the path to business agility

Title Here

The Path to Business Agility

John E Parker, CEO Enfocus Solu5ons, Inc.

Enfocus Solu+ons, Inc So8ware and Service for Business Agility

John E. Parker •  Chief Executive Officer of Enfocus Solutions Inc. •  Previous Positions

o  EVP and CTO, MAXIMUS Inc. o  Outsourced CIO, Enterprise Strategy Consultant o  EVP and Cofounder, Spectrum Consulting Group o  BAI Instructor of Finance and Banking o  KPMG Partner

•  Expertise o  Agile Development using Scrum and Kanban o  Agile Portfolio and Program Management o  Business Intelligence and Analytics o  IS Service Strategy and Design o  Enterprise Business Analysis o  Collaborative Business Architecture o  Business Process Improvement, Reengineering, and

Management

Contact: •  http://enfocussolutions.com •  info@enfocussolutions.com

Compe++ve Pressure

Disrup+ve Technologies

Regulatory Change

Customer Demands & Expecta+ons

Economic Instability

Security Threats

Today’s Challenging Business Environment

Nega+ve Social Media Impacts

The Problem

•  Seventy percent of the companies on the Fortune 1000 list ten years ago have vanished—many because they were unable to adapt to change. Companies face constant change and threats triggered by market and technology shifts.

•  In the complex business world that we operate in today, companies must be able to adapt rapidly to the constant changes in the environment and customer behavior.

•  Implementing agile software development practices is not enough to enable business agility. Business agility also requires the ability to rapidly change business processes, organization, skills, rules, data, and technology.

Why Customer Experience? •  Commodi5za5on has stripped away exis5ng sources of differen5a5on. •  Tradi5onal industry boundaries have dissolved. •  Customers have more power than ever.

Business Impact of CX CX leaders had a cumula5ve 43% gain in performance over a six-‐year period (2007 to 2012), compared with a 14.5% increase for the S&P 500 Index and a 33.9% decrease for CX laggards

The Age of the Customer

Source: FORRESTER PERSPECTIVE: The Business Impact Of Customer Experience

What is Business Agility?

Agility is the ability of a business to react quickly to change by: •  Quickly sensing threats, problems

and opportunities and

•  Rapidly responding with solutions that address business and customer needs

•  By efficiently changing processes, responsibilities, rules, data, and technology

•  To Realize expected business and customer outcomes.

PortfolioService Strategy

Business C

hangeProgram

BusinessService

TechnicalService

Service DesignService PortfolioManagement

Customer Development

LaunchImproveRetire

BusinessFeature

ArchitectureFeature

BusinessEpic

ArchitectureEpic

EpicBacklog

PDIA - Plan-Do-Inspect-Adapt

Innovation Management Impacts, Gaps, and Risks Value Flow Management

FeatureBacklog

Collaborative Business Architecture

Product Discovery

People Process

Data RulesTechnology

People Process

Release Planning and Management

CheckPerformanceLearn

Conduct Experiments

Bundle Bundle Bundle

DevOps UX Devops RTEShared

ProductManagement

Developers & Testers

ScrumMaster

ProductOwner

PortfolioManagement

ProductBacklog

Negotiated Changes

Sprint 1 Sprint 2 Sprint 3 Sprint 4 HIP Sprint

ProductBacklog

Bundle

System Team

Validate Before Building

Continuous Verification Develop on Cadence

Deliver on Demand

Outcome Based Services

ChangeExperiment

Change Experiments Validated Learning

Dev Team

OutsourcedTeam

ProductBacklog

Reusable Knowledge

MeasurePerformance

Reduce Waste

Hypothesis & Assumptions

Bundle Bundle Bundle

Agile Release Train

Agile Product Development

SDP SDP

Managing Flow of Value and Realization of Benefits

ServiceManagement

AgileDevelopment

Kanban Management Validated Learning

Lean Value Streams

Lean Business Agility Framework

Continuous Customer Engagement

MVPs/ExperimentsCustomer & Need

Pivots

Heuristics

EpicOwner

FeatureOwner

BusinessSponsor

EnterpriseArchitect

ServiceOwner

ProcessOwner

Change Team

Understand Impacts. Gaps & Risks

Eliminate Waste

Hypothesis and Assumptions

Address Real Problem or Need

TransformationEpic

UtilityWarranty

Customer Experience

Transparency

Limit WIPVisualize Workflow

Manage Flow

Value StreamMapping

Participatory DesignCurrent StateFuture State

Transformation PlanService Delivery Model

Learning

People Process

Value StreamOwner

ReleaseManagement

Lean Budgeting and Accounting

Value StreamAccounting

Lean-AgileBudgeting

Innovation Accounting

Business and Customer Outcomes

Lean Change Canvas

Hypothesis and Assumptions

ManageFlow

Plan-Do-Inspect-Adapt

Services

Features

Stories

Nego5ated Changes

Impacts

Service Design

PorHolio

Program

Business Change

Gain an understanding of customers and their problems, and design services to address the problems. Monitor services and related components to ensure they are cost effec5ve and deliver value to the customer. Ac5ve, planned, and re5red services are maintained in the Service PorHolio.

Driven by business opportuni5es, mergers and acquisi5ons, technological change and market threats, por]olio management evaluates and priori5zes Epics represen5ng approved ini5a5ves that drive business value. Each Epic is analyzed for impacts, gaps, and risks. Epics are maintained in the Enterprise Epic Backlog.

Roadmaps

Releases

Sprints

Self-‐organizing teams are empowered to design, build, and test their feature or components. Their work is maintained in a local Product Backlog that is under the purview of the team’s product owners.

Product Management decompose Epics into Features. Each Feature is validated to ensure it solves the customers’ problem and delivers value to the business. Features are road mapped and allocated to releases. Release Management work closely with teams to plan and deliver releases. Features are maintained in a Feature Backlog and managed using Kanban.

Change champions use Lean Change Methods to nego5ate needed changes to business processes, technology, data and business rules. Closely working with stakeholders, change experiments are defined and executed in the form of MVCs. Learning is validated and adjustments are made before full enterprise deployment. Work is managed using Kanban and coordinated in Release cycles.

Validated Learning

Managing Business Agility – The Big Picture

Business Agility: New Roles for BAs and PMs

Business Analyst

Requirements are now defined as stories and elaborated through conversa5ons with stakeholders. The tradi5onal requirements development and management role changes significantly in Agile. New Roles for Business Analyst are: •  Service Design •  Product Management •  Business Change Management •  Product Owner

Project Managers

Project management is very different in an Agile environment. Self-‐organizing teams now define and manage their own tasks. New roles for Project Managers are: •  Release Train Engineers •  Por]olio Management •  Business Change Management

Customers Services Business

Development And Test

Opera+ons & Support

Reduce 5me to obtain and respond to

customer feedback and design needed

service enhancements

Reduce 5me to enable business changes to support service enhancements

Balance speed, cost, quality, and risk through con5nuous

delivery

Accelerate so8ware delivery

to support service changes

Sa5sfy customers through opera5onal

excellence

Business Agility

Con+nuous Service Improvement

Enterprise Agile Delivery

Customer Needs Valida8on Service Strategy & Design Business Change Management

DevOps Agile Development

Impacts, Gaps, and Risk Customer & Market Needs Service Design Thinking

Service Strategy & Design

Customer Needs

Valida+on

Business Change

Management

Achieving Business Agility

1. Enterprise Agile Delivery •  Agile Delivery Teams (Scrum or Kanban) •  Agile Por]olio and Program Management •  DevOps

2. Service Strategy and Design •  Service Por]olio Management •  Service Delivery Model •  Service Design

3. Customer Needs Valida+on •  Customer Discovery •  Customer Valida5on •  Customer Experience

4. Business Change Management •  Collabora5ve Business Architecture •  Impact Analysis •  Lean Change Management

Enterprise Agile

Delivery

Why Agile?

•  The agile process is the universal remedy for software development project failure. •  The secret is the trial and error and delivery of the iterative process. •  Software should be built in small, iterative steps with small, focused teams. •  The project team delivers functionality in small bites or steppingstones.

So8ware applica5ons developed through the agile process have three +mes the success rate of the tradi5onal waterfall method and a much lower percentage of +me and cost overruns.

Source: Standish Chaos Report 2011

Enterprise Agile

Delivery

Agile Teams (Scrum or Kanban)

Agile Por]olio and Program

Management

DevOps

•  Self organizing teams manage day-‐to-‐day work using either Scrum or Kanban.

•  DevOps promotes communica5on, collabora5on and integra5on between so8ware developers and IT opera5ons and support teams.

•  The goal is to support rapid or con5nuous deployment of releases by maximizing predictability, efficiency, security and maintainability of opera5onal processes.

•  Defines and priori5zes epics which are priori5zed based on funding

•  Decompose Epics into Features •  Allocate Features to Releases •  Releases are built by a group of agile teams called an Agile Release Train

Enterprise Agile Delivery Agile Teams (Scrum or Kanban)

Strategies Outcomes 1.  Determine ini5al areas to apply agile 2.  Determine agile methods to use (e.g. Scrum,

Kanban) 3.  Organize and collocate ini5al set of agile

teams 4.  Establish ini5al product backlogs 5.  Define methods for es5ma5ng (story points

or ideal hours) 6.  Provide training and support to agile teams

across first few sprints un5l team veloci5es are known and established

7.  Develop inspect and adapt processes using retrospec5ves

8.  Define agile ceremonies

1.  Shorter cycle 5mes for development of so8ware

2.  Higher quality and lower defect density 3.  More transparency and beker visibility for

agile teams and the business 4.  Higher customer sa5sfac5on

Enterprise Agile Delivery Agile Portfolio and Program Management

Strategies Outcomes 1.  Chose framework for scaling agile 2.  Define value streams and align teams to

value streams 3.  Design release planning process 4.  Standardized methods for defining and

priori5zing Epics 5.  Develop process to prepare roadmaps 6.  Enable visualiza5on of work at the por]olio

and program level 7.  Modify budget and accoun5ng processes to

support agile 8.  Modify stakeholder review and approval

processes 9.  Define new roles and responsibili5es for

agile por]olio and program management •  Release Train Engineer •  Product Management •  Por]olio Manager

1.  Shorter cycle 5mes for development of ideas to delivery to the business

2.  Delivery of more business value achieving beker business outcomes

3.  Coordinated release management across mul5ple teams in the value stream

4.  More transparency and beker visibility for agile teams and the business

5.  Quicker and higher ROI

Enterprise Agile Delivery DevOps

Strategies Outcomes 1.  Conduct planning mee5ngs to define the culture

and capabili+es to support DevOps. •  Real 5me change control •  User access control •  Automa5on •  Visibility and control •  Configura5on management

2.  Iden5fy quick wins to enhance communica5ons and coordina5on between the two groups

3.  Discuss types of releases, dura5on of releases, and changes that need to be made to the current release management process

4.  Evaluate how process is currently automated and explore opportuni5es for addi5onal automa+on

5.  Explore opportuni5es for using cloud technologies to quickly provision new environments

6.  Ini5ally implement procedures to support con+nuous integra+on

7.  Later, implement procedures or prac5ces to support con+nuous deployment

8.  Assess risks and find ways to manage and control risks

1.  Shorter cycle 5mes for development of so8ware 2.  Higher quality and lower defect density 3.  Coordinated release management across mul5ple

teams in the value stream 4.  More transparency and beker visibility for agile

teams and the business

Challenges Scaling Agile •  Overcoming cultural problems •  Achieving transparency and visibility into what is

happening in the business and across multiple teams.

•  Realigning roles and responsibilities o  Transforming PMs and BAs to new roles o  Transitioning QA and testing to teams

•  Applying agile to other IT areas that are not software development: ERP, Infrastructure, etc.

•  Overcoming process inconsistencies that have evolved among various Agile teams

•  Extending agile to business change activities •  Overcoming issues relating to long review/

approval cycles.

•  Overcoming the potential conflicting goals between operations and development.

Agile Scaling Frameworks

•  Scaled Agile Framework (SAFe) was developed by Dean Leffingwell as an Agile framework that provides an Agile approach based on team, program, and portfolio levels.

•  Disciplined Agile Delivery Framework (DAD) was developed by Scott Ambler and is more of a lightweight, hybrid project-level framework.

•  Managed Agile Development Framework – The Managed Agile Development Framework, developed by Charles Cobb, is a hybrid project-level framework that was originally designed to apply an Agile development process to a large and complex, fixed-price government contract. It is somewhat “heavier weight” than both the SAFe and DAD frameworks, but it can be scaled down easily if necessary.

The Dilemma Between Development and Operations

Development Wants Rapid Change

Measured by amount of valuable soKware delivered

Opera+ons Wants Stability

Over 80% of outages are caused when making changes.

The Business Wants Both Features are needed for increased

revenues and growth. Outages cost the business significant dollars

Is DevOps the Answer? DEVOPS DevOps is a culture that emphasizes collabora5on and integra5on between so8ware developers, testers and IT opera5ons staff to improve reliability and security and achieve faster development and deployment of so8ware.

Service Strategy and Design

Service Por]olio Management

Service Delivery Model

Service Design

•  Defines what services are offered •  Iden5fies service enhancements (epics) needed to sa5sfy customer needs.

•  Determines which services need to be re5red or replaced to reduce cost, meet customer demand, and gain a compe55ve advantage.

•  Defines how demand and supply for a group of services is managed?

•  Services are op5mized for opera5onal efficiency and to meet customer needs.

Service Strategy and Design Service Portfolio Management

Strategies Outcomes 1.  Define business services to support strategic

capabili5es 2.  Define technical services needed to support

business services 3.  Ra5onalize the applica5on por]olio to

reduce costs, improve agility, and free up funds to support transforma5on.

4.  Iden5fy opportuni5es for further savings by ra5onalizing the service por]olio

5.  Implement lean budge5ng and accoun5ng prac5ces

6.  Implement service por]olio management prac5ces for

•  Launching new services •  Re5ring services •  Enhancing services

7.  Design and implement Con5nual Service Improvement process to constant improve services and service delivery

1.  Beker alignment between IT and the Business through providing services needed to supports strategic capabili5es

2.  Significant cost reduc5ons in terms of consolida5ng service offerings and related applica5ons

3.  Beker business outcomes by focusing on services needed to support business strategy

Service Strategy and Design Service Delivery Model

Strategies Outcomes 1.  Design efficient service delivery model using

lean value streams focusing on delivering a superior customer experience

2.  Achieve opera5onal excellence through elimina+on of non-‐value ac+vi+es

3.  Build effec5ve supplier management processes

4.  Transform IT to become a service broker

1.  Significantly shorter request to delivery cycle 5me.

2.  Significant cost reduc5on through lean service delivery model

3.  More efficient sourcing and supply chain through enhanced supplier management process

4.  Greater customer sa5sfac5on and loyalty resul5ng in higher renewal rate and more referrals

Service Strategy and Design Service Design

Strategies Outcomes 1.  Document warranty for each service using

service level requirements •  Availability •  Capacity •  Security •  Con5nuity

2.  Use Features to document service u+lity 3.  Iden5fy and document customer

touchpoints to achieve consistent customer experience

4.  Simplify services through removing non-‐value added func5onality, removing complexity, and replacing costly components

5.  Build flexible service components suppor5ng analy5cs, cloud, and mobile technologies

6.  Use Enfocus Solu5ons so8ware to support Service Design ac5vi5es and maintain SDPs.

1.  Beker alignment between IT and the Business

2.  Enhanced infrastructure elas5city through integra5on of cloud and managed services

3.  Beker customer experience though consistent management of customer touchpoints

4.  Greater customer loyalty resul5ng in higher renewal rate and more referrals

5.  Provide features that customers want 6.  Achieve higher renewal and referral rates

2001 2006 2011 2016

Infrastructure Only

Infrastructure & Applica5ons

Business Shared Services

IT Process Op+miza+on (ITIL) Standard opera5onal processes (e.g., problem or incident management) to

ensure predictable delivery

Infrastructure Services Hos5ng, network, and storage become orderable services in a service catalog

End-‐to-‐End IT Services Packages all the technologies, processes, and resources across IT needed to deliver a specific business outcome while hiding technical complexity

Business Shared Services Combines IT and non-‐IT resources

required to deliver a specific business outcome

Evolution of Service Management

Limita+on: Needs Strong CEO Support

Limita+on: Infrastructure alone is unable to drive business outcomes or solve business needs

Limita+on: Business does not directly see the benefits

Infrastructure services and end-‐to-‐end IT services can coexist.

The move to deliver IT within business services has different origins and usually emerge outside IT.

Source: CEB CIO Execu5ve Board

What is Service Portfolio Management?

•  The main goal of service portfolio management is to manage the right mix of services to:

o  Maximize the realization of value to the business

o  While balancing risks with the costs.

•  Aligns IT to the business through defining the portfolio of services that IT offers and gaining an understanding of how they provide value to the business.

•  Provides a better understanding of customer requirements and delivery costs to continually find ways to reduce delivery costs while improving business outcomes.

Service Portfolio vs. Service Catalog

•  An IT Service Portfolio describes services in terms of business value, specifying what the services are, how they're bundled or packaged and what business benefits they provide. It’s articulated from the customer's perspective and answers the questions: o  "Why should I buy this service?" o  "How much do I need to budget for IT services?" and o  "Why should I buy it from my internal provider rather than

an external service provider (ESP)?”

•  An IT Service Catalog is a service order and demand-channeling mechanism. It takes services that are defined in the service portfolio and describes them as offerings that a customer can buy through an online service catalog.

Start with Service Portfolio Not the Service Catalog

•  According to Gartner, many IT departments developed an IT service catalog composed of technical services such as applications, platforms or servers that are simply a reflection of functional silos within IT and not aligned with business need or outcomes

•  As a result, these IT organizations have continued to be self-focused at the expense of delivering business value.

•  Gartner predicts that IT organizations that developed their IT service catalogs prior to their IT service portfolios will suffer additional costs of overhauling the service catalog once the portfolio is defined.

Source: Document the IT Service Por]olio Before Crea5ng the IT Service Catalog, Gartner, January, 2009

Procure to Pay Service

Order to Cash Service

Hire to Re5re Service

Service PorHolio Services Suppor+ng Business Capabili+es

Product PorHolio

Accounts Payable Purchasing

Mobile Purchase Order App

Purchasing Analy5cs

Accounts Receivable

Customer Rela5onship Management

Order Management

Sales Analy5cs

Payroll Human Capital

Management

Learning Management

Employee Web Portal

Storage Servers Network Database Management Security

Agile Service Portfolio

Applica+on So^ware Services (Teams)

Infrastructure Services (Teams)

What is a Service Delivery Model?

•  A Service Delivery Model defines how Demand and Supply are managed for a group of services.

•  The Service Delivery Model addresses the following Demand functions o  How are services ordered o  How are customer relationships managed o  How are customer needs and expected outcomes identified o  How are service enhanced and new innovations introduced

•  The Service Delivery Model addresses the following Supply functions o  How is the service delivered o  How suppliers are managed o  How service problems and incidents are managed o  How is service performance measured o  How are service enhancements developed and delivered

An efficient Service Delivery Model is key for an agile enterprise.

It takes more than just implemen5ng agile development prac5ces to make an agile enterprise.

Service Delivery Model

Business

Development Infrastructure & Opera+ons

Customers Users

Product Managers

Business Leaders

Finance Compliance

Team Team

External Customers

Internal Customers

Service Desk

Security Opera5ons

Infrastructure

Releases

Marke5ng

So8ware Requests

Support

Services

Support

How Waste and Blockages Occurs

Business

Development Infrastructure & Opera+ons

Customers Users

Product Managers

Business Leaders

Finance Compliance

Team Team

External Customers

Internal Customers

Service Desk

Security Opera5ons

Infrastructure

Releases

Marke5ng

So8ware Requests

Support

Services

Support

Not Using MMFs

Not Involved

Not Priori5zing Features

Not Doing Incremental Development

Tes5ng Involved a8er Development

Not Involved Upfront

Rigid Release & Deployment

Don’t Understand Big Picture

Needs Not Validated

Slow Adop5on

Slow Approvals

Corporate IT as Service Broker

•  For many organizations, IT is evolving from developing custom applications to being a broker of third-party applications and technologies provided through the cloud.

•  Enterprises are transitioning from operating their own infrastructure and applications to a mix of cloud services and on-premise applications.

•  The Cloud is helping IT organizations transform from being a bottleneck to facilitating corporate agility.

•  A well designed service delivery model helps facilitate this transformation in IT.

Stakeholder Maps Service Safaris

Shadowing Personas

Story Telling

Service Blueprints

Drama Coaching

Customer Lifecycle Maps

Business Model Canvas

Idea Genera5on What If… Design Scenarios

Storyboards

Customer Journey Maps

Contextual Interviews

The Five Whys

Cultural Probes

Mobile Ethnography

Day in The Life

Expecta5on Maps

Desktop Walkthroughs

Service Prototypes

Service Staging

Agile Development

Co-‐Crea5on

Service Design Thinking Techniques

Touchpoints Encounters where the organiza5on and its customers engage to exchange informa5on, provide services, or process transac5ons.

Digital Touchpoints Touchpoints where the encounter occurs

through means of electronic devices, media or content, such as a mobile phones, web

sites or social media.

Touchpoints

Customer Needs Valida+on

Customer Needs Validation

Customer Needs

Valida5on

Customer Discovery

Customer Valida5on

•  Define Minimum Viable Products (MVP) to test assump5ons

•  Validate learning through conduc5ng various experiments?

•  Start with hypothesis and assump5ons •  Document who the customers and users are using personas

•  Document user ac5vi5es using scenarios

Customer Experience

•  Understand customer experience by defining touchpoints and customer journeys

•  Op5mize overall customer experience across func5onal delivery teams

Customer Needs Validation Customer Discovery

Strategies Outcomes 1.  Ensure you are building something the

customer wants using Lean Startup concepts a.  State hypothesis b.  Test problem hypothesis c.  Test product concept d.  Inspect and Adapt

2.  Define Epics and Features star5ng with hypothesis and assump5ons.

•  Customer – Who is using the product •  Problem – What problem do they have •  Solu+on – How will you solve the problem

3.  Develop techniques for customer discovery interviews

4.  Gain beker understanding of customer problems through using personas, scenarios, needs, and use cases.

5.  Iden5fy and evaluate poten5al solu5on op5ons using MVPs

6.  Ensure problem/solu+on fit

1.  Save Time and Money by discovering early on if something won’t work.

2.  Make course adjustments before you build a large product

3.  Reduce development costs (Every hour spent on customer development saves 5 hours or more of code and test.)

4.  Lower development and opera5onal cost by not building features that will not be used.

5.  Avoid costly mistakes by not building products customers do not want

6.  Increased transparency and visibility into customers and their needs

7.  Increase innova5on through experimenta5on

8.  Gain a compe55ve advantage through developing products customers want

Customer Needs Validation Customer Validation

Strategies Outcomes 1.  Validate hypothesis and assump+ons

using MVPs with itera5ve cycle. •  Get Ready to Sell (Implement) •  Sell to visionary customers •  Develop posi5oning •  Inspect and Adapt

2.  Build effec5ve procedures for Inspect and Adapt.

3.  Ensure product/market fit before building the product

4.  Involve Customers in valida+on process using Lean Startup techniques

5.  Pivot when hypothesis or assump5ons are proved wrong

2.  Reduce developer frustra5on and costs by valida5ng need before building solu5on

3.  Gain a compe55ve advantage by being able to deliver products that customers want.

Customer Needs Validation Customer Experience

Strategies Outcomes 1.  Provide product management teams

training on customer experience 2.  Document touchpoints and create

customer journey maps 3.  Create low fidelity prototypes where

needed 4.  Incorporate service design thinking

techniques in design of services and products

2.  Achieve business value more rapidly though faster and wider user adop5on

3.  Reduce developer costs and frustra5on through beker understanding of need

4.  Significantly improve customer loyalty through enhanced customer experience

5.  Gain a compe55ve advantage by being able to deliver products that customers want.

Source: Jim Johnson, Chairman of Standish Group, quoted in 2006 in: http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS

The Problem: 64% of Func+onality is Rarely or Never Used

The Cause: Poor Discovery and Valida+on The Result: Higher Costs, Lower Value, Longer Cycle Times

What is Customer Development?

Customer Development is a four-‐step framework developed by Steve Blank to discover and validate that you have iden5fied the market for your product, built the right product features that solve customers’ needs, tested the correct methods for acquiring and conver5ng customers, and deployed the right resources to scale the business.

Business Change Management

Business Change

Management

Collabora5ve Business

Architecture

Impact Analysis

•  Assess impacts, gaps, and risk for every Epic

•  Manage necessary business changes for every Feature

•  Document what is required to run the business including capabili5es, processes, people, services, data, and rules

•  Use knowledge management prac5ces to manage architecture

Lean Change Management

•  Use Change Canvas to document hypothesis and assump5ons

•  Approach change in small steps by defining MVCs

•  Validate learning using validated change cycle

•  Transparency and visibility are essen5al

Business Change Management Collaborative Business Architecture

Strategies Outcomes 1.  Develop and implement Collabora+ve

Business Architecture for: •  Business Processes •  Enterprise Data •  Stakeholders •  Business Rules •  Services

2.  Maintain catalog of customer and user personas to use in Service Design and development of user stories

3.  Determine accountability for maintaining and suppor5ng knowledge

4.  Define governance structure to maintain architecture

5.  Increase transparency and visibility 6.  Incorporate maintenance and use of

the CBA into the flow of work

1.  Enable business changes more rapidly by having the informa5on available to make decisions and understand how things work

2.  Delivers transparency and clarity to enable stakeholder collabora5on, issue analysis, and problem resolu5on

3.  Establish a common vocabulary across teams by providing knowledge of how the business operates

4.  Provides mechanism to align so8ware changes with business process changes

5.  Helps ensure so8ware supports op5mized lean business processes instead of “just repaving the cow path”

Business Change Management Impact Analysis

Strategies Outcomes Epics 1.  Assess gaps, risks, and impacts for

architecture and business epics 2.  Visualize impacts at por]olio and program

level 3.  Implement agile methods to manage

impacts and risks 4.  Create Epics for organiza5onal change or

transforma5on ini5a5ves

Features 1.  Nego5ate changes to resolve gaps and risks 2.  Develop effec5ve methods to improve

transparency and increase stakeholder engagement

3.  Create features to document hypotheses and assump5ons for change experiments

1.  Addresses complex regulatory and compliance issues in agile environment

2.  Avoid surprises and reduce risk 3.  Respond to threats and opportuni5es more

quickly and effec5vely

Business Change Management Lean Change Management

Strategies Outcomes 1.  Transi5on from tradi5onal

organiza5onal change methods to Lean Change Management Methods using •  Change Canvas •  Change Experiments •  Agile methods (Kanban) •  Validated Learning

2.  Develop effec5ve methods to nego5ate Changes with stakeholders and improve stakeholder engagement

3.  Increase transparency and visibility

1.  Align so8ware changes with needed business changes

2.  Achieve faster and wider user adop5on 3.  Enable business changes more rapidly 4.  Helps ensure so8ware supports

op5mized lean business processes instead of “just repaving the cow path”

•  Gain insight into Impacts, Gaps, and Risks

•  Visualize work at the Por]olio, Program and Team Level

•  Make everything visible between team and among teams

•  Enables Coordina+on of agile business ac5vi5es with development team ac5vi5es

•  Maintain collabora+ve business architecture so that agile teams understand and support the big picture

•  Understand business outcomes for every Epic, Feature, and Story

Transparency and Visibility

Process Owner

Release Manager

Technical SMEs

Quality Assurance

Business SMEs

Service Owner

Collaborative Business Architecture

Developer Business Analyst

Risk Management The Issue For most organizations, there tends to be a poor understanding of the risk that IT has on the business.

•  Business leaders fail to realize the significant business impact IT risks can have because they do not understand the technology.

•  IT may not have a full understanding of how the business relies on the technology.

•  Failing to address this gap places an organization in jeopardy. •  The speed of agile only exacerbates this situation.

The Answer IT must partner with the business to ensure mutual understanding of the business impact of IT risks. When this occurs, technology risks can be addressed and managed in conjunction with business change. This can be achieved through:

•  Developing a Collaborative Business Architecture to provide visibility of the relationships between IT services and the business.

•  Identifying Impacts where IT and the business can collaborate to identify risks minimizing the effect on cycle time.

•  Assigning accountability to IT or business staff to monitor and mitigate each identified risk?

•  Providing visibility of the impacts and associated risk to agile IT and business teams

So8ware

Por]olio

Program

Feature

So^ware Delivery

Value Discovery

Investment Funding

People Process Technology Data Rules

Impact

Business Change

Impact

Impact Impact Impact

Impact

Impact Impact

Impact

Change

Change Change

Change

Change Change

Nego+ated Changes

Impacts, Gaps, and Risks

Understand Impacts of Change

The Lean Change Method

Core Concepts •  Co- Creation and Collaboration •  Negotiated Change •  Validated Learning •  Use Kanban to Manage Changes •  Change Canvas •  Minimum Viable Changes (MVC) •  Validated Change Cycle •  Change Pivots •  Capability and Performance Metrics •  Cadence •  Modular Components usable in isolation

Enfocus Solutions Software and Services for Business Agility

•  We provide services and software to help companies achieve Business Agility. •  Strategy Services - We can help you define a comprehensive strategy and approach

for business agility that will work for your organization. •  Implementation Services - In addition, we can help you with many of the

implementation tasks along the way such as: o  Rationalizing your Application Portfolio o  Defining your Service Portfolio o  Implementing Service Design Processes o  Implementing Customer Development Practices o  Scaling Agile to the Enterprise o  Addressing complex risks and compliance issues o  Designing and testing lean business change management experiments o  Developing and implementing a Collaborative Business Architecture o  Retooling your business analysts, and project and program managers to transition to agile

•  Software – designed to fully support enterprise business agility. Component of implementation services offering to accelerate delivery of desired business outcomes.

The End

the path to business agility

business processes

expected business

business agility johneparker

changes sprint

complex business world

analytics o

kanban o agile portfolio

management contact

Business

the path to agility and innovation

module 2 - clear path business agility

obstacles on agility path

hybrid cloud - your path to business agility -...

kanban - an alternative path to agility (agile adria)

1 componentized applications and the new business agility:...

creating a global engineering culture - path to agility 2014

principle-centered agility - your path to better options

path to agility: avoiding common pitfalls in agile adoption

aws summit melbourne 2014 | the path to business agility for...

path to agility - adoption patterns to overcome...

play on the path to agility · play on the path to agility...

business process agility

path to agility, ken schwaber

module 3 - clear path technical agility

path to agility

streamline path to business agility

business rules maken business agility waar

kanban - follow your own path to agility

business agility 20160601