itil and agile

0 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.

Service Strategy And Design

Agile Por4olio and Program

Management

Agile Development

Release & Deployment Management

Lean Value Streams

ITIL SAFe Scrum Kanban ITIL DevOps

Lean

Lean Business Change Management

Using Lean, Agile and ITSM to Deliver Spectacular Results

John E Parker, CEO Enfocus Solutions

Lean Change Method

Key Principles •  Outcome Focused Services •  Transparency & CollaboraFon •  Self Organizing Empowered Teams •  Stakeholder Engagement •  Accountability •  Flow with Small Batches •  ConFnuous Inspect and Adapt

Enfocus SoluFons


John E. Parker

•  Chief Executive Officer of Enfocus Solutions Inc. •  Previous Positions

o  Chief Visionary Officer of Enfocus Solutions Inc o  EVP and CTO, MAXIMUS Inc. o  Outsourced CIO for HSHS (Large Healthcare System) o  EVP and Cofounder, Spectrum Consulting Group o  KPMG Partner

•  Expertise o  Agile Development: Scrum and Kanban o  Lean Software Development o  IT Strategic Planning and Management o  Business Change Management o  IT Strategic Planning o  Business Analysis o  ROI and Financial Analysis

Contact: •  http://enfocussolutions.com •  [email protected]


10,000 Foot View

Agile Lean ITSM Business Change PPM Release

Management

Shorter Time

Higher Quality

Lower Cost

User AdopFon

Business Value

Increased SaFsfacFon


Agile: Where are the BAs and PMs? One View of the Future

•  Scrum and Kanban will continue to be the predominant agile methods. Scrum has three roles: Product Owner, Team, and Scrum Master.

•  In Scrum, Requirements are defined using User Stories by the Product Owners and Teams. Requirements analysts are no longer needed as the teams and product owners now define the requirements.

•  Testers will become part of Scrum Teams developing Automated Tests in conjunction with program code.

•  ITIL® Service Strategy and Design will finally become a reality as organizations define End-to-End Business Services.

•  Project Management Offices transform into Enterprise Portfolio Management Offices moving from bureaucracies to keys for delivering value by shifting their focus from managing tasks/costs to managing services and outcomes.

•  IT will continue to struggle to keep up with the fast changing business demand and moves from project-driven delivery to continuous delivery of service enhancements using efficient demand management methods.

•  Project Managers manage Release Trains which consists of a team of agile teams and becomes the primary program level value mechanism.


Agile: Where are the BAs and PMs? One View of the Future

•  More emphasis will be placed on discovery, validation, and learning using methods such as Lean Startup.

•  Business Analysts will discover and validate business, customer, user and service needs for Features and negotiate business changes with stakeholders.

•  New methods for organizational change, such as the Lean Change Method are used to help the organization adjust to the amount of change.

•  Architects work with business SMEs to define business capabilities and maintain the Business Architecture that is used for portfolio decisions and managing change.

•  DevOps teams work to automate release and deployments.

•  Business customers and users have full transparency and collaborate with other teams in co-creation, management and validated learning to delivering better outcomes.


It takes more than just implemenFng agile development pracFces to make an agile enterprise.

Software Value Stream

Business

Development Infrastructure & Opera9ons

Customers Users

Product Managers

Business Leaders

Finance Compliance

HR

Team Team

Team

Team

External Customers

Internal Customers

Service Desk

Security OperaFons

Infrastructure

DBA

Releases

Needs

MarkeFng

SoSware Requests

Support

Services

Support


How Waste and Blockages Occurs

Business

Development Infrastructure & Opera9ons

Customers Users

Product Managers

Business Leaders

Finance Compliance

HR

Team Team

Team

Team

External Customers

Internal Customers

Service Desk

Security OperaFons

Infrastructure

DBA

Releases

Needs

MarkeFng

SoSware Requests

Support

Services

Support

Not Using MMFs

Not Involved

Not PrioriFzing Features

Not Doing Incremental Development

TesFng Involved aSer Development

Not Involved Upfront

Rigid Release & Deployment

Don’t Understand Big Picture

Needs Not Validated

Slow AdopFon

Slow Approvals


Scaled Agile Framework™ Big Picture


Scaled Agile Framework®

•  The Scaled Agile Framework has been proven at many large organizations and works really well for managing solution development for lean, agile organizations.

•  However, it is not enough for moving to Enterprise Agility as it lacks the following: o  Service Portfolio Management and Service Design o  Feature Discovery o  Organizational Change Management (People) o  Business Change Management (Processes, Data) o  Release and Deployment (DevOps) is limited

Agile Development

Scaled Agile

Enterprise Agility

What is your Goal?


Por@olio

Program

Team

Enfocus Solutions Lean Agile Service Framework

Business Discovery & Change Solu9on Delivery

Business Architecture Por4olio Backlog

Team Backlog

Feature

Business Project

Story

SDP

People Change

ObjecFves

Change Canvas

Release Train

Architecture Project

TransformaFon Project

Roadmap

Sprint

Demand Management

Benefits RealizaFon

Vision

Business Case Project

Impacts SDP

Feature

Feature

Release Plan

Feature

Feature

Feature

Story Story

Story Story Story

Story Story Story

Service Change

Data Change

Rule Change

Process Change

Discovery

Feature Backlog

Service Por4olio

Service Service

Nego9ated Change

Validated Learning Valuable SoIware

Business Outcomes

Innova9on & Need

Lean Business Value

Business Customer User Service

Business Model

Delivery

Bundle Bundle Bundle Bundle

Sprint

Sprint

Sprint

Sprint Sprint

Kanban Kanban

Needs Scenarios

SaFsfacFon CondiFons

Tests

Requirements

Bundle

HIP HIP HIP HIP HIP

Technical Teams Business Teams




Management

Agile Development


Lean Value Streams


Lean

Lean Business Change Management Lean

Change Method

Key Principles •  Outcome Focused Services •  Transparency & CollaboraFon •  Self Organizing Empowered Teams •  Stakeholder Engagement •  Accountability •  Flow with Small Batches •  ConFnuous Inspect and Adapt


Enfocus SoluFons


What is Agile Really About?

Valuable SoSware

Self-‐Organizing Teams

MoFvated Individuals

•  Faster Time to Market •  Higher Customer SaFsfacFon •  BeXer Quality •  Increased Business Value

•  Manage Changing PrioriFes •  Shorter Feedback Cycles •  Velocity •  Rapid Learning •  Cadence and Flow

•  Empowered individuals •  CollaboraFon •  DemocraFc decision-‐making •  Transparency


Scrum, Kanban, or Both

Scrum For applica9on Development

Kanban For Infrastructure,

Por@olio Management, and Business Change

Kanban is a conFnuous flow process: items enter the queue and then get “pulled” through a series of steps in the development process. Kanban is oSen visualized on a Kanban board and each step is represented by a column.

Scrum is a simple yet incredibly powerful set of principles and pracFces that help teams deliver products in short cycles, enabling fast feedback, conFnual improvement, and rapid adaptaFon to change. As the leading Agile development framework, Scrum has predominantly been used for soSware development, but it is also proving to be effecFve in efforts far beyond.


Consider Kanban if…

•  Priorities shift on a daily basis. •  You have a need for more flexibility. •  If you implement Agile portfolio and program

management practices. •  You need to manage business change activities.

•  You are using Scrum, but having a difficult time applying to your work context (e.g. Maintenance and Operations).

•  Struggling with implementing Agile in your organization.

•  Need a gradual transition from waterfall type execution to Agile in order to avoid high levels of organizational resistance.

•  Using Scrum or other agile methods, but performance improvements have not materialized or started to level off.


Kanban is For Areas Other than Software

Kanban for Por4olio Management Kanban for MarkeFng

Kanban for ProducFon Support Kanban for Sales




Management

Agile Development


Lean Value Streams


Lean


Change Method

Key Principles •  Outcome Focused •  Transparency & CollaboraFon •  Self Organizing Empowered Teams •  Stakeholder Engagement •  Accountability •  Lean Flow with Small Batches •  ConFnuous Inspect and Adapt


Enfocus SoluFons


What is PPM Really About?

Business Outcomes

Flow

Investment Decisions

•  Higher ROI •  Faster Time to Value •  InnovaFon •  Benefits RealizaFon

•  Roadmaps (Features) •  Release Trains (Bundles) •  Efficient Value Streams •  EliminaFng Waste •  CollaboraFon

•  Business Case (Projects) •  Vision •  Business ObjecFves •  PrioriFzaFon •  Transparency


State of PMOs: It is Time for a Change

•  Most companies with high utilization of PMOs see materially higher IT costs while also failing to deliver projects with higher ROI or better on-time and on-budget performance. (Hackett Group Report, November 2013)

•  Since 2008, the correlated PMO implementation failure rate is over 50% (Gartner Project Manager 2014)

•  50% of project management offices close within 3 years (Association for Project Management,2012)

•  Only a third of all projects were successfully completed on time and on budget over the past year (Standish Group’s CHAOS report)

•  68% of stakeholders perceive their PMOs to be bureaucratic (2013 Gartner PPM Summit)

•  Only 40% of projects met schedule, budget and quality goals (IBM Change Management Survey of 1,500 execs, 2010)


The Old Way The New Way Managing tasks and adhering to a rigid plan. Managing a value stream focusing on customer

engagement and saFsfacFon.

Tight change management and control over amendments to the plan.

AnFcipaFng change and accommodaFng changes as business needs change

Breaking down the project into phases, tasks, and steps

Breaking down the project into independent components called Features that can be built and delivered quickly.

Project success was determined based on whether the project was delivered on Fme and on budget.

Project success is determined based on achieving desired business and customer outcomes.

Focus was on managing tasks and resources. Focus is on managing collaboraFon between team resources and stakeholders to achieve agreed upon objecFves.

Focus is on tracking costs, Fme, and tasks. Focus is on maximizing the delivery of business value more quickly.

Transform the PMO from Bureaucracy to Key Enabler of Agile and Business Value


Vision and ObjecFves

Roadmap

Release Plan

Sprint Plan

Daily Plan

Por@olio

Program

Team

Defines Who, What, When, and Why, Constraints, AssumpFons, ObjecFves, and Outcomes

Provides a view of planned features by service organized by releases over a Fmeline horizon (6-‐12 months)

Facilitated by RTE, Teams parFcipate in developing a plan of what will be delivered in the next release.

Stories, tasks, definiFon of done, level of effort, and commitment for work to be done in a Sprint.

Presented at daily standup meeFngs in the form of 1) what I did yesterday,2) what will be done today, and 3) what are my impediments.

The Five Levels of Agile Planning


Service

Feature

Por@olio

Program

Team

Feature

Feature

Service

Agile Service PPM

Feature

Feature Feature

Feature Feature

Feature

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Task

Task

Task

Task

Task

Task

Task

Task

Task

Task

Services Packages all the technologies,

processes, and resources across IT needed to deliver business

outcomes.

Features Features describe the func9onality, warranty, and customer experience to deliver an outstanding service.

Stories Stories (user, technical, infrastructure)

are the Agile replacement for tradiFonal requirement specificaFons.

Tasks Stories are broken into tasks and

assigned to individual team members.


Enterprise PMO

Enterprise Por4olio Management Office

Por4olio Management (Build IT Services)

Service Management (Run IT Services)

•  Por4olio Management •  Program Management •  Project Management •  Roadmapping •  Release Planning

•  Service Desk •  Service Level Management •  Availability Management •  Security Management •  Service ConFnuity

Management •  Incident Management •  Problem Management •  ConfiguraFon Management •  Change Management

Business Change Management

(Manage Change)

•  Business Outcomes/KPIs •  Business Process Management •  OrganizaFonal Change •  Business Rules •  Business InformaFon Management




Management

Agile Development


Lean Value Streams


Lean


Change Method



Enfocus SoluFons


What is ITSM Really About?

Customer Outcomes

Service Design

Service Por4olio

•  Lower Costs •  BeXer Customer Experience •  Successful Customer Outcomes •  InnovaFon & CompeFFve

Advantage

•  UFlity •  Warranty •  Customer Experience •  Outcomes

•  Business Discovery •  Customer Discovery •  Service Discovery •  User Discovery


2001 2006 2011 2016

Infrastructure Only

Infrastructure & ApplicaFons

Business Shared Services

IT Process Op9miza9on (ITIL) Standard operaFonal processes (e.g., problem or incident management) to

ensure predictable delivery

Infrastructure Services HosFng, 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

Limita9on: Needs Strong CEO Support

Limita9on: Infrastructure alone is unable to drive business outcomes or solve business needs

Limita9on: No impact on transparency or responsiveness to business partners

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 ExecuFve Board


Services that have been reFred.

Services that are used by the business.

Services being developed including new feature or components for exisFng services.

Service Portfolio Management


Procure to Pay Service

Order to Cash Service

Hire to ReFre Service

Service Por@olio Services Suppor9ng Business Capabili9es

Product Por@olio

Accounts Payable Purchasing

Purchase Data

Warehouse

Vendor Data Management

Accounts Receivable

Customer RelaFonship Management

Order Management

Sales Data Warehouse

Payroll Human Resources

Employee Master Data

Sales Data Warehouse

Servers & Storage Network Database

Management Security

Service Portfolio

Applica9on SoIware

Infrastructure and Opera9ons

Desktops & Mobile OperaFons Service

Desk


Defining End-to-End Services End-‐to-‐End services package together the people, processes, technology and data that support key business capabiliFes and user acFviFes.

Web and SOA Services Web services and SOA components that can be published and discovered and invoked by applica?ons.

Infrastructure Services Servers, storage, network and other technologies offered by the infrastructure team.

ApplicaFon Services Services to implement, maintain and support soCware applica?ons.

End-‐to-‐End IT Services

IT Service: Claims Processing Supports all major ac?vi?es rela?ng to claims processing including receiving, inves?ga?ng, processing, and repor?ng

Claims Processing System

Document Management

System

IntegraFon with Accounts

Payable, and eDiscovery

Infrastructure Services for Storage, Servers, Network.

Service Desk applicaFon support for claims processing.

Support Services Services to support customer and users in acquiring, using, and changing the service.

End-‐to-‐End IT services cross IT silos and are aligned closely to business acFviFes, outcomes or capabiliFes.

Types of IT Services End-‐to-‐End Service Example


Service Design: Two Perspectives

U9lity Fitness for Purpose

Warranty Fitness for Use

Experience Desirability and PercepFon


Customers Think End-‐to-‐End Experience

Which Customer Would You Like to Be?


Business Discovery

Customer Discovery

User Discovery

• Business Model • Business Case • Business ObjecFves • Expected Performance • Capability Gaps • Business Changes • Pricing Models • Balanced Scorecard

• Customer Needs • Touchpoints • Customer Personas • Market Needs • Business Process Design • Demand

• User Needs • User Personas • User ExpectaFons • User AcFviFes • Scenarios •  Learning • Prototypes • Storyboards • Usability

Feature Discovery

Service Discovery

• Service DefiniFon • Service Components • Service Delivery Strategy • CapabiliFes • Resources • Service Improvement




Management

Agile Development


Lean Value Streams


Lean


Change Method



Enfocus SoluFons


What is Release Management Really About?

OrganizaFon and Culture

Planning

AutomaFon

•  Transparency •  CollaboraFon •  Cross-‐funcFonal teams •  Agile Values (e.g. Commitment)

•  Release Trains •  Transparency of Business

PrioriFes •  TransiFon Requirements •  VerificaFon & ValidaFon

•  Automated TesFng •  Automated Deployment •  Monitoring •  Cloud – ElasFc Load Balancing •  Version Control •  ConfiguraFon Management


Release Planning

Vision

Roadmap

TransiFon Requirements

Release Train

Team Team Team

Bundle Bundle Bundle

•  PSI ObjecFves •  Requirements •  Lifecycle Events •  VerificaFons



Release Plan


DevOps

Vanson Bourne Survey of 1,300 Senior IT ExecuFves

DevOps is a cultural and professional movement that stresses communicaFon, collaboraFon and integraFon between soSware developers and IT operaFons professionals.




Management

Agile Development


Lean Value Streams


Lean


Change Method



Enfocus SoluFons


What is Lean Really About?

SaFsfy the Customer

Reduce Cycle Times

Develop People

•  Faster Time to Market •  Enhanced Customer Experience •  Increased Value •  Higher Quality

•  Less Waste •  Small Batch Sizes •  Just-‐in-‐Time •  Concurrent Processing

•  Empowered Individuals Shared Knowledge

•  CollaboraFve Problem solving •  CollaboraFon & Transparency •  ConFnuous Improvement


Lean SoIware Development Principles

7 Lean Principles as defined by Mary and Tom Poppendieck


7 Wastes of Software Development

Waste Examples 1. ParFally Done

Work •  Failure to properly validate a feature before assigning it to a team •  PrioriFzing a story without having complete informaFon from Product Owner •  Incomplete/inadequate tasks idenFficaFon

2. Extra Features •  Lack of understanding of the Product Vision •  Not prioriFzing product features •  Failure to understand the real needs of users and other stakeholders •  Gold plaFng Features or not defining MVFs

3. Relearning •  Lack of a proper knowledge-‐sharing process •  Lack of required documentaFon from stakeholders

4. Hand-‐Offs •  Failure to define tasks correctly to complete a story •  Teams working from different locaFons •  Lack of visibility and transparency of the informaFon

5. Delays •  Poorly designed review and approval process •  Using paper instead of documents to transmit informaFon •  Unwanted non-‐value-‐added acFviFes •  Too many things in progress

6. Task Switching •  A shared team working on mulFple projects •  A person assigned to mulFple teams •  InterrupFons in the ongoing tasks •  Testers are not part of the team and involved late in the process

7. Defects •  Staring development on a story with limited understanding on the story •  The story does not saFsfy the INVEST principle or does not have acceptance criteria •  Missing CondiFons of SaFsfacFon on Features •  Lack of technical skill sets for team members

As Defined by Mary and Tom Poppendieck


Remove Delays and Waste Obtaining Approvals Is Usually the Biggest Source of Delays

Which Provides a BeXer Return? •  Geong BeXer at What you Do or •  EliminaFng Delays Between What you Do

Process Cycle Efficiency


Signoffs and Approvals

For Agile, it is imperaFve to move away from a tradiFonal “Review and Approve” process to an “Inspect and Adapt” process. To do this requires:

•  Transparency

•  Stakeholder Engagement

•  Efficient Inspect and Adapt Methods


Manage Knowledge not Paper

•  When agile scales, the amount of interaction between teams and other stakeholders grows exponentially creating significant challenges for organizations.

•  Paper documentation is anti-agile; distribution and version control of paper documents is burdensome and causes delays.

•  Use Enfocus Solutions to manage knowledge and eliminate costly waste from using paper documents.




Management

Agile Development


Lean Value Streams


Lean


Change Method



Enfocus SoluFons


What is Agile Business Change Really About?

Business Outcomes

Business Model & Process Change

OrganizaFonal Change (People)

•  InnovaFon •  Faster Time to Benefit •  Customer SaFsfacFon •  Rapid User AdopFon

•  OrganizaFonal Change •  Business Processes •  Knowledge and Data •  SupporFng IT Services •  Governance and Rules

•  Stakeholder Engagement •  CollaboraFon & Transparency •  Shared Knowledge •  Learning


Change is Difficult

Results of Failure to Change •  Reduced Functionality •  Workarounds •  Reduced Productivity •  Customer Defection •  Losses to Competition •  Regulatory Sanctions •  Business Contraction •  Business Cessation

70% of Change Ini9a9ves Fail •  Lack of a structured change process •  Unpredictable nature of people

Old change models Don’t Work It’s Fme to change the way we change our

organizaFons.

Because of the amount and frequency of change, it is necessary to revise change methods as organiza9ons move to Agile.


Por@olio

Program

Team

Enfocus Solutions Business Discovery and Change

CollaboraFve Business Architecture

ObjecFves

Change Canvas

Release Train

Vision

Business Case Project

Impacts

Discovery

Service Por4olio

Service Service

Validated Learning

Business Customer User Service Business Model

Bundle Bundle

Kanban Kanban

Needs

Scenarios

People Technology Data Business Rules Process

Impacts, Gaps, and Risk

People Technology Data Business Rules Process

Nego9ated Changes

UFlity

Warranty

• NegoFated Change

• MVCs

• AS IS • TO BE

• SLAs • OLAs • Contracts • Components

• Quality • Security • Conversion • Usage

• Compliance • Procedures • Decisions • Workflow • Roles

Touchpoints Outcomes

Bundle

Kanban

Bundle

Kanban

Bundle

Kanban

Stakeholder Engagement

Transparency

I&A I&A I&A I&A I&A


Identify What Business Changes Are Needed

Define Impacts. Address what the needed changes will impact. •  People. Which people or

organizations will be impacted by the project?

•  Processes. What business processes will be impacted?

•  Governance. What rules constrain the project?

•  Data. What data and knowledge is needed?

•  Technology. What IT services and technologies will be impacted?

•  Projects. What other projects will be impacted by the project?


Negotiate Changes •  Assign impacts to organizaFonal change professionals or super users within the organizaFons.

•  Stakeholders should be acFvely involved in the change(NegoFated Change).

•  Changes should be made in small steps and then validated (Validated Learning).

•  Engaging stakeholders like this can significantly improve outcomes and decrease risk.

•  Use Agile Method such as Lean Change Method to manage organizaFonal change.


The Lean Change Method •  Two Key Principles for Lean Change Management

o  You can not control how people will react to change o  People will be happier if they can help develop the change

•  Lean Change Method Core Concepts o  Negotiated Change o  Validated Learning o  Change Canvas o  Use Kanban or (possibly Scrum) to implement

improvements o  Minimum Viable Change o  Improvement Experiments o  Validated Change Cycle o  Capability and Performance Metrics o  Cadence Model of Suggested Meetings and Workshops

NegoFated Change


Lean Change Canvas


Business Change Impacts: Processes

•  It is very important to define and manage needed changes to business processes before starFng on soSware development.

•  All too oSen, Agile Teams define user stories for an anFquated business As-‐Is process versus for an opFmized To-‐Be process

•  Assigning this responsibility to business stakeholders takes a load off of the team

Assign to Business Owner


•  Enfocus Solutions can be applied to a variety of areas including: o  End-to-End Business and IT Service Design including creating and maintaining SDPs o  Agile Portfolio and Program Management o  Collaborative Business Architecture o  Feature discovery, prioritization and validation o  Managing business change (Impacts) o  Performing Business Analysis as defined in BABOK o  Defining traditional requirements for evaluating COTS and Cloud Solutions

•  Enfocus Solutions provides the following benefits o  Achieve better business outcomes and higher ROI on Projects o  Enables agile to scale to the Enterprise o  Provides business transparency and enables engagement of stakeholders o  Reduce costs by removing wastes from IT services and value streams

SoIware and Services for Powering Business Value



Area Business Outcomes Agile

Development •  Shorter Cycle Times •  Higher SaFsfacFon •  BeXer Quality

Agile PPM

•  Higher ROI •  Higher Project Success Rates •  Faster Time to Value •  Increased Benefits RealizaFon

Service Strategy and Design

•  Lower Costs •  BeXer Customer Experience •  BeXer Understanding of Need •  BeXer Outcomes •  InnovaFon & CompeFFve Advantage

Release and Deployment

•  Rapid Deployments •  Less Risk of Rollbacks and Problems

Lean Value Streams

•  Less Waste and Lower Costs •  Increased Value •  Higher Quality

Business Change Management

• Higher Customer SaFsfacFon • Business and IT Alignment •  Faster and Easier User AdopFon


Thanks for Attending

www.enfocussoluFons.com

FREE TRIAL We now are offering a free trial and very

aXracFve pricing for an Agile Team.

CONSULTATION If you want to know how our services and soSware might be used in your organizaFon. Please request a consultaFon

WORKSHOP See how our soSware can be used to help in your agile transformaFon. AXend the Workshop Webinar on Tuesday,

June 17.


Addi9onal Slides – Not Used in Presenta9on


What Our Product Does


Project Por@olio •  Projects by Type •  Por4olio Health •  Project History

IT Services •  Business Services •  Technical Services •  ApplicaFons •  Impact History (SDP)

Stakeholders •  Customer Personas •  Supplier Personals •  User Personas •  Business Stakeholders •  Impact History and Analysis

Business Rules •  Rule Books •  Impact and Change History

Business Processes •  Business Processes •  Impact and Change History

Data Groups •  Master Data Sources •  Change History

Collaborative Enterprise Portfolio and Business Architecture


Por@olio Management (Projects) •  Project DescripFon •  Vision •  Business Case •  Business ObjecFves & Outcomes •  Constraints Business Change (Impacts) •  People •  Process •  Technology •  Data •  Governance Program Management (Features) •  Features •  Mapping to ObjecFves •  Discovery (Needs and Scenarios) •  ValidaFon •  Release Planning

Teams (Requirements and Tests) •  User Stories •  Test Scenarios •  Test Cases •  Non-‐FuncFonal Requirements

Work Management (Bundles) •  Inspect and Adapt •  Lifecycle Events •  VerificaFons •  Statements of Work

Agile Project Management, Business Change, & Requirements


Collaboration and Knowledge Management Transparency Users have full transparency to the projects they are assigned.

Ac9on Items AcFon items can be assigned to capture work assignments

Comments Users can leave comments about the item

AXachments Documents such as spreadsheets can be aXached and available to users

Issues Errors or problems can be explained and manage using Issues

Watch Users can specify which items they want to watch and be noFfied of all changes

eMail No9fica9on Users receive emails of items they have been assigned and opFonally can receive email noFficaFons of items they are tracking


Transparency

Shows all work being done at the Por@olio, Program and Team Level Makes everything visible between team and among teams Coordinates agile business ac9vi9es with development team ac9vi9es Knowing all impacts significantly reduces the risk


Enfocus Solutions

Area Enfocus Capabili9es Business Outcomes Agile Development •  Integrate with Team Tools such as JIRA

•  Define and Validate Features •  User Stories •  Manage backlog for mulFple teams •  Non-‐funcFonal Requirements •  Test scenarios an Test case

•  Higher quality soSware •  Allows agile to scale

Por4olio and Program Management •  Support for Scaled Agile Framework •  Roadmapping (Coming) •  Release Planning •  Inspect and Adapt •  Feature and ValidaFon •  Transparency and CollaboraFon

•  Shorter Cycle Times •  More delivery of value •  CoordinaFon of cross-‐funcFonal teams •  Lower costs through eliminaFon of low value work

Service Strategy and Design •  Service Por4olio Management •  Service Design Packages •  Integrated Business Architecture

•  BeXer customer experience

Release and Deployment Management •  TransiFon Requirements •  Inspect and Adapt •  Release Management

•  Increased transparency

Lean Value Streams •  Lifecycle management •  Metrics and measurement

•  Less Waste •  Shorter cycle Fmes

Lean Business Change Management •  Understand impacts on people, technology, processes, and data

•  Provide transparency to business stakeholders

•  Faster user adopFon •  Shorter Fme to value


Mapping SAFe® to Enfocus Solutions

Term Descrip9on Enfocus Solu9ons

Investment Theme

Investment Themes reflect how a por4olio allocates budget to the various iniFaFves it has defined to implement the por4olio business strategy.

Service

Business Epics Business Epics are large customer-‐facing iniFaFves that encapsulate the new development necessary to realize the benefits of some new business opportunity

Project

Architectural Epics

Architecture Epics are large technology iniFaFves necessary to evolve por4olio soluFons in order to support current and future business needs.

Project

Features Features are funcFonality provided by the system that fulfill one or more stakeholder needs. Feature

RoadMap The Roadmap provides a view of the intended deliverables, such as Features, Epics, and other milestones, over a Fmeline horizon.

Roadmap

PSI Release The PSI (PotenFally Shippable Increment) is the larger development Fme box (super-‐sprint) that uses cadence and synchronizaFon to facilitate planning, provide for aggregaFon of newsworthy value, and provide a quantum unit of thinking for por4olio level consideraFon and roadmapping

Release

Stories Stories (user, technical, infrastructure) are the Agile replacement for tradiFonal forms of requirement specificaFons. They are small, independent behaviors that can be implemented incrementally, each of which provides value to the business

Requirements

NFRs NonfuncFonal Requirements (NFRs, or system qualiFes) describe system aXributes such as security, reliability, maintainability, scalability, and usability (oSen referred to as the “qualiFes” or “iliFes”).

NFR


The Scaled Agile Framework (SAFe)

“The Scaled Agile Framework is a proven, publicly-‐facing framework for applying Lean and Agile prac?ces at enterprise scale”

•  The Scaled Agile Framework is well defined in books and on the web

• Works well with mulFple teams in IT organizaFons of 50 or more people

•  Has been scaled to hundreds of teams and thousands of people

•  Synchronizes vision, planning, interdependencies, and delivery of many teams


•  Achieved a 55% ROI

•  Increased production throughput by 26%

•  Consolidated applications from 29 to 11

•  Achieved a total savings of $14 million in 9 months

•  Increased the number of sales leads by 30%

•  Increased labor efficiency by 32%

Business Outcomes The success of a project should be measured based on business outcomes:

Project Managers must focus on Delivering Business Outcomes instead of Managing Tasks.

The Triple Constraints of On-‐Time, On-‐Budget, and On-‐Scope goes away with Agile.


Business Case for Better Discovery •  Better Discovery will ensure business and stakeholder needs are

understood and will result in better business outcomes.

•  Better validation practices will eliminate working on Features that provide little or no value.

•  Savings will result from more cost effective validation: using code to validate ideas is very expensive.

•  Savings will result from capturing defects much earlier in the process.

•  Savings will result from less rework and less development iterations.

•  Better utilization of resources: Designers and analysts skills are more aligned to discovery than delivery.

•  Increases velocity of delivery team through having better defined user stories and spending less time grooming the backlog.

•  Provides efficient method to validate assumptions about the market, customers, and the business model before building the product.


Roadmaps

•  Value Themes – Used to define key value propositions for the product or solution. These represent rows in the Roadmap Matrix

•  Roadmap Segments – Used to define periodic timeframes, This is usually done by major release or quarterly if continuous delivery mechanisms are used. These represent columns in the Roadmap matrix

Q1 Release

Q2 Release

Q3 Release

Value Theme #1 (ObjecFve)



F1

F2 F3

F4

F5 F6

F7

F8 F9 F10 F11


Conclusion

•  Define End-to-End Business Services •  Design Lean Value Streams to Deliver End-to-End Services

•  Use Lean to eliminate non-value-added work and waste from value streams

•  Use Agile methods (Scrum and Kanban) to manage work

•  Use SAFe for Agile Portfolio and Program Management

•  Use Lean Change Method for Organizational Change Management

•  Use Enfocus Solutions for Managing Portfolio, Program, Business Change and optionally Team Activities

•  Fully engage stakeholders and provide full transparency at the Portfolio, Program, and Team level

•  Use DevOps to redesign Release and Deployment Management