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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
1 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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]
2 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
10,000 Foot View
Agile Lean ITSM Business Change PPM Release
Management
Shorter Time
Higher Quality
Lower Cost
User AdopFon
Business Value
Increased SaFsfacFon
3 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
4 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
5 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
6 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
8 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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?
9 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
10 © 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 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
Using Lean, Agile and ITSM to Deliver Spectacular Results
Enfocus SoluFons
11 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
12 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
14 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
15 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Kanban is For Areas Other than Software
Kanban for Por4olio Management Kanban for MarkeFng
Kanban for ProducFon Support Kanban for Sales
16 © 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 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
Using Lean, Agile and ITSM to Deliver Spectacular Results
Enfocus SoluFons
17 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
18 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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)
19 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
20 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
21 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
22 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
23 © 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 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
Using Lean, Agile and ITSM to Deliver Spectacular Results
Enfocus SoluFons
24 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
25 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
26 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
27 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
28 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
29 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Service Design: Two Perspectives
U9lity Fitness for Purpose
Warranty Fitness for Use
Experience Desirability and PercepFon
30 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Customers Think End-‐to-‐End Experience
Which Customer Would You Like to Be?
31 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
32 © 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 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
Using Lean, Agile and ITSM to Deliver Spectacular Results
Enfocus SoluFons
33 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
34 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Release Planning
Vision
Roadmap
TransiFon Requirements
Release Train
Team Team Team
Bundle Bundle Bundle
• PSI ObjecFves • Requirements • Lifecycle Events • VerificaFons
• PSI ObjecFves • Requirements • Lifecycle Events • VerificaFons
• PSI ObjecFves • Requirements • Lifecycle Events • VerificaFons
Release Plan
35 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
36 © 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 Lean
Change Method
Using Lean, Agile and ITSM to Deliver Spectacular Results
Key Principles • Outcome Focused • Transparency & CollaboraFon • Self Organizing Empowered Teams • Stakeholder Engagement • Accountability • Lean Flow with Small Batches • ConFnuous Inspect and Adapt
Enfocus SoluFons
37 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
38 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Lean SoIware Development Principles
7 Lean Principles as defined by Mary and Tom Poppendieck
39 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
40 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
41 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
42 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
43 © 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 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
Using Lean, Agile and ITSM to Deliver Spectacular Results
Enfocus SoluFons
44 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
45 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
46 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
47 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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?
48 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
49 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
51 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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
52 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
• 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
53 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Using Lean, Agile and ITSM to Deliver Spectacular Results
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
54 © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
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Addi9onal Slides – Not Used in Presenta9on
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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
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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
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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
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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
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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
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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
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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
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• 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.
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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.
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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)
Value Theme #2 (ObjecFve)
Value Theme #3 (ObjecFve)
F1
F2 F3
F4
F5 F6
F7
F8 F9 F10 F11
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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