And Design Agile Portfolio and Program Management Agile Development Release amp Deployment Management Lean Value Streams ITIL SAFe Scrum Kanban ITIL DevOps Lean Lean Business Change Management ID: 605646
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Slide1
Service StrategyAnd Design
Agile Portfolio and Program Management
Agile Development
Release & DeploymentManagement
Lean Value Streams
ITIL
SAFe
Scrum
Kanban
ITIL
DevOps
Lean
Lean Business Change Management
Using Lean, Agile and ITSMto Deliver Spectacular ResultsJohn E Parker, CEO Enfocus Solutions
LeanChangeMethod
Key PrinciplesOutcome Focused ServicesTransparency & CollaborationSelf Organizing Empowered TeamsStakeholder EngagementAccountabilityFlow with Small BatchesContinuous Inspect and Adapt
Enfocus
SolutionsSlide2
John E. ParkerChief Executive Officer of Enfocus Solutions Inc.Previous Positions
Chief Visionary Officer of Enfocus Solutions IncEVP and CTO, MAXIMUS Inc.Outsourced CIO for HSHS (Large Healthcare System)EVP and Cofounder, Spectrum Consulting GroupKPMG PartnerExpertiseAgile Development: Scrum and Kanban
Lean Software DevelopmentIT Strategic Planning and ManagementBusiness Change ManagementIT Strategic PlanningBusiness AnalysisROI and Financial Analysis
Contact:
http://
enfocussolutions.com
info@enfocussolutions.comSlide3
10,000 Foot View
Agile
Lean
ITSM
BusinessChange
PPM
ReleaseManagement
Shorter
TimeHigher
Quality
LowerCost
UserAdoption
Business Value
IncreasedSatisfactionSlide4
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.Slide5
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.Slide6
It takes more than just implementing agile development practices to make an agile enterprise.
Software Value Stream
Business
Development
Infrastructure &
Operations
Customers
Users
Product
Managers
Business
Leaders
Finance
Compliance
HR
Team
Team
Team
Team
External
Customers
Internal
Customers
Service
Desk
Security
Operations
Infrastructure
DBA
Releases
Needs
Marketing
Software
Requests
Support
Services
SupportSlide7
How Waste and Blockages Occurs
Business
Development
Infrastructure &
Operations
Customers
Users
Product
Managers
Business
Leaders
Finance
Compliance
HR
Team
Team
Team
Team
External
Customers
Internal
Customers
Service
Desk
Security
Operations
Infrastructure
DBA
Releases
Needs
Marketing
Software
Requests
Support
Services
Support
Not Using MMFs
Not
Involved
Not Prioritizing Features
Not Doing
Incremental
Development
Testing Involved after Development
Not Involved Upfront
Rigid Release & Deployment
Don’t Understand Big Picture
Needs Not Validated
Slow
Adoption
Slow
ApprovalsSlide8
Scaled Agile Framework™ Big PictureSlide9
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:Service Portfolio Management and Service DesignFeature DiscoveryOrganizational Change Management (People)Business Change Management (Processes, Data)Release and Deployment (DevOps) is limited
Agile
Development
Scaled AgileEnterprise
Agility
What is your Goal?Slide10
Portfolio
Program
Team
Enfocus Solutions
Lean Agile Service Framework
Business Discovery & Change
Solution Delivery
Business Architecture
Portfolio Backlog
Team
Backlog
Feature
Business Project
Story
SDPPeople
Change
Objectives
Change
Canvas
Release Train
Architecture Project
Transformation Project
Roadmap
Sprint
Demand
Management
Benefits
Realization
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 Portfolio
Service
Service
Negotiated Change
Validated Learning
Valuable Software
Business
Outcomes
Innovation & Need
Lean
Business Value
Business
Customer
User
Service
Business
Model
Delivery
Bundle
Bundle
Bundle
Bundle
Sprint
Sprint
Sprint
Sprint
Sprint
Kanban
Kanban
Needs
Scenarios
Satisfaction Conditions
Tests
Requirements
Bundle
HIP
HIP
HIP
HIP
HIP
Technical Teams
Business TeamsSlide11
Service StrategyAnd Design
Agile Portfolio and Program Management
Agile Development
Release & DeploymentManagement
Lean Value Streams
ITIL
SAFe
Scrum
Kanban
ITIL
DevOps
Lean
Lean Business Change Management
LeanChangeMethodKey PrinciplesOutcome Focused ServicesTransparency & CollaborationSelf Organizing Empowered Teams
Stakeholder EngagementAccountabilityFlow with Small BatchesContinuous Inspect and Adapt
Using Lean, Agile and ITSMto Deliver Spectacular ResultsEnfocusSolutionsSlide12
What is Agile Really About?
Faster
Time
to MarketHigher Customer SatisfactionBetter Quality
Increased Business Value
Manage Changing Priorities
Shorter Feedback Cycles
Velocity Rapid Learning
Cadence and Flow
Empowered individuals
Collaboration Democratic decision-
makingTransparency Slide13
Scrum, Kanban, or Both
ScrumFor application Development
KanbanFor Infrastructure,Portfolio Management, and Business Change
Kanban is a continuous flow process: items enter the queue and then get “pulled” through a series of steps in the development process. Kanban is often visualized on a Kanban board and each step is represented by a column.
Scrum is a simple yet incredibly powerful set of principles and practices that help teams deliver products in short cycles, enabling fast feedback, continual improvement, and rapid adaptation to change. As the leading Agile development framework, Scrum has predominantly been used for software development, but it is also proving to be effective in efforts far beyond.Slide14Slide15
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.Slide16
Kanban is For Areas Other than SoftwareKanban for Portfolio Management
Kanban for Marketing
Kanban for Production Support
Kanban for SalesSlide17
Service StrategyAnd Design
Agile Portfolio and Program Management
Agile Development
Release & DeploymentManagement
Lean Value Streams
ITIL
SAFe
Scrum
Kanban
ITIL
DevOps
Lean
Lean Business Change Management
LeanChangeMethodKey PrinciplesOutcome FocusedTransparency & CollaborationSelf Organizing Empowered Teams
Stakeholder EngagementAccountabilityLean Flow with Small BatchesContinuous Inspect and Adapt
Using Lean, Agile and ITSMto Deliver Spectacular ResultsEnfocus
SolutionsSlide18
What is PPM Really About?
Higher
ROI
Faster Time to ValueInnovationBenefits Realization
Roadmaps (Features)
Release Trains (Bundles)
Efficient Value StreamsEliminating Waste
Collaboration
Business Case (Projects)
Vision
Business ObjectivesPrioritizationT
ransparency Slide19
State of PMOs: It is Time for a ChangeMost 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)Slide20
The Old Way
The New Way
Managing tasks and adhering to a rigid plan.
Managing a value stream focusing on customer engagement and satisfaction.
Tight change management and control over amendments
to the plan.
Anticipating
change and accommodating 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 time 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 collaboration between team resources and stakeholders to achieve agreed upon objectives.
Focus is on tracking costs,
time, 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 ValueSlide21
Vision and Objectives
Roadmap
Release Plan
Sprint
Plan
Daily
PlanPortfolio
Program
Team
Defines Who, What, When, and Why, Constraints, Assumptions, Objectives, and OutcomesProvides a view of planned features by service organized by releases over a timeline horizon (6-12 months)
Facilitated by RTE,
Teams participate in developing a plan of what will be delivered in the next release.
Stories, tasks, definition of done, level of effort, and commitment for work to be done in a Sprint.Presented at daily standup meetings 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 PlanningSlide22
Service
Feature
Portfolio
Program
Team
Feature
Feature
Service
Agile Service PPM
Feature
Feature
Feature
Feature
FeatureFeature
StoryStory
StoryStoryStory
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
functionality
,
warranty
, and
customer experience
to deliver
an outstanding service.
Stories
Stories
(user, technical, infrastructure) are the Agile replacement for
traditional
requirement
specifications.
Tasks
Stories are broken into tasks and assigned to individual team members.Slide23
Enterprise PMOEnterprise Portfolio Management Office
Portfolio Management
(Build IT Services)Service Management
(Run IT Services)Portfolio Management
Program ManagementProject ManagementRoadmapping
Release Planning
Service DeskService Level ManagementAvailability ManagementSecurity Management
Service Continuity ManagementIncident ManagementProblem Management
Configuration ManagementChange Management
Business Change
Management(Manage Change)
Business Outcomes/KPIsBusiness Process ManagementOrganizational Change
Business RulesBusiness Information ManagementSlide24
Service StrategyAnd Design
Agile Portfolio and Program Management
Agile Development
Release & DeploymentManagement
Lean Value Streams
ITIL
SAFe
Scrum
Kanban
ITIL
DevOps
Lean
Lean Business Change Management
LeanChangeMethodKey PrinciplesOutcome FocusedTransparency & CollaborationSelf Organizing Empowered Teams
Stakeholder EngagementAccountabilityLean Flow with Small BatchesContinuous Inspect and Adapt
Using Lean, Agile and ITSMto Deliver Spectacular ResultsEnfocus
SolutionsSlide25
What is ITSM Really About?
Lower Costs
Better Customer Experience
Successful Customer OutcomesInnovation & Competitive Advantage
Utility
Warranty
Customer ExperienceOutcomes
Business Discovery
Customer Discovery
Service DiscoveryUser Discovery Slide26
2001
20062011
2016
InfrastructureOnly
Infrastructure &Applications
Business Shared Services
IT Process Optimization (ITIL)
Standard operational processes (e.g.
, problem
or incident management
) to ensure predictable delivery
Infrastructure ServicesHosting, network, and storage become orderable services in a service catalog
End-to-End IT ServicesPackages all the technologies, processes, and resources across IT needed
to deliver a specific business outcome while hiding technical complexityBusiness Shared ServicesCombines IT and non-IT resourcesrequired to deliver a specific business outcomeEvolution of Service Management
Limitation: Needs StrongCEO Support
Limitation: Infrastructure aloneis unable to drive businessoutcomes or solve business needsLimitation: 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 Executive BoardSlide27
Services that have been retired.
Services that are used by the business.Services being developed including new feature or components for existing services.
Service Portfolio ManagementSlide28
Procure to Pay
Service
Order to CashService
Hire to RetireService
Service PortfolioServices Supporting Business Capabilities
Product Portfolio
AccountsPayable
Purchasing
Purchase
Data Warehouse
Vendor Data Management
AccountsReceivable
CustomerRelationshipManagement
OrderManagementSales DataWarehousePayroll
HumanResourcesEmployee Master Data
Sales DataWarehouseServers & StorageNetwork
Database
Management
Security
Service Portfolio
Application Software
Infrastructure and Operations
Desktops & Mobile
Operations
Service
DeskSlide29
Defining End-to-End Services
End-to-End services package together the people, processes, technology and data that support key business capabilities and user activities.
Web and SOA ServicesWeb services and SOA components that can be published and discovered and invoked by applications.
Infrastructure Services
Servers, storage, network and other technologies offered by the infrastructure team.
Application Services
Services to implement, maintain and support software applications.
End-to-End IT Services
IT Service: Claims Processing
Supports all major activities relating to claims processing including receiving, investigating, processing, and reporting
Claims
Processing System
Document
Management SystemIntegration with Accounts Payable, and eDiscoveryInfrastructure Services for Storage, Servers, Network.
Service Desk application support for claims processing.
Support ServicesServices 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 activities, outcomes or capabilities.
Types of IT Services
End-to-End Service ExampleSlide30
Service Design: Two Perspectives
Utility
Fitness for PurposeWarrantyFitness for Use
ExperienceDesirability and PerceptionSlide31
Customers Think End-to-End Experience
Which Customer Would You Like to Be?Slide32
Business
Discovery
CustomerDiscoveryUser
DiscoveryBusiness Model
Business CaseBusiness ObjectivesExpected PerformanceCapability Gaps
Business ChangesPricing ModelsBalanced Scorecard
Customer Needs
TouchpointsCustomer Personas
Market NeedsBusiness Process DesignDemand
User NeedsUser Personas
User ExpectationsUser ActivitiesScenarios
LearningPrototypesStoryboards
Usability
Feature DiscoveryServiceDiscoveryService Definition
Service ComponentsService Delivery StrategyCapabilitiesResourcesService ImprovementSlide33
Service StrategyAnd Design
Agile Portfolio and Program Management
Agile Development
Release & DeploymentManagement
Lean Value Streams
ITIL
SAFe
Scrum
Kanban
ITIL
DevOps
Lean
Lean Business Change Management
LeanChangeMethodKey PrinciplesOutcome FocusedTransparency & CollaborationSelf Organizing Empowered Teams
Stakeholder EngagementAccountabilityLean Flow with Small BatchesContinuous Inspect and Adapt
Using Lean, Agile and ITSMto Deliver Spectacular ResultsEnfocus
SolutionsSlide34
What is Release Management Really About?
Transparency
Collaboration
Cross-functional teamsAgile Values (e.g. Commitment)
Release Trains
Transparency of Business PrioritiesTransition Requirements
Verification & Validation
Automated Testing
Automated Deployment
MonitoringCloud – Elastic Load BalancingVersion Control
Configuration ManagementSlide35
Release Planning
Vision
Roadmap
Transition Requirements
Release Train
Team
Team
Team
Bundle
Bundle
Bundle
PSI Objectives
RequirementsLifecycle Events
VerificationsPSI ObjectivesRequirementsLifecycle EventsVerificationsPSI ObjectivesRequirements
Lifecycle EventsVerifications
Release PlanSlide36
DevOps
Vanson
Bourne Survey of 1,300 Senior IT Executives DevOps is a cultural and professional movement that
stresses communication, collaboration and integration between software developers and IT operations professionals.Slide37
Service StrategyAnd Design
Agile Portfolio and Program Management
Agile Development
Release & DeploymentManagement
Lean Value Streams
ITIL
SAFe
Scrum
Kanban
ITIL
DevOps
Lean
Lean Business Change Management
LeanChangeMethodUsing Lean, Agile and ITSMto Deliver Spectacular
ResultsKey Principles
Outcome FocusedTransparency & CollaborationSelf Organizing Empowered TeamsStakeholder EngagementAccountabilityLean Flow with Small BatchesContinuous Inspect and AdaptEnfocus
SolutionsSlide38
What is Lean Really About?
Faster
Time
to MarketEnhanced Customer ExperienceIncreased Value
Higher Quality
Less Waste
Small Batch SizesJust-in-Time
Concurrent Processing
Empowered I
ndividualsShared KnowledgeCollaborative Problem solving
Collaboration & TransparencyContinuous ImprovementSlide39
Lean Software Development Principles
7 Lean Principles as defined by Mary and Tom Poppendieck Slide40
7 Wastes of Software Development
Waste
Examples
1.
Partially Done Work
Failure to properly validate a feature before assigning it to
a team
Prioritizing a story without having complete information
from Product Owner
Incomplete/inadequate tasks identification
2.
Extra Features
Lack of understanding of the Product
Vision
Not
prioritizing product features
Failure
to understand the real needs of users and other stakeholders
Gold plating Features or not defining MVFs
3.
Relearning
Lack of a proper knowledge-sharing process
Lack of required documentation from stakeholders
4.
Hand-Offs
Failure
to define
tasks correctly to complete a story
Teams working from different locations
Lack of visibility and transparency of the information
5.
Delays
Poorly designed review and approval process
Using paper instead of documents to transmit
information
Unwanted non-value-added
activities
Too many things in progress
6.
Task Switching
A shared team working on
multiple projects
A person assigned to multiple teams
Interruptions 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 satisfy the INVEST principle or does not have acceptance
criteria
Missing Conditions
of Satisfaction on Features
Lack of technical skill sets for team members
As Defined
by Mary and Tom
PoppendieckSlide41
Remove Delays and WasteObtaining Approvals Is Usually the Biggest Source of Delays
Which Provides a Better Return?
Getting Better at What you Do or
Eliminating Delays Between What you Do
Process Cycle EfficiencySlide42
Signoffs and Approvals
For Agile, it is imperative to move away from a traditional “Review and Approve” process to an “Inspect and Adapt” process. To do this requires:
Transparency
Stakeholder EngagementEfficient Inspect and Adapt MethodsSlide43
Manage Knowledge not PaperWhen 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.Slide44
Service StrategyAnd Design
Agile Portfolio and Program Management
Agile Development
Release & DeploymentManagement
Lean Value Streams
ITIL
SAFe
Scrum
Kanban
ITIL
DevOps
Lean
Lean Business Change Management
LeanChangeMethodKey PrinciplesOutcome FocusedTransparency & CollaborationSelf Organizing Empowered Teams
Stakeholder EngagementAccountabilityLean Flow with Small BatchesContinuous Inspect and Adapt
Using Lean, Agile and ITSMto Deliver Spectacular ResultsEnfocus
SolutionsSlide45
What is Agile Business Change Really About?
Innovation
Faster T
ime to BenefitCustomer SatisfactionRapid User Adoption
Organizational Change
Business Processes
Knowledge and DataSupporting IT Services
Governance and Rules
Stakeholder Engagement
Collaboration & TransparencyShared Knowledge
LearningSlide46
Change is DifficultResults of Failure to ChangeReduced Functionality
WorkaroundsReduced ProductivityCustomer DefectionLosses to CompetitionRegulatory SanctionsBusiness Contraction
Business Cessation
70% of Change Initiatives FailLack of a structured change processUnpredictable nature of people
Old change models Don’t Work
It’s time to change the way we change our organizations.Because of the amount and frequency of change, it is necessary to revise change methods as organizations move to Agile.Slide47
Portfolio
Program
Team
Enfocus Solutions
Business Discovery and Change
Collaborative
Business Architecture
Objectives
Change
Canvas
Release Train
Vision
Business Case
Project
Impacts
DiscoveryService Portfolio
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
Negotiated Changes
Utility
Warranty
Negotiated 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&ASlide48
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
?Slide49
Negotiate Changes
Assign impacts to organizational change professionals or super users within the organizations.
Stakeholders should be actively involved in the change(Negotiated 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 organizational change.Slide50
The Lean Change MethodTwo Key Principles for Lean Change ManagementYou can not control how people will react to change
People will be happier if they can help develop the changeLean Change Method Core ConceptsNegotiated ChangeValidated LearningChange CanvasUse Kanban or (possibly Scrum) to implement improvements
Minimum Viable ChangeImprovement ExperimentsValidated Change CycleCapability and Performance MetricsCadence Model of Suggested Meetings and Workshops
Negotiated
ChangeSlide51
Lean Change CanvasSlide52
Business Change Impacts: Processes
It is very important to define and manage needed changes to business processes before starting on software development.
All too often, Agile Teams define user stories for an antiquated business As-Is process versus for an optimized To-Be processAssigning this responsibility to business stakeholders takes a load off of the team
Assign toBusiness OwnerSlide53
Enfocus Solutions can be applied to a variety of areas including:End-to-End Business and IT Service Design including creating and maintaining SDPs
Agile Portfolio and Program ManagementCollaborative Business ArchitectureFeature discovery, prioritization and validationManaging business change (Impacts)
Performing Business Analysis as defined in BABOKDefining traditional requirements for evaluating COTS and Cloud SolutionsEnfocus Solutions provides the following benefits
Achieve better business outcomes and higher ROI on ProjectsEnables agile
to scale to the EnterpriseProvides business transparency and enables engagement of stakeholdersReduce costs by removing wastes from IT services and value streams
Software and Services
for Powering Business ValueSlide54
Using Lean, Agile and ITSMto Deliver Spectacular Results
Area
Business Outcomes
Agile Development
Shorter
Cycle Times
Higher Satisfaction
Better Quality
Agile
PPM
Higher ROI
Higher
Project Success Rates
Faster Time to ValueIncreased Benefits RealizationService Strategy and Design
Lower Costs
Better Customer ExperienceBetter Understanding of NeedBetter OutcomesInnovation & Competitive 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 Satisfaction
Business
and IT Alignment
Faster
and Easier
User AdoptionSlide55
Thanks for Attendingwww.enfocussolutions.com
FREE TRIALWe now are offering a free trial and very attractive pricing for an Agile Team.
CONSULTATION
If you want to know how our services and software might be used in your organization. Please request a consultation
WORKSHOPSee how our software can be used to help in your agile transformation.Attend the Workshop Webinar on Tuesday,
June 17.Slide56
Additional Slides – Not Used in PresentationSlide57
What Our Product DoesSlide58
Project Portfolio
Projects by TypePortfolio HealthProject HistoryIT ServicesBusiness Services
Technical ServicesApplicationsImpact History (SDP)Stakeholders
Customer PersonasSupplier PersonalsUser PersonasBusiness Stakeholders
Impact History and AnalysisBusiness RulesRule BooksImpact and Change History
Business ProcessesBusiness ProcessesImpact and Change History
Data GroupsMaster Data SourcesChange History
Collaborative Enterprise Portfolio and Business ArchitectureSlide59
Portfolio Management (Projects)
Project DescriptionVisionBusiness CaseBusiness Objectives & OutcomesConstraints
Business Change (Impacts)PeopleProcessTechnology
DataGovernanceProgram Management (Features)Features
Mapping to ObjectivesDiscovery (Needs and Scenarios)Validation
Release PlanningTeams (Requirements and Tests)User StoriesTest Scenarios
Test CasesNon-Functional RequirementsWork Management (Bundles)
Inspect and AdaptLifecycle EventsVerifications
Statements of Work
Agile Project Management, Business Change, & RequirementsSlide60
Collaboration and Knowledge Management
TransparencyUsers have full transparency to the projects they are assigned.Action ItemsAction items can be assigned to capture work assignmentsComments
Users can leave comments about the itemAttachmentsDocuments such as spreadsheets can be attached and available to usersIssues
Errors or problems can be explained and manage using IssuesWatchUsers can specify which items they want to watch and be notified of all changeseMail NotificationUsers receive emails of items they have been assigned and optionally can receive email notifications of items they are trackingSlide61
Transparency
Shows all work being done at the Portfolio, Program and Team LevelMakes everything visible between team and among teams
Coordinates agile business activities with development team activitiesKnowing all impacts significantly reduces the riskSlide62
Enfocus Solutions
Area
Enfocus Capabilities
Business Outcomes
Agile Development
Integrate
with Team Tools such as JIRA
Define and Validate Features
User Stories
Manage backlog for multiple teamsNon-functional Requirements
Test scenarios an Test case
Higher quality software
Allows agile to scale
Portfolio and Program Management
Support for Scaled Agile FrameworkRoadmapping (Coming)Release Planning
Inspect and AdaptFeature and ValidationTransparency and CollaborationShorter Cycle Times
More delivery
of value
Coordination of cross-functional teams
Lower costs through elimination of low value work
Service Strategy
and Design
Service Portfolio Management
Service Design Packages
Integrated Business Architecture
Better customer experience
Release and Deployment
Management
Transition
Requirements
Inspect and Adapt
Release Management
Increased transparency
Lean Value Streams
Lifecycle
management
Metrics and measurement
Less Waste
Shorter cycle times
Lean
Business Change Management
Understand impacts on people, technology, processes, and data
Provide
transparency to business stakeholders
Faster user adoption
Shorter
time to valueSlide63
Mapping SAFe® to Enfocus Solutions
Term
Description
Enfocus Solutions
Investment Theme
Investment Themes reflect how a portfolio allocates budget to the various initiatives it has defined to implement the portfolio business strategy.
Service
Business Epics
Business Epics are large customer-facing initiatives that encapsulate the new development necessary to realize the benefits of some new
business opportunity
Project
Architectural Epics
Architecture Epics are large technology initiatives necessary to evolve portfolio solutions in order to support current and future business
needs.
Project
Features
Features are functionality 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 timeline horizon.
Roadmap
PSI Release
The PSI (Potentially Shippable Increment) is the larger development time box (super-sprint) that uses cadence and synchronization to facilitate
planning, provide for aggregation of newsworthy value, and provide a quantum unit of thinking for portfolio level consideration and
roadmapping
Release
Stories
Stories (user, technical, infrastructure) are the Agile replacement for traditional forms of requirement specifications. They are small, independent behaviors that can be implemented incrementally, each of which provides value to the business
Requirements
NFRs
Nonfunctional Requirements (NFRs, or system qualities) describe system attributes such as security, reliability, maintainability, scalability, and
usability (often referred to as the “qualities” or “
ilities
”).
NFR