Background
My question deals with introducing Scrum and/or Kanban in a small organisation (currently 9 employees), but with several more or less distinguished areas of focus, some including only one person. Mainly my concern is with how to keep everyone in the organisation involved in where we are heading as an organisation, but finding a better method than less-than-productive weekly meetings, like we have now.
We are a community TV channel, with our main sources of income being either paid video/TV productions or projects with grants for a limited time (usually 1-3 years), plus some "general income" such as membership fees and sponsoring. The projects are in that sense partly separate (as they have their own aim, purpose & budget, stated in the project application), but still an integral part of the organisation.
Current organisation
Our current organisation looks like this (some staff are involved in several projects/teams):
- 1. Executive Director (100%)
- 2. Director of Operations (100%)
- 9. Marketing (25%, not technically a paid staff role, but at the moment rather an extra responsibility of one of the project leaders below)
- 3. Financial administrator (20%, accounting, human resources)
- 4. Programming manager, incl. IT & administration (100%)
- Production Team (also includes others when there is demand)
- 5. Producer (50-60%)
- 6. Technical manager (50%)
- Projects
- Project 1
- 7. Project leader (100%, but up to 25% also with general productions)
- 8. Developer (50%, server management, programming, web - including about 10-15% with development of the organisation's website)
- 5. Producer (40-50%)
- 3. Financial administrator (15%)
- Project 2
- 9. Project leader (75%)
- 5. Producer (about 10%)
- 3. Financial administrator (15%)
- Project 1
To complicate further, The Director of Operations, Technical Manager & the Project Leader for Project 1 are all available for productions when demand arises. Even the Executive Director at times. And the developer, employed at 50%, is using 25% of his time for the general website.
100% means 40 hours per week. Thus, the Project Leader for Project 1 is working 30-40 hours per week with Project 1, since he's also available for productions that require more people, etc.
Going forward
My idea is that the Director of Operations (me) will also be the Scrum Master both for the Production Team & Project 1. Project 2 is on its last year and consists mainly of the project leader. For Project 1 Scrum would fit well, particularly for the developer parts, but Kanban would be more fitting for the Production Team, as well as the production parts of Project 1.
But how then to keep the financial administrator & the programming manager in the loop? The financial administrator will not really benefit from participating in daily scrums & the programming manager is kind of independent, although partly connected to the Production Team. And the producer is divided between the Production Team & the two projects.
One reason I've been looking into agile project management is to assist the project leader in Project 1, as his experience in planning & leading projects is very limited.
Conclusion
Sorry for a long post. But do you think some combination of Scrum and Kanban would work for an organisation like this? Some of us have started to use Trello for this.
And how to keep everyone in the organisation in the loop with what's happening in the other teams and for the organisation as a whole? We have started using Slack for team communication, but since we're all physically in the same facility, some sort of physical meetings with the entire staff would also be good.