ITIL and Agile

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At first Agile and ITIL seem at odds because of the rigid release and change management process of ITIL and the rapid delivery of software in Agile. However, the two frameworks are actually quite complimentary. In fact, using ITIL Service Strategy and Design processes provides a great framework for scaling agile to the Enterprise.

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ITIL and Agile

  1. 1. 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  
  2. 2. 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 •  info@enfocussolutions.com
  3. 3. 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  
  4. 4. 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.
  5. 5. 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.
  6. 6. 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  
  7. 7. 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. 8. 7© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Scaled Agile Framework™ Big Picture
  9. 9. 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?  
  10. 10. 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  
  11. 11. 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  
  12. 12. 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    
  13. 13. 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. 14. 13© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
  15. 15. 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.
  16. 16. 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  
  17. 17. 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  
  18. 18. 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    
  19. 19. 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)
  20. 20. 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  
  21. 21. 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
  22. 22. 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.  
  23. 23. 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    
  24. 24. 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  
  25. 25. 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      
  26. 26. 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  
  27. 27. 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
  28. 28. 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  
  29. 29. 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  
  30. 30. 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  
  31. 31. 30© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Customers  Think  End-­‐to-­‐End  Experience   Which  Customer  Would  You  Like  to  Be?  
  32. 32. 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  
  33. 33. 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  
  34. 34. 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  
  35. 35. 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  
  36. 36. 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.  
  37. 37. 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  
  38. 38. 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  
  39. 39. 38© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Lean  SoIware  Development  Principles   7  Lean  Principles  as  defined  by  Mary  and  Tom  Poppendieck      
  40. 40. 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  
  41. 41. 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  
  42. 42. 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  
  43. 43. 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.
  44. 44. 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  
  45. 45. 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  
  46. 46. 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.  
  47. 47. 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  
  48. 48. 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?
  49. 49. 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.  
  50. 50. 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. 51. 50© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Lean Change Canvas
  52. 52. 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  
  53. 53. 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  
  54. 54. 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  
  55. 55. 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.  
  56. 56. 55© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Addi9onal  Slides  –  Not  Used  in  Presenta9on  
  57. 57. 56© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. What Our Product Does
  58. 58. 57© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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
  59. 59. 58© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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
  60. 60. 59© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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  
  61. 61. 60© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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    
  62. 62. 61© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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  
  63. 63. 62© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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  
  64. 64. 63© 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  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    
  65. 65. 64© 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 •  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.  
  66. 66. 65© 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.
  67. 67. 66© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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  
  68. 68. 67© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 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

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