Key Principles
Using Lean, Agile and ITSM
to Deliver Spectacular Results
John E Parker, CEO Enfocus Solutions
Scrum
Kanban
Agile
Development
Lean
Lean
Change
Method
SAFe
Agile
Portfolio and
Program
Management
•
•
•
•
•
•
•
Outcome Focused Services
Transparency & Collaboration
Self Organizing Empowered Teams
Stakeholder Engagement
Accountability
Flow with Small Batches
Continuous Inspect and Adapt
ITIL
ITIL
Service Strategy
And Design
Release &
Deployment
Management
DevOps
Lean Value Streams
Enfocus
Solutions
Lean Business Change Management
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
0
John E. Parker
• Chief Executive Officer of Enfocus Solutions Inc.
• Previous Positions
o
o
o
o
o
Chief Visionary Officer of Enfocus Solutions Inc
EVP and CTO, MAXIMUS Inc.
Outsourced CIO for HSHS (Large Healthcare System)
EVP and Cofounder, Spectrum Consulting Group
KPMG Partner
• Expertise
Contact:
• http://enfocussolutions.com
• info@enfocussolutions.com
o
o
o
o
o
o
o
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Agile Development: Scrum and Kanban
Lean Software Development
IT Strategic Planning and Management
Business Change Management
IT Strategic Planning
Business Analysis
ROI and Financial Analysis
1
10,000 Foot View
Agile
Lean
ITSM
PPM
Release
Management
Business
Change
Shorter
Time
Higher
Quality
Lower
Cost
Business
Value
Increased
Satisfaction
User
Adoption
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
2
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.
• All
Project
Managers
© Copyright 2014 Enfocus Solutions Inc.
Rights Reserved.
manage Release Trains which consists of a team
3
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.
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
4
Software Value Stream
Customers
Business
Needs
HR
Product
Managers
Services
Compliance
Finance
Users
Business
Leaders
External
Customers
Internal
Customers
Support
Marketing
Software
Requests
Security
Releases
Team
Operations
Service
Desk
Team
Team
Support
Team
Development
DBA
Infrastructure
Infrastructure &
Operations
It takes more than just implementing
agile development practices to make
an agile enterprise.
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
5
How Waste and Blockages Occurs
Not
Using
MMFs
Business
Product
Managers
Not
Prioritizing
Features
HR
Finance
Users
Needs
Services
External
Customers
Not
Involved
Internal
Customers
Support
Marketing
Don’t
Software
Understand
Requests
Big Picture
Security
Not Doing
Incremental
Team
Development
Slow
Adoption
Customers
Compliance
Business
Leaders
Slow
Approvals
Needs Not
Validated
Releases
Service
Desk
Rigid
Release
DBA &
Deployment
Operations
Team
Team
Support
Team
Testing
Development
Involved after
Development
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Infrastructure
Infrastructure &
Operations
Not
Involved
Upfront
6
Scaled Agile Framework™ Big Picture
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
7
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.
What is your Goal?
Agile
Development
• 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
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Scaled Agile
Enterprise
Agility
8
Enfocus Solutions
Lean Agile Service Framework
Business Discovery & Change
Solution Delivery
Innovation & Need
Business Architecture
Demand
Management
Benefits
Realization
Portfolio Backlog
Vision
Service
SDP
Project
Portfolio
Service Portfolio
Service
Objectives
Business Project
Business Case
Architecture Project
Impacts
SDP
Discovery
Business
Program
Service
Change
Business
Model
Customer
People
Change
Delivery
User
Process
Change
Change
Canvas
Business
Outcomes
Transformation Project
Service
Data
Change
Needs
Feature Backlog
Rule
Change
Scenarios
Negotiated Change
Business Value
Roadmap
Feature
Feature
Release Plan
Feature
Feature
Feature
Feature
Requirements
Satisfaction
Conditions
Tests
Lean
Release Train
Business Teams
Team
Bundle
Kanban
HIP
Bundle
Kanban
HIP
Validated Learning
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Bundle
Bundle
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
HIP
HIP
Bundle
Valuable Software
Technical Teams
Team Backlog
HIP
Stor
y
Stor
y
Stor
y
Stor
y
Stor
y
Stor
y
Stor
y
Stor
y
Stor
y
9
Key Principles
Using Lean, Agile and ITSM
to Deliver Spectacular Results
Scrum
Kanban
Agile
Development
Lean
Lean
Change
Method
SAFe
Agile
Portfolio and
Program
Management
•
•
•
•
•
•
•
Outcome Focused Services
Transparency & Collaboration
Self Organizing Empowered Teams
Stakeholder Engagement
Accountability
Flow with Small Batches
Continuous Inspect and Adapt
ITIL
ITIL
Service Strategy
And Design
Release &
Deployment
Management
DevOps
Lean Value Streams
Enfocus
Solutions
Lean Business Change Management
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
10
What is Agile Really About?
Motivated
Individuals
SelfOrganizing
Teams
Valuable
Software
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
•
•
•
•
Empowered individuals
Collaboration
Democratic decision-making
Transparency
•
•
•
•
•
Manage Changing Priorities
Shorter Feedback Cycles
Velocity
Rapid Learning
Cadence and Flow
•
•
•
•
Faster Time to Market
Higher Customer Satisfaction
Better Quality
Increased Business Value
11
Scrum, Kanban, or Both
Scrum
For application
Development
Kanban
For Infrastructure,
Portfolio Management,
and Business Change
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
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.
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.
12
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
13
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.
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
14
Kanban is For Areas Other than Software
Kanban for Portfolio Management
Kanban for Production Support
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Kanban for Marketing
Kanban for Sales
15
Key Principles
Using Lean, Agile and ITSM
to Deliver Spectacular Results
Scrum
Kanban
Agile
Development
Lean
Lean
Change
Method
SAFe
Agile
Portfolio and
Program
Management
•
•
•
•
•
•
•
Outcome Focused
Transparency & Collaboration
Self Organizing Empowered Teams
Stakeholder Engagement
Accountability
Lean Flow with Small Batches
Continuous Inspect and Adapt
ITIL
ITIL
Service Strategy
And Design
Release &
Deployment
Management
DevOps
Lean Value Streams
Enfocus
Solutions
Lean Business Change Management
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
16
What is PPM Really About?
Investment
Decisions
Flow
Business
Outcomes
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
•
•
•
•
•
Business Case (Projects)
Vision
Business Objectives
Prioritization
Transparency
•
•
•
•
•
Roadmaps (Features)
Release Trains (Bundles)
Efficient Value Streams
Eliminating Waste
Collaboration
•
•
•
•
Higher ROI
Faster Time to Value
Innovation
Benefits Realization
17
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 ontime 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)
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
18
Transform the PMO from Bureaucracy to
Key Enabler of Agile and Business Value
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.
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
19
The Five Levels of Agile Planning
Portfolio
Vision and
Objectives
Defines Who, What, When, and Why, Constraints,
Assumptions, Objectives, and Outcomes
Roadmap
Provides a view of planned features by service
organized by releases over a timeline horizon (6-12
months)
Release Plan
Facilitated by RTE, Teams participate in developing a
plan of what will be delivered in the next release.
Sprint
Plan
Stories, tasks, definition of done, level of effort, and
commitment for work to be done in a Sprint.
Daily
Plan
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.
Program
Team
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
20
Agile Service PPM
Services
Portfolio
Program
Service
Service
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
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
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Task
Task
Task
Task
Task
Tasks
Task
Task
Task
Task
Task
Stories are broken into tasks and
assigned to individual team members.
Team
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Stories (user, technical, infrastructure)
are the Agile replacement for
traditional requirement specifications.
21
Enterprise PMO
Enterprise Portfolio Management Office
Portfolio Management
(Build IT Services)
•
•
•
•
•
Portfolio Management
Program Management
Project Management
Roadmapping
Release Planning
Business Change
Management
(Manage Change)
Service Management
(Run IT Services)
•
•
•
•
•
•
•
•
•
Service Desk
Service Level Management
Availability Management
Security Management
Service Continuity
Management
Incident Management
Problem Management
Configuration Management
Change Management
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
•
•
•
•
•
Business Outcomes/KPIs
Business Process Management
Organizational Change
Business Rules
Business Information Management
22
Key Principles
Using Lean, Agile and ITSM
to Deliver Spectacular Results
Scrum
Kanban
Agile
Development
Lean
Lean
Change
Method
SAFe
Agile
Portfolio and
Program
Management
•
•
•
•
•
•
•
Outcome Focused
Transparency & Collaboration
Self Organizing Empowered Teams
Stakeholder Engagement
Accountability
Lean Flow with Small Batches
Continuous Inspect and Adapt
ITIL
ITIL
Service Strategy
And Design
Release &
Deployment
Management
DevOps
Lean Value Streams
Enfocus
Solutions
Lean Business Change Management
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
23
What is ITSM Really About?
Service
Portfolio
Service
Design
Customer
Outcomes
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
•
•
•
•
Business Discovery
Customer Discovery
Service Discovery
User Discovery
•
•
•
•
Utility
Warranty
Customer Experience
Outcomes
•
•
•
•
Lower Costs
Better Customer Experience
Successful Customer Outcomes
Innovation & Competitive
Advantage
24
Evolution of Service Management
Business Shared
Services
The move to deliver IT within business
services has different origins and
usually emerge outside IT.
Limitation:
Needs Strong
CEO Support
Infrastructure services and end-toend IT services can coexist.
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
Infrastructure &
Applications
Infrastructure Services
Hosting, network, and storage become
orderable services in a service catalog
IT Process Optimization (ITIL)
Infrastructure
Only
Standard operational processes (e.g.,
problem or incident management) to
ensure predictable delivery
2001
Business Shared Services
Combines IT and non-IT resources
required to deliver a specific
business outcome
2006
Limitation: Infrastructure alone
is unable to drive business
outcomes or solve business needs
Limitation: No impact on
transparency or responsiveness
to business partners
2011
2016
Source: CEB CIO Executive Board
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
25
Service Portfolio Management
Services being developed including
new feature or components for
existing services.
Services that are used by the business.
Services that have been retired.
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
26
Service Portfolio
Service Portfolio
Services Supporting Business Capabilities
Procure to Pay
Service
Order to Cash
Service
Hire to Retire
Service
Product Portfolio
Application Software
Accounts
Payable
Purchasing
Accounts
Receivable
Customer
Relationship
Management
Payroll
Human
Resources
Purchase
Data
Warehouse
Vendor Data
Management
Order
Management
Sales Data
Warehouse
Employee
Master Data
Sales Data
Warehouse
Infrastructure and Operations
Desktops &
Mobile
Servers &
Storage
Network
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Database
Management
Security
Operations
Service
Desk
27
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.
Types of IT Services
End-to-End Service Example
Web and SOA Services
Infrastructure Services
Servers, storage, network and other
technologies offered by the
infrastructure team.
Application Services
Services to implement, maintain
and support software applications.
IT Service: Claims Processing
End-to-End IT Services
Web services and SOA components
that can be published and discovered
and invoked by applications.
End-to-End IT services cross IT silos and are
aligned closely to business activities,
outcomes or capabilities.
Supports all major activities relating to
claims processing including receiving,
investigating, processing, and reporting
Claims
Processing
System
Document
Management
System
Integration with
Accounts
Payable, and
eDiscovery
Infrastructure Services for Storage, Servers,
Network.
Support Services
Services to support customer and
users in acquiring, using, and
changing the service.
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Service Desk application support for claims
processing.
28
Service Design: Two Perspectives
Utility
Warranty
Experience
Fitness for Purpose
Fitness for Use
Desirability and
Perception
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
29
Customers Think End-to-End Experience
Which Customer Would You Like to Be?
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
30
Feature Discovery
Business
Discovery
• Business Model
• Business Case
• Business Objectives
• Expected Performance
• Capability Gaps
• Business Changes
• Pricing Models
• Balanced Scorecard
Customer
Discovery
• Customer Needs
• Touchpoints
• Customer Personas
• Market Needs
• Business Process Design
• Demand
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
User
Discovery
• User Needs
• User Personas
• User Expectations
• User Activities
• Scenarios
• Learning
• Prototypes
• Storyboards
• Usability
Service
Discovery
• Service Definition
• Service Components
• Service Delivery Strategy
• Capabilities
• Resources
• Service Improvement
31
Key Principles
Using Lean, Agile and ITSM
to Deliver Spectacular Results
Scrum
Kanban
Agile
Development
Lean
Lean
Change
Method
SAFe
Agile
Portfolio and
Program
Management
•
•
•
•
•
•
•
Outcome Focused
Transparency & Collaboration
Self Organizing Empowered Teams
Stakeholder Engagement
Accountability
Lean Flow with Small Batches
Continuous Inspect and Adapt
ITIL
ITIL
Service Strategy
And Design
Release &
Deployment
Management
DevOps
Lean Value Streams
Enfocus
Solutions
Lean Business Change Management
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
32
What is Release Management Really
About?
Automation
•
•
•
•
•
•
Automated Testing
Automated Deployment
Monitoring
Cloud – Elastic Load Balancing
Version Control
Configuration Management
• Release Trains
• Transparency of Business
Priorities
• Transition Requirements
• Verification & Validation
Planning
Organization
and Culture
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
•
•
•
•
Transparency
Collaboration
Cross-functional teams
Agile Values (e.g. Commitment)
33
Release Planning
Release Train
Team
Team
Team
Bundle
Bundle
Bundle
Vision
Roadmap
•
•
•
•
PSI Objectives
Requirements
Lifecycle Events
Verifications
•
•
•
•
PSI Objectives
Requirements
Lifecycle Events
Verifications
•
•
•
•
PSI Objectives
Requirements
Lifecycle Events
Verifications
Release Plan
Transition Requirements
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
34
DevOps
DevOps is a cultural and professional movement that stresses communication, collaboration and
integration between software developers and IT operations professionals.
Vanson Bourne Survey of 1,300 Senior IT Executives
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
35
Key Principles
Using Lean, Agile and ITSM
to Deliver Spectacular Results
Scrum
Kanban
Agile
Development
Lean
Lean
Change
Method
SAFe
Agile
Portfolio and
Program
Management
•
•
•
•
•
•
•
Outcome Focused
Transparency & Collaboration
Self Organizing Empowered Teams
Stakeholder Engagement
Accountability
Lean Flow with Small Batches
Continuous Inspect and Adapt
ITIL
ITIL
Service Strategy
And Design
Release &
Deployment
Management
DevOps
Lean Value Streams
Enfocus
Solutions
Lean Business Change Management
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
36
What is Lean Really About?
Develop
People
Reduce
Cycle
Times
Satisfy the
Customer
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
• Empowered Individuals
Shared Knowledge
• Collaborative Problem solving
• Collaboration & Transparency
• Continuous Improvement
•
•
•
•
Less Waste
Small Batch Sizes
Just-in-Time
Concurrent Processing
•
•
•
•
Faster Time to Market
Enhanced Customer Experience
Increased Value
Higher Quality
37
Lean Software Development Principles
7 Lean Principles as defined by Mary and Tom Poppendieck
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
38
7 Wastes of Software Development
As Defined by Mary and Tom Poppendieck
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
•
•
•
•
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
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
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
39
Remove Delays and Waste
Obtaining Approvals Is Usually the Biggest Source of Delays
Process Cycle Efficiency
Which Provides a Better Return?
• Getting Better at What you Do or
• Eliminating Delays Between What you Do
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
40
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 Engagement
• Efficient Inspect and Adapt Methods
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
41
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.
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
42
Key Principles
Using Lean, Agile and ITSM
to Deliver Spectacular Results
Scrum
Kanban
Agile
Development
Lean
Lean
Change
Method
SAFe
Agile
Portfolio and
Program
Management
•
•
•
•
•
•
•
Outcome Focused
Transparency & Collaboration
Self Organizing Empowered Teams
Stakeholder Engagement
Accountability
Lean Flow with Small Batches
Continuous Inspect and Adapt
ITIL
ITIL
Service Strategy
And Design
Release &
Deployment
Management
DevOps
Lean Value Streams
Enfocus
Solutions
Lean Business Change Management
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
43
What is Agile Business Change Really
About?
Organizational
Change
(People)
Business
Model &
Process
Change
Business
Outcomes
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
•
•
•
•
Stakeholder Engagement
Collaboration & Transparency
Shared Knowledge
Learning
•
•
•
•
•
Organizational Change
Business Processes
Knowledge and Data
Supporting IT Services
Governance and Rules
•
•
•
•
Innovation
Faster Time to Benefit
Customer Satisfaction
Rapid User Adoption
44
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 Initiatives Fail
• Lack of a structured change process
• Unpredictable 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.
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
45
Enfocus Solutions
Business Discovery and Change
Collaborative
Business Architecture
Impacts, Gaps, and Risk
Portfolio
Project
Vision
Service Portfolio
Service
Objectives
People
Process
Technology
Data
Business Case
Business
Rules
Impacts
Service
Transparency
Negotiated Changes
Discovery
Program
People
Business
Customer
User
Service
Business
Model
Change
Canvas
Needs
Utility
Outcomes
Touchpoints
Scenarios
Warranty
• Negotiated
Change
• MVCs
Process
• AS IS
• TO BE
Stakeholder Engagement
Team
Technology
Data
• SLAs
• OLAs
• Contracts
• Components
• Quality
• Security
• Conversion
• Usage
Business
Rules
• Compliance
• Procedures
• Decisions
• Workflow
• Roles
Release Train
Bundle
Bundle
Bundle
Bundle
Bundle
Kanban
Kanban
Kanban
Kanban
Kanban
I&A
I&A
I&A
I&A
I&A
Validated Learning
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
46
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?
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
47
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.
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
48
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
o
o
o
o
o
o
o
o
Negotiated Change
Validated Learning
Change Canvas
Use Kanban or (possibly Scrum) to implement
improvements
Minimum Viable Change
Improvement Experiments
Validated Change Cycle
Capability and Performance Metrics
Cadence Model of Suggested Meetings and Workshops
Negotiated
Change
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
49
Lean Change Canvas
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
50
Business Change Impacts: Processes
• It is very important to define and
manage needed changes to business
processes before starting on
software development.
Assign to
Business Owner
• All too often, Agile Teams define user
stories for an antiquated business
As-Is process versus for an optimized
To-Be process
• Assigning this responsibility to
business stakeholders takes a load
off of the team
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
51
Software and Services
for Powering Business Value
• 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
o
o
o
Achieve better business outcomes and higher ROI on Projects
Enables agile to scale to the Enterprise
Provides business transparency and enables engagement of stakeholders
Reduce costs by removing wastes from IT services and value streams
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
52
Using Lean, Agile and ITSM
to Deliver Spectacular Results
Area
Agile
Development
• Shorter Cycle Times
• Higher Satisfaction
• Better Quality
Agile
PPM
•
•
•
•
Higher ROI
Higher Project Success Rates
Faster Time to Value
Increased Benefits Realization
Service Strategy
and Design
•
•
•
•
•
Lower Costs
Better Customer Experience
Better Understanding of Need
Better Outcomes
Innovation & Competitive Advantage
Release and
Deployment
Lean Value
Streams
Business Change
Management
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Business Outcomes
• Rapid Deployments
• Less Risk of Rollbacks and Problems
• Less Waste and Lower Costs
• Increased Value
• Higher Quality
• Higher Customer Satisfaction
• Business and IT Alignment
• Faster and Easier User Adoption
53
Thanks for
Attending
FREE TRIAL
CONSULTATION
WORKSHOP
We now are offering a
free trial and very
attractive pricing for an
Agile Team.
If you want to know how
our services and software
might be used in your
organization. Please
request a consultation
See how our software can
be used to help in your
agile transformation.
Attend the Workshop
Webinar on Tuesday,
June 17.
www.enfocussolutions.com
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
54
Additional Slides – Not Used in Presentation
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
55
What Our Product Does
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
56
Collaborative Enterprise Portfolio and Business
Architecture
Project Portfolio
•
•
•
Projects by Type
Portfolio Health
Project History
IT Services
•
•
•
•
Business Services
Technical Services
Applications
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
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
57
Agile Project Management, Business Change, &
Requirements
Portfolio Management (Projects)
•
•
•
•
•
Project Description
Vision
Business Case
Business Objectives & Outcomes
Constraints
Business Change (Impacts)
•
•
•
•
•
People
Process
Technology
Data
Governance
Program Management (Features)
•
•
•
•
•
Features
Mapping to Objectives
Discovery (Needs and Scenarios)
Validation
Release Planning
Teams (Requirements and Tests)
•
•
•
•
User Stories
Test Scenarios
Test Cases
Non-Functional Requirements
Work Management (Bundles)
•
•
•
•
Inspect and Adapt
Lifecycle Events
Verifications
Statements of Work
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
58
Collaboration and Knowledge
Management
Transparency
Users have full transparency to the projects
they are assigned.
Action Items
Action items can be assigned to capture work
assignments
Comments
Users can leave comments about the
item
Attachments
Documents such as spreadsheets can
be attached 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 notified of all changes
eMail Notification
Users receive emails of items they have been
assigned and optionally can receive email
notifications of items they are tracking
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
59
Transparency
Shows all work being done at
the Portfolio, Program and Team
Level
Makes everything visible
between team and among teams
Coordinates agile business
activities with development
team activities
Knowing all impacts significantly
reduces the risk
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
60
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 teams
Non-functional Requirements
Test scenarios an Test case
• Higher quality software
• Allows agile to scale
Portfolio and Program Management
•
•
•
•
•
•
Support for Scaled Agile Framework
Roadmapping (Coming)
Release Planning
Inspect and Adapt
Feature and Validation
Transparency and Collaboration
•
•
•
•
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 value
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Shorter Cycle Times
More delivery of value
Coordination of cross-functional teams
Lower costs through elimination of low
value work
61
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.
PSI Release
Stories
NFRs
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
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
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”).
© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Roadmap
Release
Requirements
NFR
62