team
leader, but acts as a buffer between the team and any
distracting influences.
Team
The team is responsible for delivering the asset or product.
A team is typically made up of five to nine people with
cross-functional skills who do the actual work (research,
write, design, test, execute, etc.). It is recommended that
the team be self-organizing and self-led, but often teams
work with some form of project or team management.
Larger creative departments may have multiple teams.

1 GET READY TO GO AGILE
We won’t lie. Agile is a big transition. Before you dive in, it’s important to take some
initial steps that increase the likelihood of a smooth and successful transition.
1. MAKE SURE TO GET LEADERSHIP BUY IN.
Without buy in from those at the top, it will be difficult to get the support you
and your team must have to make Agile work.
2. GET YOUR TEAM ON BOARD.
If your team’s not with you, it’ll be tough to get the train out of the station.
For resistant team members, work with them to understand their concerns
and help them find a role that is appropriate for their skills and personality.
3. GET APPROPRIATE TRAINING.
Agile can be complex, with dozens of different aspects and processes.
One of the biggest strategic mistakes is not getting professional training
at the start. “Sending people to (at least) scrum training, bringing in advisement
consultants for the first few projects and then having a plan for moving it
all out systematically—that’s where people really find the business value in
Agile,” says Barbee Davis, author of Agile Practices for Waterfall Projects.12
4. DEVELOP CROSS-DEPARTMENTAL COORDINATION.
To ensure ongoing collaboration with other non-Agile departments and/or
projects, find a way to allow visibility and communication across distributed
teams. This may include developing a standard process for submitting work
requests and creating real-time visibility on project status for all stakeholders.
If you manage your work with a software tool, finding one that can manage
both Agile and traditional projects will make this easier.
2 CREATE A BACKLOG
Your backlog is essentially your “to do” list. To make the backlog effective:
1. DEVELOP A SINGLE WAY TO ADD STORIES TO YOUR BACKLOG.
It’s important to develop a single way to receive all work requests. Whether
they are submitted through a shared spreadsheet, in an email to a specific
person, or through work management software, make it a rule: if they’re not
submitted correctly, they don’t get added to the backlog. This ensures no
requests get lost and all work can be prioritized for upcoming sprints.
2. BRIEFLY DESCRIBE EACH TASK OR STORY.
Descriptions should be short enough to stick on a post-it note and added to
the backlog as they are received. Larger projects should be divided into a
cluster of tasks. Tasks may come in different sizes and complexity.
MAKING THE TRANSITION TO AGILE: SIX EASY STEPS
“Sending people to (at least)
scrum training, bringing in
advisement consultants for
the first few projects and then
having a plan for moving it
all out systematically—that’s
where people really find the
business value in Agile.”
BARBEE DAVIS
Agile Practices for Waterfall Projects

3. PRIORITIZE YOUR BACKLOG.
Once work requests are posted to your backlog, it’s important to prioritize them.
This may be based on strategic importance, deadline, who the requester is, or
other criteria that makes sense to your team. This is a key step in making sure
your team works on what has the most value for your organization.
3 ASSIGN ROLES
Agile revolves around small, hands-on teams that are self-managing,
transparent, and highly collaborative. Within the team, there are certain
roles. The roles your team needs include:
1. SCRUM MASTER.
The scrum master facilitates the process. Not a leader in the traditional
sense, the scrum master ensures that the process stays on track and helps
remove impediments.
2. PROJECT OWNER.
The project owner deﬁnes the goals for the project and acts as the voice
of the customer.
3. CREATIVE TEAM.
These are the workhorses of the team. They are tasked with getting the
work done. The creative team is composed of different specialties such as
writers, designers, digital marketers, and others.
4. STAKEHOLDERS.
The stakeholder role is informational only. They are kept up-to-date on the
project, but are typically not involved in the process.
4 SET GOALS FOR THE SPRINT
There are several key considerations in determining what will be
accomplished in each sprint. You will need to:
1. DETERMINE THE LENGTH OF THE SPRINT.
Sprints are typically two- to four-weeks long. Select a length that you feel is
doable for your team and allows you to complete a reasonable number of stories.
2. ESTIMATE STORY POINTS FOR EACH STORY.
Based on previous experience or your best educated guess, assign a
number of points to each story. These points will be in relation to the
complexity and hours involved in each story or task.
3. DETERMINE “LIGHTS ON” WORK HOURS.
To determine how many hours or points your team can complete per sprint,
have each team member calculate how much time they spend a day on
80%
80 percent of respondents said adopting Agile led
to an enhanced prioritization of the things that matter.13
84%PERCENT OF RESPONDENTS
EXPERIENCED IMPROVED
TEAM MORALE WHEN ADOPTING
AGILEMETHODOLOGY14

“lights on” work like attending meetings, managing emails, etc. Then, find
an average percentage for your team—perhaps 20%. 20% of an eight-hour
workday, or 1.6 hours, is time the team can spend not working on stories
in the sprint. The rest of the time, or 6.4 hours per day, should be spent on
Sprint stories. Take the remaining hours each day for each team member,
add the hours up, and multiply the number of hours by the number of work
days in your sprint (i.e. a 2 week sprint would be 10 days). This is the number
of total hours your team has to dedicate to a sprint. To ensure your goals for
the points or hours your team wants to complete per sprint are realistic and
achievable, be careful not to over-allocate your team (see figure 3).
4. REWARD YOUR TEAM.
You might want to offer a perk for your team if they reach the sprint goal.
Perhaps you bring in donuts the next day or everyone gets to leave early if
they finish ahead of schedule. Or maybe a prize goes to the team member
who completed the most story points in the sprint. This will help increase
morale and introduce a little healthy competition to your team.
5 HOLD DAILY STAND UP MEETINGS
Daily stand up meetings are meant to be short (under 10 minutes) and focused.
The meetings should be directed by the scrum master and are used to keep
everything on track and everyone informed. Called “stand up” meetings
because attendees typically stand (helps keep the meetings short), there are
several key tasks that each meeting should accomplish:
1. ASSIGN STORIES/TASKS.
Unlike the traditional method of top-down task assignment, in Agile the team
members typically self-commit, based on priority, to the stories or tasks that
they will work on during a sprint. When they move one story to “Complete,”
they select another to begin working on.
2. DISCUSS THE PROGRESS OF THE SPRINT.
Stand up meetings are a good time to review the team’s progress. This is
a moment of accountability for all team members. In conjunction with
evaluating progress on the burndown chart, each member should report on
what they did yesterday, what they will work on today, and what, if any, risks
there are to completing their tasks on time.
3. REORDER BACKLOG AS NECESSARY.
All new work requests get added to the backlog and prioritized according to
previously defined rules. Ideally, no new work gets added mid-sprint, but if
necessary, it is prioritized against other tasks. Tasks from the sprint may also
be pulled to accommodate any urgent work that is added and then
re-prioritized on the backlog.
“We would focus on a project
at a time, and that did not
allow us to be adaptable or
flexible to handle new
initiatives. When an urgent
project came along, the team
would either stop what it was
doing to do the new project
or try to work on both
simultaneously with the same
resources. These shifts were
stressful and sapped
productivity. But the short,
iterative work cycles that
define Agile marketing mean
multiple deliverables are
completed in two weeks or
less, and the team is constantly
making room for new ones.”15
JUDITH FREY
Vice President for Interactive Marketing
Xerox

“One intrinsic beneﬁt to adopting Agile marketing in your
online marketing department is that everyone is painfully,
obviously, in the game. If, during one of the 10-minute stand
up meetings, Joe Bob can’t report incremental progress,
then that’s on him. And no one is left to wonder why the
guy down the chain of interlocking or sequential tasks
can’t get his part done.”16
HEATHER RAST
PRINCIPAL AT INSIGHTS & INGENUITY
6 CONTINUALLY MEASURE AND EVALUATE
Agile is all about being more transparent and nimble. To enforce this, you
must consistently and constantly:
1. UPDATE THE STORYBOARD.
If using a storyboard rather than a software tool, move your sticky notes as
necessary to show progress (i.e., from working on to complete). This keeps the
process transparent and everyone can see at a glance where things stand.
2. UPDATE THE BURNDOWN CHART.
The scrum master is responsible for ensuring that as stories are completed,
the burndown chart gets updated. Again, this keeps the process highly
transparent and makes it easy for all team members, including stakeholders,
to quickly see the progress of the sprint.
3. HOLD SPRINT REVIEWS.
At the end of a sprint it is important to review both the process and the
deliverables produced. This is usually kept to an hour or so and may involve
getting feedback from stakeholders as well. From the information gleaned,
adapt as necessary to improve the next sprint.
4. RECOGNIZE THE TEAM.
A sprint review is also a good time to give the team recognition for their
accomplishments.
5. BEGIN PLANNING THE NEXT SPRINT.
And the cycle begins again…
“By incorporating feedback
during the development
process, a product is more
likely to meet customer
expectations, and the
marketing is more likely to
hit its mark. You can test
concepts before you go
out and spend big dollars
on advertising.”17
BARRE HARDY
Senior Director with
Marketing Consultancy
CMG Partners

Step 3
Find the percent of availability, per person, for the week
Step 4
Repeat process for each week in the sprint
Step 5
Gather numbers from entire team for the week
Step 6
If your Sprint is multiple weeks, do steps 1-5 for each week of the Sprint and add totals accordingly
TOTAL AVAILABLE HOURS
X 100
23
x 100
AVAILABLE HOURS TOTAL (A)
/ TOTAL HOURS PER WEEK
= 2300
/ 40
= PERCENT OF AVAILABILITY = 57.5%
TEAM MEMBER AVAILABILITY DAYS OFF AVAILABLE HOURS
JOHNNY 57.50% 0 23
FREDDY 60% 0 24
ASHLEY 55% 0 22
SHAINA 65% 0 26
JUAN 60% 0 24
TOTAL AVAILABLE TEAM HOURS FOR THE WEEK: 119
Step 2
Find the total available hours, per person, for the week
TOTAL HOURS/WEEK
- TOTAL “LIGHTS ON” HOURS/WEEK
40
– 17
= TOTAL AVAILABLE HOURS 23
FIGURE 3: DETERMINING “LIGHTS ON” WORK AND TOTAL AVAILABLE HOURS PER SPRINT
NUMBER OF “LIGHTS ON’ HOURS PER DAY
“LIGHTS ON” ACTIVITIES MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
MEETING HOURS 1 2 2 1 1
MEETING HOURS
VACATION HOURS
HOLIDAY HOURS
EMAIL HOURS 2 2 2 2 2
OTHER TOTAL “LIGHTS ON” HOURS FOR WEEK:
TOTAL HOURS: 3 4 4 3 3 17
HOW TO DETERMINE YOUR TEAM’S AVAILABLE HOURS FOR A SPRINT
Step 1
Have each team member determine their total number of “lights on” hours for the week

IMPLEMENTING AGILE, AGILE-Y
Now that you know all there is about Agile, it’s time to take the plunge. But don’t
dive in all at once. It is a big change. Start with one team and take it slowly. And
just like the Agile methodology, test early and test often. See what its working well
and what is not. You may ﬁnd certain team members are better suited for different
roles than expected or you may ﬁnd that longer or shorter sprints make more
sense for your team and work processes. Adjust as necessary.
To make the transition smoother, continue to translate key metrics, such as
the scope, budget, and schedule within a traditional framework that external
stakeholders and non-Agile teams can understand. Consider using a tool to
help. The right tool can save time and work better than a whiteboard and sticky
notes. And a tool that allows you to track all your work in both Agile and/or
traditional project management and toggle between the two seamlessly will make
implementing Agile even easier—allowing your team and non-Agile teams to
see all the work in the way that makes the most sense without your needing to
translate. Additionally, look for a tool with built-in collaboration features to keep all
work communication in one place—in the context of the work.

15
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MODERN MARKETERS MANAGE WORK THE AGILE WAY, WITH ATTASK
With AtTask, you don’t have to be traditional. Adapt to change and keep your customers happy with a modern, Agile approach
to work. AtTask Agile makes it easy to break down stories, prioritize work, estimate time frames, and stay up-to-date with burn-
down charts that offer a quick view of how work is progressing toward expected completion dates. With AtTask, your Agile team
can work faster—and smarter.
To request a free trial of AtTask Marketing Work Cloud and see how your team could use AtTask to become more Agile, please
contact us at the following:
• 200 collateral pieces—four times more than what had
been produced the previous year, yet the department
was less stressed
• Fewer meetings, with only twice-weekly, 15-minute
scrum meetings
• More accountability and shared information without
wasting time
• 20 percent cost savings
• 400 percent increase in productivity
• 95 percent sprint tasks completion rate
• 30 percent increase in client satisfaction rating
ONE LAST WORD ON AGILE
If you still have doubts about whether it’s worth the effort to transition to Agile marketing, consider the marketing department
of the Extended Campuses of Northern Arizona University, which switched from a traditional marketing model to Agile
marketing in 2011.18
Two years later, the results included:
While change is always difficult, it is often necessary. And the overwhelming success of creative teams and agencies
that have implemented Agile methods makes it clear that it’s a change worth making. Stop living with the chaos and start
managing a more collaborative, adaptable, modern, and successful creative team.

Endnotes
1. “Agile Marketing Makeover,” University Business,
accessed July 16, 2014, http://www.universitybusiness.
com/moe/article/agile-marketing-makeover.
2. “Everything is Marketing, Everyone Must be Agile,”
Chiefmartec.com, accessed July 16, 2014, http://
chiefmartec.com/2012/06/everything-is-marketing-
everyone-must-be-agile/.
3. Agile Trend in Marketing,” Infoware Studios, accessed
July 16, 2014, http://infowarestudios.co.za/our-services/
agileware/agile-in-marketing/.
4. “Applying Agile Methodology To Marketing Can Pay
Dividends: Survey,” Forbes, accessed July 16, 2014,
http://www.forbes.com/sites/jenniferrooney/2014/04/15/
applying-agile-methodology-to-marketing-can-pay-
dividends-survey/.
5. Ibid.
6. Ibid.
7. “Agile Marketing Part 1 – The Importance of Adapting
to Change,” Doublethink. com, accessed July 16, 2014,
http://thedoublethink.com/2010/11/agile-marketing-part-
i-the-importance-of-adapting-to-change/.
8. “Applying Agile Methodology To Marketing Can Pay
Dividends: Survey,” Forbes, accessed July 16, 2014,
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9. Ibid.
10. Ibid.
11. Ibid.
12. Morrow, Rich. “How to Unlock the Promise of Agile
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17. “Agility in Action: How Four Brands Are Using Agile
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