Agile Business Transformation

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Agile has become mainstream for developing software. Organizations that have adopted agile have seen improvements in quality, cycle time, and customer satisfaction. Standish Group research shows that …

Agile has become mainstream for developing software. Organizations that have adopted agile have seen improvements in quality, cycle time, and customer satisfaction. Standish Group research shows that agile projects are three times more successful than traditional plan driven projects.

However using Agile Development practices does not make an agile organization. Agile transformation requires focus on four key areas:
1. Agile Discovery
2. Agile Delivery
3. DevOps
4. Agile Business Change

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  • 1. 0© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Title Here John  Parker,  CEO   Enfocus  Solu5ons  Inc.   Agile Business Transformation May 15, 2014 http://EnfocusSolutions.com
  • 2. 1© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Agenda •  Agile  Transforma5on  Challenges   •  Scaled  Agile  Framework   •  Business  and  SoAware  Agility   •  Transforming  the  PMO   •  Stakeholder  Engagement  and   Collabora5on   •  Discovery  and  Valida5on   •  Business  Change  Management   •  Agile  PorIolio  Management   •  Agile  Program  Management   •  Agile  Team  Management   •  Product  Managers   •  PMOs   •  Organiza5onal  Change  Managers   •  Project  Managers   •  PorIolio  Mangers   •  Product  Owners   •  Agile  Teams   Audience Agile Transformation
  • 3. 2© 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  IT Strategic Planning o  Agile Development using Scrum and Kanban o  Agile Portfolio and Program Management o  Business Analysis o  Recovering Troubled and Challenged Projects o  Enterprise and Business Architecture o  Business Process Improvement, Reengineering, and Management Contact: •  http://enfocussolutions.com •  info@enfocussolutions.com
  • 4. 3© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Why Agile? •  The agile process is the universal remedy for software development project failure. •  The secret is the trial and error and delivery of the iterative process. •  Software should be built in small, iterative steps with small, focused teams. •  The project team delivers functionality in small bites or steppingstones. SoAware  applica5ons  developed  through  the  agile  process  have  three  &mes  the  success   rate  of  the  tradi5onal  waterfall  method  and  a  much  lower  percentage  of  &me  and  cost   overruns.   Source:  Standish  Chaos  Report  2011  
  • 5. 4© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Ken  Schwaber  is  a  so/ware  developer,  product  manager  and  industry  consultant.  Ken  worked   with  Jeff  Sutherland  to  formulate  the  ini?al  versions  of  the  Scrum  development  process.    
  • 6. 5© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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  mul5ple   teams  in  IT  organiza5ons  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    
  • 7. 6© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Scaled Agile Framework™ Big Picture
  • 8. 7© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. So7ware  Agility  does  not  equal  Business  Agility  
  • 9. 8© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. What is Business Agility? Agility is the ability of a business to react quickly to change. •  Quickly sensing problems and opportunities and •  Rapidly responding with Solutions that address business and customer needs •  By efficiently changing processes, responsibilities, rules, data, and technology, •  To Realize expected business and customer outcomes.
  • 10. 9© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Business and Software Agility Agile  Por>olio  Management   Agile  Program  Management   Agile  Team  Management   Stakeholder  Engagement  and  Collabora&on   Business  Change  Management   Business   Agility   So7ware   Agility   Stories   Sprints   Features   Releases   Epics   Outcomes   Impacts   Stakeholders   Discovery  and  Valida&on   Features  
  • 11. 10© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Transforming  Project  Management  to  Agile  
  • 12. 11© 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) •  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)
  • 13. 12© 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  sa5sfac5on.   Tight  change  management  and  control  over   amendments  to  the  plan.   An5cipa5ng  change  and  accommoda5ng  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  5me  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  collabora5on  between  team   resources  and  stakeholders  to  achieve  agreed  upon   objec5ves.   Focus  is  on  tracking  costs,  5me,  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  
  • 14. 13© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Manage Data Not Paper •  Collocation of Teams is very important for Agile; however collocation of business stakeholders and users is simply not practical. •  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 slow. •  As organizations scale, they will need an automated collaboration and knowledge repository to manage the various enterprise components of Agile such as: o  Portfolio and Program Backlogs o  Feature discovery and validation information o  Conversation between developers and users o  Inspect and Adapt information o  Impacts of changes in business strategy
  • 15. 14© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. •  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 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.  
  • 16. 15© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Business and Software Agility Agile  Por>olio  Management   Agile  Program  Management   Agile  Team  Management   Stakeholder  Engagement  and  Collabora&on   Business  Change  Management   Business   Agility   So7ware   Agility   Stories   Sprints   Features   Releases   Epics   Outcomes   Impacts   Stakeholders   Discovery  and  Valida&on   Features  
  • 17. 16© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Stakeholder    Engagement  and  Collabora&on   Lack  of  User  Involvement  is  #1  Cause  of   Project  Failure  for  both  Waterfall  and   Agile  Projects  
  • 18. 17© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Engaging Stakeholders •  In Agile, the focus is on “Engaging Stakeholders” rather than on Managing Stakeholders. •  Stakeholders are involved at the Portfolio, Program, and Team Level. •  Stakeholder engagement requires transparency and visibility into what is important to them. o  Stakeholders need to understand why, who, what, and when. o  Keep stakeholders informed on progress and major events or ceremonies. •  Stakeholders need to participate and be held accountable for necessary business changes. •  It is usually impractical to collocate stakeholders; a tool is needed to provide transparency and get engagement.
  • 19. 18© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Stakeholder Engagement Stakeholders  are  usually  not  collocated  with  the  Team.    S5cky  note  boards  simply  do   not  work.  Email  is  too  slow  and  inefficient.  An  automated  collabora5ve  tool  is  needed   to  effec5vely  engage  stakeholders.  
  • 20. 19© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. There  are  three  levels  of  backlogs  with  Stakeholders  involved  in  each  level.   Backlogs
  • 21. 20© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Stakeholder Managers
  • 22. 21© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Stakeholder Engagement should be Measured and Discussed at Each Retrospective
  • 23. 22© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Transparency 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   ac&vi&es  with  development   team  ac&vi&es     Knowing  all  impacts  significantly   reduces  the  risk    
  • 24. 23© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Signoffs and Approvals For  Agile,  it  is  impera5ve  to  move   away  from  a  tradi5onal  “Review  and   Approve”  process  to  an  “Inspect  and   Adapt”  process.  To  do  this  requires:   •  Transparency   •  Stakeholder  Engagement   •  Efficient  Inspect  and  Adapt   Methods  
  • 25. 24© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Discovery  and  Valida&on  
  • 26. 25© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Agile  is  an  effec&ve  delivery  process!   Agile  is  not  effec&ve  for  discovering  what  to  build.      
  • 27. 26© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Source: Jim Johnson, Chairman of Standish Group, quoted in 2006 in: http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS The  Problem:    64%  of  Func&onality  is  Rarely  or  Never  Used   The  Cause:    Poor  Discovery  and  Valida&on   The  Result:    Higher  Costs,  Lower  Value,  Longer  Cycle  Times  
  • 28. 27© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. So7ware   PorIolio  Program  Team   Epics   Epics   Feature   Feature   Feature   Story   Story   Story   Story   Story   Discovery and Validation Business   Customer   User   Product   Business   Model   Customer     Assump5ons   User   Personas   Conversa5on   Product   Vision   Use   Cases   MVPs   Buyer   Personas   Business     Outcomes   Customer     Outcomes   Prototypes   Capability   Gaps   Business   Processes   User   Assump5ons   Hypothesis   Assump5ons   Business     Case   Scenarios   Customer   Needs   Impact   Analysis   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Conversa5on   Feature  
  • 29. 28© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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.
  • 30. 29© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Business  Change  Management  
  • 31. 30© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Identify What Business Changes Are Needed Define Impacts. Address what the needed changes will impact. What needs to change to solve the problem? •  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?
  • 32. 31© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. SoAware   PorIolio  Program  Team   Epics   Epics   Feature   Feature   Feature   Story   Story   Story   Story   Story   So7ware  Delivery   Value  Discovery   Investment  Funding   People   Process   Technology   Data   Rules   Impact   Business  Change   Impact   Impact   Impact  Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Impact   Business  Change    Management   Capacity  and  Conflicts   Task   Task   Task   Task   Task   Task   Task   Features are Used for Managing Software Impacts are Used for Managing Business Change
  • 33. 32© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Business Change Impacts: People •  Assign  impacts  to   organiza5onal  change   professionals  or  super  users   within  the  organiza5ons.   •  Engaging  stakeholders  like  this   can  significantly  improve   outcomes  and  decrease  risk.  
  • 34. 33© 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  star5ng  on   soAware  development.   •  Not  doing  this  will  result  in  soAware   that  supports  an  problem  business   process  and  require  significant   rework  to  fix.   •  Assigning  this  responsibility  to   business  stakeholders  takes  a  load   off  of  the  team  and  helps  ensure  that   the  new  solu5on  addresses  the  To-­‐ Be  process  versus  AS-­‐IS  workflow   significantly  reducing  the  amount  of   rework.  
  • 35. 34© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Agile  Por>olio  Management  
  • 36. 35© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. •  Since 2008, there has been a high rate of PMO startup activity with an implementation failure rate of more than 50%. •  Even though program and portfolio management (PPM) is a growing area of need for many organizations, the results it delivers often don't live up to expectations. •  Organizations must consider moving beyond traditional IT portfolio management to align with mission critical business objectives. •  The focus of PPM needs to must shift to be able to adapt to changing strategies to create maximum business value for minimum cost, quickly. •  Enterprise Portfolio Management Offices are beginning to emerge. The key driver is the need to merge technology and business projects under the same organization. •  “Don’t start a PMO unless it focuses on demonstrable results and business value vs. process and administrative burden.” Gartner’s  View  of  Por>olio  Management   Source:  Gartner  Group  –  Project  Manager  2013   Effec5ve  porIolio  management  requires  managing  strategy,  people,   processes,  and  technology  and  focuses  on  delivering    business  value,     not  crea5ng  an  addi5onal  process  or  administra5ve  burden.  
  • 37. 36© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Portfolio Management The Old Way and New Way The  Old  Way   The  New  Way   Focused  on  funding  and  priori5za5on  of  technology     projects.   Focuses  on  enabling  business  change  through  people,   process,  and  technology.     Primary  emphasis  is  on  enforcing  compliance  to   process.   Primary  focus  is  delivering  business  value  and  becer   business  outcomes.   Burdening  the  organiza5on  with  administra5on  and   process.   Allowing  the  organiza5on  to  move  faster.   User  adop5on  never  considered  as  part  of  porIolio   management  process.   Extensive  focus  on  user  adop5on.   Focus  is  tracking  costs,  5me,  and  tasks.   Focus  is  on  maximizing  the  delivery  of  business  value   more  quickly.   Alloca5ng  resources  to  projects   Enabling  business  change  faster  using  business   architecture,  cloud  services,  and  selec5ve  sourcing.   Documen5ng  the  train  wreck.   Accountability  involves  direct  execu5on  of  strategic   program.   Gartner  Predic5on  2014:   “PPM  Leaders  Must  Prepare  for  Extreme  Transforma5on  or  Prepare  New  Resumes.”  
  • 38. 37© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Procure  to  Pay   Service   Order  to  Cash   Service   Hire  to  Re5re   Service   Service  Por>olio   Services  Suppor&ng  Business  Capabili&es   Product  Por>olio   Accounts   Payable   Purchasing   Purchase   Data   Warehouse   Vendor  Data   Management   Accounts   Receivable   Customer   Rela5onship   Management   Order   Management   Sales  Data   Warehouse   Payroll   Human   Resources   Employee   Master  Data   Sales  Data   Warehouse   Storage   Servers   Network   Database   Management   Security   Agile Portfolio Applica&on  So7ware  Teams   DevOps  Teams  
  • 39. 38© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. •  Budget  and  plans  are  completed  efficiently  and  on  5me.   •  Budgets  and  opera5ng  plans  accurately  es5mate  financial  outcomes.   •  Investments  are  directed  at  strategic  priori5es.   Business  Outcomes   Business  Processes   •  Develop  Capital  Budget  (CAPEX)   •  Develop  Opera5ng  Budget  (OPEX)   •  OPEX  Budget  Development   •  CAPEX  Budget  Development   •  Budget  Review  and  Approval   •  Budget  Reports   •  Budget  Dashboard  and  Monitoring   •  Support  Services   Service  Components   •  Budget  Applica5on   •  SAP  ERP  Interface  and  Integra5on   •  BI  Analy5cs  Applica5on   •  Service  Desk  Support   •  Infrastructure  Services  (Servers,  Network  and  Storage)   Provide  all  the  technology,  informa5on  and  IT  service  support   needed  by  finance  and  business  unit  to  prepare  and  manage  capital   budgets  and  annual  opera5ng  plans   Service  Assets   End-­‐to-­‐End  Service   Example of an IT Service Provided to the Business
  • 40. 39© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Agile Portfolio Management Transformation •  PMOs must make significant changes to support an Agile Organization – Old rigid bureaucratic control and governance structures must go away •  PPM goes from managing projects to managing value and change (Gartner) •  Transition from IT PMOs to Enterprise PMOs (EPMO) (Gartner) •  The P in PMO changes to Portfolio or Program instead of Project (Gartner) •  Organizational change and business analysis become key skills for the EPMO •  Service Portfolio Management with emphasis on delivering business capabilities becomes key strategy for EPMOs. •  Business Architecture will become necessary ingredient for making portfolio management decisions •  Big projects must go away and be broken into a set of independently delivered features (Standish Group) •  Lean Startup methods will be applied to portfolio management using what Gartner calls a “Fail-Forward-Fast” approach •  Transparency will be essential for tomorrow’s PMO
  • 41. 40© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Agile  Program  Management  
  • 42. 41© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Agile Program Management 2.  Facilita&ng  So7ware  Delivery   •  Send  Approved  Features    to  Delivery   Teams   •  Manage  Scrum  of  Scrums   •  Par5cipate  in  Demos  and   Retrospec5ves   •  Inspect  and  Adapt   •  Define  NFRs   •  Plan  and  manage  Release  Trains   3.  Enabling  Business  Change   •  Define  needed  changes  using  impacts   •  Assign  impacts  to  accountable  technical   and  business  stakeholders   •  Monitor  stakeholder  engagement   •  Assess  business  and  customer  outcomes   •  Inspect  and  Adapt   1.  Discovering  Business  Needs   •  Define  program  objec5ves  and  expected  outcomes   •  Define  Features  that  can  be  delivered  independently   •  Validate  Features  using  MVPs  and  other  Lean  Methods   •  Priori5ze  and  Eliminate  Features  that  Provide  Licle  or  No  Value   •  Perform  Roadmap  Planning  
  • 43. 42© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Two Core Concepts for Successful Projects From 2013 CHAOS Manifesto Report 1.  Break down projects into small components 2.  Eliminate components that provide little or no value
  • 44. 43© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Breaking Down Projects Into Small Components •  The Standish Group flatly state that that “there is no need for large projects, and that any IT project can be broken into a series of small projects.” •  It is important not to interpret breaking down projects into smaller projects as defining milestones, phases, critical paths, and activities. Delivery of concrete and usable results demarks a successful completed project. •  Small projects deliver a valuable result that is actually used to create a return on investment (ROI). •  The benefits of using this approach are quickly evident when the organization starts to receive value early in the project cycle. Source  2013  CHAOS  Manifesto  Report,  Standish  Group   Think  Big,  Act  Small  
  • 45. 44© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Reducing and Managing Solution Scope •  Standish Group Research shows that 20% of features are used regularly and 50% of features are hardly ever or never used. The gray area is about 30%, where features and functions get used sometimes or infrequently. •  Focusing on the 20% of the features that give you 80% of the value will maximize the investment in software development and improve overall user satisfaction. •  Reducing scope and not delivering 100% of the functionality is not only a valid strategy, but a prudent one. Think  Big,  Act  Small   Source  2013  CHAOS  Manifesto  Report,  Standish  Group  
  • 46. 45© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Iteration (Sprint)" Agile ReleaseTrain" is to team! is to program! as! Agile Program Management: Releases
  • 47. 46© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Inspect and Adapt for Continuous Improvement •  Agile approaches are based on an empirical process — a process of making decisions based on the what has actually occurred. •  An empirical process is very important for software projects and is used for both new product development and enhancement and upgrade of existing products. •  The team's ability to inspect and adapt has a major impact on a project’s success or failure. In fact, some surveys show that ineffective use of retrospective is the number one reason Agile adoptions fail. •  Empirical control requires: o  Transparency: Everyone involved on an agile project knows what is going on and how the project is progressing. o  Frequent inspection: Team members and stakeholders regularly evaluate the product and process. o  Adaptation: Adjustments are made quickly after a problem has been identified.
  • 48. 47© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Agile  Team  Management  
  • 49. 48© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Scrum or Kanban? Scrum   Kanban   Kanban  is  a  con5nuous  flow   process:  items  enter  the  queue  and   then  get  “pulled”  through  a  series   of  steps  in  the  development   process.  Kanban  is  oAen  visualized   on  a  Kanban  board  and  each  step  is   represented  by  a  column.     Scrum  is  a  simple  yet  incredibly   powerful  set  of  principles  and   prac5ces  that  help  teams  deliver   products  in  short  cycles,  enabling   fast  feedback,  con5nual   improvement,  and  rapid  adapta5on   to  change.  As  the  leading  Agile   development  framework,  Scrum   has  predominantly  been  used  for   soAware  development,  but  it  is   also  proving  to  be  effec5ve  in   efforts  far  beyond.  
  • 50. 49© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. DevOps Development  Wants     Rapid  Change   Measured  by  Amount  of   Valuable  So/ware  Delivered   Opera&ons  Wants     Stability   Over  80%  of  Outages  are   caused  on  Change.   The  Business  Wants  Both   Features  are  Needed  for  increased   revenues  and  growth.  Outages  cost  the   business  significant  dollars  
  • 51. 50© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Enfocus Solutions Complete Support for Agile Portfolio and Program Management •  Stakeholder Engagement and Collaboration •  Provide efficient methods for Stakeholder Engagement and Collaboration •  Provide complete Transparency to Agile Teams and Stakeholders •  Discovery and Validation •  Define Project Vision, Objectives, Constraints, and Business Case •  Gain understanding of customer and their needs using Personas and Scenarios •  Define Customer and Business Outcomes using Objectives •  Breaking Down Project or Epics into Features •  Review and Validate and Prioritize Features •  Define and Manage Needed Business Changes using Impacts •  Mange Inspect and Adapt Activities •  Manage Retrospectives •  Inspect Features, Stories, Releases, and Impacts •  Use action items needed for adaptation •  Team Integration •  Define User Stories In Our Software or through Integration with backend Agile Team Tools such as JIRA. •  Define Transition Requirements for Release Management •  Define Nonfunctional Requirements for software development
  • 52. 51© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Thank  You   Please  provide  comments  what  you  liked  or  didn’t  like  or  topics  for   other  webinars  to  the  email  below.     info@enfocussolu5ons.com