agile_6_14

0© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.
Service Strategy
And Design
Agile
Portfolio and
Program
Management
Agile
Development
Release &
Deployment
Management
Lean Value Streams
ITILSAFeScrum 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 & Collaboration
• Self Organizing Empowered Teams
• Stakeholder Engagement
• Accountability
• Flow with Small Batches
• Continuous Inspect and Adapt
Enfocus
Solutions

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

10,000 Foot View
Agile Lean ITSM
Business
Change
PPM
Release
Management
Shorter
Time
Higher
Quality
Lower
Cost
User
Adoption
Business
Value
Increased
Satisfaction

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

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.

It takes more than just implementing
agile development practices to make
an agile enterprise.
Software Value Stream
Business
Development
Infrastructure &
Operations
Customers Users
Product
Managers
Business
Leaders
Finance
Compliance
HR
Team
Team
Team
Team
External
Customers
Internal
Customers
Service
Desk
Security Operations
Infrastructure
DBA
Releases
Needs
Marketing
SoftwareRequests
Support
Services
Support

How Waste and Blockages Occurs
Business
Development
Infrastructure &
Operations
Customers Users
Product
Managers
Business
Leaders
Finance
Compliance
HR
Team
Team
Team
Team
External
Customers
Internal
Customers
Service
Desk
Security Operations
Infrastructure
DBA
Releases
Needs
Marketing
SoftwareRequests
Support
Services
Support
Not
Using
MMFs
Not
Involved
Not
Prioritizing
Features
Not Doing
Incremental
Development
Testing
Involved after
Development
Not
Involved
Upfront
Rigid
Release &
Deployment
Don’t
Understand
Big Picture
Needs Not
Validated
Slow
Adoption
Slow
Approvals

Scaled Agile Framework™ Big Picture

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?

Portfolio
Program
Team
Enfocus Solutions
Lean Agile Service Framework
Business Discovery & Change Solution Delivery
Business Architecture
Portfolio Backlog
Team Backlog
Feature
Business Project
Stor
y
SDP
People
Change
Objectives
Change
Canvas
Release Train
Architecture Project
Transformation Project
Roadmap
Sprint
Demand
Management
Benefits
Realization
Vision
Business Case
Project
Impacts
SDP
Feature
Feature
Release Plan
Feature
Feature
Feature
Stor
y
Stor
y
Stor
y
Stor
y
Stor
y
Stor
y
Stor
y
Stor
y
Service
Change
Data
Change
Rule
Change
Process
Change
Discovery
Feature Backlog
Service Portfolio
ServiceService
Negotiated Change
Validated Learning Valuable Software
Business
Outcomes
Innovation & Need
LeanBusiness Value
Business Customer User Service
Business
Model
Delivery
Bundle BundleBundle Bundle
Sprint
Sprint
Sprint
Sprint Sprint
Kanban Kanban
Needs Scenarios
Satisfaction
Conditions
Tests
Requirements
Bundle
HIP HIP HIPHIPHIP
Technical TeamsBusiness Teams

Service Strategy
And Design
Agile
Portfolio and
Program
Management
Agile
Development
Release &
Deployment
Management
Lean Value Streams
Lean
Lean
Change
Method
Key Principles
• Outcome Focused Services
• Accountability
• Flow with Small Batches
Enfocus
Solutions

What is Agile Really About?
Valuable
Software
Self-
Organizing
Teams
Motivated
Individuals
• Faster Time to Market
• Higher Customer Satisfaction
• Better Quality
• Increased Business Value
• Manage Changing Priorities
• Shorter Feedback Cycles
• Velocity
• Rapid Learning
• Cadence and Flow
• Empowered individuals
• Collaboration
• Democratic decision-making
• Transparency

Scrum, Kanban, or Both
Scrum
For application
Development
Kanban
For Infrastructure,
Portfolio Management,
and Business Change
Kanban is a continuous flow
process: items enter the queue and
then get “pulled” through a series
of steps in the development
process. Kanban is often visualized
on a Kanban board and each step is
represented by a column.
Scrum is a simple yet incredibly
powerful set of principles and
practices that help teams deliver
products in short cycles, enabling
fast feedback, continual
improvement, and rapid adaptation
to change. As the leading Agile
development framework, Scrum
has predominantly been used for
software development, but it is
also proving to be effective in
efforts far beyond.

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.

Kanban is For Areas Other than Software
Kanban for Portfolio Management Kanban for Marketing
Kanban for Production Support Kanban for Sales

Service Strategy
And Design
Agile
Portfolio and
Program
Management
Agile
Development
Release &
Deployment
Management
Lean Value Streams
Lean
Lean
Change
Method
Key Principles
• Outcome Focused
• Accountability
• Lean Flow with Small Batches
Enfocus
Solutions

What is PPM Really About?
Business
Outcomes
Flow
Investment
Decisions
• Higher ROI
• Faster Time to Value
• Innovation
• Benefits Realization
• Roadmaps (Features)
• Release Trains (Bundles)
• Efficient Value Streams
• Eliminating Waste
• Collaboration
• Business Case (Projects)
• Vision
• Business Objectives
• Prioritization
• Transparency

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)

The Old Way The New Way
Managing tasks and adhering to a rigid plan. Managing a value stream focusing on customer
engagement and satisfaction.
Tight change management and control over
amendments to the plan.
Anticipating change and accommodating changes as
business needs change
Breaking down the project into phases, tasks,
and steps
Breaking down the project into independent
components called Features that can be built and
delivered quickly.
Project success was determined based on
whether the project was delivered on time and
on budget.
Project success is determined based on achieving
desired business and customer outcomes.
Focus was on managing tasks and resources. Focus is on managing collaboration between team
resources and stakeholders to achieve agreed upon
objectives.
Focus is on tracking costs, time, and tasks. Focus is on maximizing the delivery of business value
more quickly.
Transform the PMO from Bureaucracy to
Key Enabler of Agile and Business Value

Vision and
Objectives
Roadmap
Release Plan
Sprint
Plan
Daily
Plan
Portfolio
Program
Team
Defines Who, What, When, and Why, Constraints,
Assumptions, Objectives, and Outcomes
Provides a view of planned features by service
organized by releases over a timeline horizon (6-12
months)
Facilitated by RTE, Teams participate in developing a
plan of what will be delivered in the next release.
Stories, tasks, definition of done, level of effort, and
commitment for work to be done in a Sprint.
Presented at daily standup meetings in the form of 1)
what I did yesterday,2) what will be done today, and 3)
what are my impediments.
The Five Levels of Agile Planning

Service
Feature
Portfolio
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 functionality,
warranty, and customer experience
to deliver an outstanding service.
Stories
Stories (user, technical, infrastructure)
are the Agile replacement for
traditional requirement specifications.
Tasks
Stories are broken into tasks and
assigned to individual team members.

Enterprise PMO
Enterprise Portfolio Management Office
Portfolio Management
(Build IT Services)
Service Management
(Run IT Services)
• Portfolio Management
• Program Management
• Project Management
• Roadmapping
• Release Planning
• Service Desk
• Service Level Management
• Availability Management
• Security Management
• Service Continuity
Management
• Incident Management
• Problem Management
• Configuration Management
• Change Management
Business Change
Management
(Manage Change)
• Business Outcomes/KPIs
• Business Process Management
• Organizational Change
• Business Rules
• Business Information Management

Service Strategy
And Design
Agile
Portfolio and
Program
Management
Agile
Development
Release &
Deployment
Management
Lean Value Streams
Lean
Lean
Change
Method
Key Principles
• Outcome Focused
• Accountability
Enfocus
Solutions

What is ITSM Really About?
Customer
Outcomes
Service
Design
Service
Portfolio
• Lower Costs
• Better Customer Experience
• Successful Customer Outcomes
• Innovation & Competitive
Advantage
• Utility
• Warranty
• Customer Experience
• Outcomes
• Business Discovery
• Customer Discovery
• Service Discovery
• User Discovery

2001 2006 2011 2016
Infrastructure
Only
Infrastructure &
Applications
Business Shared
Services
IT Process Optimization (ITIL)
Standard operational processes (e.g.,
problem or incident management) to
ensure predictable delivery
Infrastructure Services
Hosting, 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
Limitation:
Needs Strong
CEO Support
Limitation: Infrastructure alone
is unable to drive business
outcomes or solve business needs
Limitation: No impact on
transparency or responsiveness
to business partners
Infrastructure services and end-to-
end IT services can coexist.
The move to deliver IT within business
services has different origins and
usually emerge outside IT.
Source: CEB CIO Executive Board

Services that have been retired.
Services that are used by the business.
Services being developed including
new feature or components for
existing services.
Service Portfolio Management

Procure to Pay
Service
Order to Cash
Service
Hire to Retire
Service
Service Portfolio
Services Supporting Business Capabilities
Product Portfolio
Accounts
Payable
Purchasing
Purchase
Data
Warehouse
Vendor Data
Management
Accounts
Receivable
Customer
Relationship
Management
Order
Management
Sales Data
Warehouse
Payroll
Human
Resources
Employee
Master Data
Sales Data
Warehouse
Servers &
Storage
Network
Database
Management
Security
Service Portfolio
Application Software
Infrastructure and Operations
Desktops &
Mobile
Operations
Service
Desk

Defining End-to-End Services
End-to-End services package together the people,
processes, technology and data that support key
business capabilities and user activities.
Web and SOA Services
Web services and SOA components
that can be published and discovered
and invoked by applications.
Infrastructure Services
Servers, storage, network and other
technologies offered by the
infrastructure team.
Application Services
Services to implement, maintain
and support software applications.
End-to-EndITServices
IT Service: Claims Processing
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.
Service Desk application 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 activities,
outcomes or capabilities.
Types of IT Services End-to-End Service Example

Service Design: Two Perspectives
Utility
Fitness for Purpose
Warranty
Fitness for Use
Experience
Desirability and
Perception

Customers Think End-to-End Experience
Which Customer Would You Like to Be?

Business
Discovery
Customer
Discovery
User
Discovery
• Business Model
• Business Case
• Business Objectives
• 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 Expectations
• User Activities
• Scenarios
• Learning
• Prototypes
• Storyboards
• Usability
Feature Discovery
Service
Discovery
• Service Definition
• Service Components
• Service Delivery Strategy
• Capabilities
• Resources
• Service Improvement

Service Strategy
And Design
Agile
Portfolio and
Program
Management
Agile
Development
Release &
Deployment
Management
Lean Value Streams
Lean
Lean
Change
Method
Key Principles
• Outcome Focused
• Accountability
Enfocus
Solutions

What is Release Management Really
About?
Organization
and Culture
Planning
Automation
• Transparency
• Collaboration
• Cross-functional teams
• Agile Values (e.g. Commitment)
• Release Trains
• Transparency of Business
Priorities
• Transition Requirements
• Verification & Validation
• Automated Testing
• Automated Deployment
• Monitoring
• Cloud – Elastic Load Balancing
• Version Control
• Configuration Management

Release Planning
Vision
Roadmap
Transition Requirements
Release Train
Team Team Team
Bundle Bundle Bundle
• PSI Objectives
• Requirements
• Lifecycle Events
• Verifications
• PSI Objectives
• Requirements
• Verifications
• PSI Objectives
• Requirements
• Verifications
Release Plan

DevOps
Vanson Bourne Survey of 1,300 Senior IT Executives
DevOps is a cultural and professional movement that stresses communication, collaboration and
integration between software developers and IT operations professionals.

Service Strategy
And Design
Agile
Portfolio and
Program
Management
Agile
Development
Release &
Deployment
Management
Lean Value Streams
Lean
Lean
Change
Method
Key Principles
• Outcome Focused
• Accountability
Enfocus
Solutions

What is Lean Really About?
Satisfy 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
• Collaborative Problem solving
• Collaboration & Transparency
• Continuous Improvement

Lean Software Development Principles
7 Lean Principles as defined by Mary and Tom Poppendieck

7 Wastes of Software Development
Waste Examples
1. Partially Done Work • Failure to properly validate a feature before assigning it to a team
• Prioritizing a story without having complete information from Product Owner
• Incomplete/inadequate tasks identification
2. Extra Features • Lack of understanding of the Product Vision
• Not prioritizing product features
• Failure to understand the real needs of users and other stakeholders
• Gold plating Features or not defining MVFs
3. Relearning • Lack of a proper knowledge-sharing process
• Lack of required documentation from stakeholders
4. Hand-Offs • Failure to define tasks correctly to complete a story
• Teams working from different locations
• Lack of visibility and transparency of the information
5. Delays • Poorly designed review and approval process
• Using paper instead of documents to transmit information
• Unwanted non-value-added activities
• Too many things in progress
6. Task Switching • A shared team working on multiple projects
• A person assigned to multiple teams
• Interruptions in the ongoing tasks
• Testers are not part of the team and involved late in the process
7. Defects • Staring development on a story with limited understanding on the story
• The story does not satisfy the INVEST principle or does not have acceptance criteria
• Missing Conditions of Satisfaction on Features
• Lack of technical skill sets for team members
As Defined by Mary and Tom Poppendieck

Remove Delays and Waste
Obtaining Approvals Is Usually the Biggest Source of Delays
Which Provides a Better Return?
• Getting Better at What you Do or
• Eliminating Delays Between What you Do
Process Cycle Efficiency

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
• Efficient Inspect and Adapt Methods

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.

Service Strategy
And Design
Agile
Portfolio and
Program
Management
Agile
Development
Release &
Deployment
Management
Lean Value Streams
Lean
Lean
Change
Method
Key Principles
• Outcome Focused
• Accountability
Enfocus
Solutions

What is Agile Business Change Really
About?
Business
Outcomes
Business
Model &
Process
Change
Organizational
Change
(People)
• Innovation
• Faster Time to Benefit
• Customer Satisfaction
• Rapid User Adoption
• Organizational Change
• Business Processes
• Knowledge and Data
• Supporting IT Services
• Governance and Rules
• Collaboration & Transparency
• Shared Knowledge
• Learning

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.

Portfolio
Program
Team
Enfocus Solutions
Business Discovery and Change
Collaborative
Business Architecture
Objectives
Change
Canvas
Release Train
Vision
Business Case
Project
Impacts
Discovery
Service Portfolio
ServiceService
Validated Learning
Business Customer User Service
Business
Model
Bundle Bundle
Kanban Kanban
Needs
Scenarios
People Technology Data
Business
Rules
Process
Impacts, Gaps, and Risk
People Technology Data
Business
Rules
Process
Negotiated Changes
Utility
Warranty
•Negotiated
Change
•MVCs
•AS IS
•TO BE
•SLAs
•OLAs
•Contracts
•Components
•Quality
•Security
•Conversion
•Usage
•Compliance
•Procedures
•Decisions
•Workflow
•Roles
TouchpointsOutcomes
Bundle
Kanban
Bundle
Kanban
Bundle
Kanban
Stakeholder Engagement
Transparency
I&A I&A I&A I&A I&A

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?

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.

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
Negotiated
Change

Lean Change Canvas

Business Change Impacts: Processes
• It is very important to define and
manage needed changes to business
processes before starting on
software development.
• All too often, Agile Teams define user
stories for an antiquated business
As-Is process versus for an optimized
To-Be process
• Assigning this responsibility to
business stakeholders takes a load
off of the team
Assign to
Business Owner

• 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
Software and Services
for Powering Business Value

Area Business Outcomes
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
• Rapid Deployments
• Less Risk of Rollbacks and Problems
Lean Value
Streams
• Less Waste and Lower Costs
• Increased Value
• Higher Quality
Business Change
Management
• Higher Customer Satisfaction
• Business and IT Alignment
• Faster and Easier User Adoption

Thanks for
Attending
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request a consultation
WORKSHOP
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be used to help in your
agile transformation.
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Additional Slides – Not Used in Presentation

What Our Product Does

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
Collaborative Enterprise Portfolio and Business
Architecture

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
Teams (Requirements and Tests)
• User Stories
• Test Scenarios
• Test Cases
• Non-Functional Requirements
Work Management (Bundles)
• Inspect and Adapt
• Verifications
• Statements of Work
Agile Project Management, Business Change, &
Requirements

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

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

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)
• Feature and Validation
• Transparency and Collaboration
• Shorter Cycle Times
• More delivery of value
• Coordination of cross-functional teams
• Lower costs through elimination of low
value work
Service Strategy and Design • Service Portfolio Management
• Service Design Packages
• Integrated Business Architecture
• Better customer experience
Release and Deployment Management • Transition Requirements
• 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

Mapping SAFe® to Enfocus Solutions
Term Description Enfocus
Solutions
Investment
Theme
Investment Themes reflect how a portfolio allocates budget to the various initiatives it has
defined to implement the portfolio business strategy.
Service
Business Epics Business Epics are large customer-facing initiatives that encapsulate the new development
necessary to realize the benefits of some new business opportunity
Project
Architectural
Epics
Architecture Epics are large technology initiatives necessary to evolve portfolio solutions in
order to support current and future business needs.
Project
Features Features are functionality provided by the system that fulfill one or more stakeholder needs. Feature
RoadMap The Roadmap provides a view of the intended deliverables, such as Features, Epics, and
other milestones, over a timeline horizon.
Roadmap
PSI Release The PSI (Potentially Shippable Increment) is the larger development time box (super-sprint)
that uses cadence and synchronization to facilitate planning, provide for aggregation of
newsworthy value, and provide a quantum unit of thinking for portfolio level consideration
and roadmapping
Release
Stories Stories (user, technical, infrastructure) are the Agile replacement for traditional forms of
requirement specifications. They are small, independent behaviors that can be implemented
incrementally, each of which provides value to the business
Requirements
NFRs Nonfunctional Requirements (NFRs, or system qualities) describe system attributes such as
security, reliability, maintainability, scalability, and usability (often referred to as the
“qualities” or “ilities”).
NFR

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