service strategy and design

1© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved.

Service StrategyAnd 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 ITSMto Deliver Spectacular

ResultsJohn E Parker, CEO Enfocus Solutions

LeanChangeMethod

Key Principles• Outcome Focused Services• Transparency & Collaboration• Self Organizing Empowered Teams• Stakeholder Engagement• Accountability• Flow with Small Batches• Continuous Inspect and Adapt

EnfocusSolutions


John E. Parker

• Chief Executive Officer of Enfocus Solutions Inc.• Previous Positions

o Chief Visionary Officer of Enfocus Solutions Inco EVP and CTO, MAXIMUS Inc.o Outsourced CIO for HSHS (Large Healthcare System)o EVP and Cofounder, Spectrum Consulting Groupo KPMG Partner

• Expertiseo Agile Development: Scrum and Kanbano Lean Software Developmento IT Strategic Planning and Managemento Business Change Managemento IT Strategic Planningo Business Analysiso ROI and Financial Analysis

Contact:• http://enfocussolutions.com• [email protected]


10,000 Foot View

Agile Lean ITSM BusinessChangePPM Release

Management

ShorterTime

HigherQuality

LowerCost

UserAdoption

Business Value

IncreasedSatisfaction


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.


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

DevelopmentInfrastructure &

Operations

Customers Users

ProductManagers

BusinessLeaders

FinanceCompliance

HR

TeamTeam

Team

Team

External Customers

Internal Customers

ServiceDesk

Security Operations

Infrastructure

DBA

Releases

Needs

Marketing

SoftwareRequests

Support

Services

Support


How Waste and Blockages Occurs

Business

DevelopmentInfrastructure &

Operations

Customers Users

ProductManagers

BusinessLeaders

FinanceCompliance

HR

TeamTeam

Team

Team

External Customers

Internal Customers

ServiceDesk

Security Operations

Infrastructure

DBA

Releases

Needs

Marketing

SoftwareRequests

Support

Services

Support

Not Using MMFs

NotInvolved

Not Prioritizing Features

Not DoingIncremental

Development

Testing Involved after Development

Not Involved Upfront

Rigid Release &

Deployment

Don’t Understand Big Picture

Needs Not Validated

SlowAdoption

SlowApprovals


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 Designo Feature Discoveryo Organizational Change Management (People)o Business Change Management (Processes, Data)o Release and Deployment (DevOps) is limited

AgileDevelopment

Scaled Agile

EnterpriseAgility

What is your Goal?


Portfolio

Program

Team

Enfocus SolutionsLean Agile Service Framework

Business Discovery & Change Solution Delivery

Business ArchitecturePortfolio Backlog

Team Backlog

Feature

Business Project

Story

SDP

PeopleChange

Objectives

ChangeCanvas

Release Train

Architecture Project

Transformation Project

Roadmap

Sprint

DemandManagement

BenefitsRealization

Vision

Business CaseProj

ect

ImpactsSDP

Feature

Feature

Release Plan

Feature

Feature

Feature

Story Story

Story Story Story

Story Story Story

ServiceChange

DataChange

RuleChange

ProcessChange

Discovery

Feature Backlog

Service Portfolio

ServiceService

Negotiated Change

Validated Learning Valuable Software

BusinessOutcomes

Innovation & Need

LeanBusiness Value

Business Customer User Service

BusinessModel

Delivery

Bundle BundleBundle Bundle

Sprint

Sprint

Sprint

Sprint Sprint

Kanban Kanban

Needs Scenarios

Satisfaction Conditions

Tests

Requirements

Bundle

HIP HIP HIPHIPHIP

Technical TeamsBusiness Teams



Agile Portfolio and

Program Management

Agile Development


Management

Lean Value Streams


Lean

Lean Business Change ManagementLean

ChangeMethod

Key Principles• Outcome Focused Services• Transparency & Collaboration• Self Organizing Empowered Teams• Stakeholder Engagement• Accountability• Flow with Small Batches• Continuous Inspect and Adapt


Results

EnfocusSolutions


What is Agile Really About?

ValuableSoftware

Self-Organizing

Teams

• 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

ScrumFor application Development

KanbanFor 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



Agile Portfolio and

Program Management

Agile Development


Management

Lean Value Streams


Lean


ChangeMethod

Key Principles• Outcome Focused• Transparency & Collaboration• Self Organizing Empowered Teams• Stakeholder Engagement• Accountability• Lean Flow with Small Batches• Continuous Inspect and Adapt


Results

EnfocusSolutions


What is PPM Really About?

Business Outcomes

Flow

• 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 WayManaging 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

SprintPlan

DailyPlan

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.

FeaturesFeatures describe the functionality, warranty, and customer experience

to deliver an outstanding service.

StoriesStories (user, technical, infrastructure)

are the Agile replacement for traditional requirement specifications.

TasksStories 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 ChangeManagement

(Manage Change)

• Business Outcomes/KPIs• Business Process Management• Organizational Change• Business Rules• Business Information Management



Agile Portfolio and

Program Management

Agile Development


Management

Lean Value Streams


Lean


ChangeMethod



Results

EnfocusSolutions


What is ITSM Really About?

CustomerOutcomes

ServiceDesign

• 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

InfrastructureOnly

Infrastructure &Applications

Business Shared Services

IT Process Optimization (ITIL)Standard operational processes (e.g., problem or incident management) to

ensure predictable delivery

Infrastructure ServicesHosting, network, and storage become orderable services in a service catalog

End-to-End IT ServicesPackages all the technologies, processes, and resources across IT needed to deliver a specific business outcome while hiding technical complexity

Business Shared ServicesCombines IT and non-IT resources

required to deliver a specific business outcome

Evolution of Service Management

Limitation: Needs StrongCEO Support

Limitation: Infrastructure aloneis unable to drive businessoutcomes 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 PayService

Order to CashService

Hire to RetireService

Service PortfolioServices Supporting Business Capabilities

Product Portfolio

AccountsPayable Purchasing

PurchaseData

Warehouse

Vendor Data Management

AccountsReceivable

CustomerRelationshipManagement

OrderManagement

Sales DataWarehouse

Payroll HumanResources

Employee Master Data

Sales DataWarehouse

Servers & Storage Network Database

Management Security

Service Portfolio

Application Software

Infrastructure and Operations

Desktops & Mobile Operations Service

Desk


Defining End-to-End ServicesEnd-to-End services package together the people, processes, technology and data that support key business capabilities and user activities.

Web and SOA ServicesWeb services and SOA components that can be published and discovered and invoked by applications.

Infrastructure ServicesServers, storage, network and other technologies offered by the infrastructure team.

Application ServicesServices to implement, maintain and support software applications.

End-to-End IT Services

IT Service: Claims ProcessingSupports all major activities relating to claims processing including receiving, investigating, processing, and reporting

ClaimsProcessing

System

DocumentManagement

System

Integration with Accounts

Payable, and eDiscovery

Infrastructure Services for Storage, Servers, Network.

Service Desk application support for claims processing.

Support ServicesServices 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

UtilityFitness for Purpose

WarrantyFitness for Use

ExperienceDesirability and

Perception


Customers Think End-to-End Experience

Which Customer Would You Like to Be?


BusinessDiscovery

CustomerDiscovery

UserDiscovery

• 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

ServiceDiscovery

• Service Definition• Service Components• Service Delivery Strategy• Capabilities• Resources• Service Improvement



Agile Portfolio and

Program Management

Agile Development


Management

Lean Value Streams


Lean


ChangeMethod



Results

EnfocusSolutions


What is Release Management Really About?

Organization and Culture

Planning

• 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



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.



Agile Portfolio and

Program Management

Agile Development


Management

Lean Value Streams


Lean


ChangeMethod


Results


EnfocusSolutions


What is Lean Really About?

Satisfy the Customer

Reduce Cycle Times

• Faster Time to Market• Enhanced Customer Experience• Increased Value• Higher Quality

• Less Waste• Small Batch Sizes• Just-in-Time• Concurrent Processing

• Empowered IndividualsShared 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 Examples1. 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 WasteObtaining 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

• Stakeholder Engagement

• 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.



Agile Portfolio and

Program Management

Agile Development


Management

Lean Value Streams


Lean


ChangeMethod



Results

EnfocusSolutions


What is Agile Business Change Really About?

BusinessOutcomes

Business

Model &

Process

Change

OrganizationalChange(People)

• Innovation• Faster Time to Benefit• Customer Satisfaction• Rapid User Adoption

• Organizational Change• Business Processes• Knowledge and Data• Supporting IT Services• Governance and Rules

• Stakeholder Engagement• 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 WorkIt’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 SolutionsBusiness Discovery and Change

CollaborativeBusiness Architecture

Objectives

ChangeCanvas

Release Train

Vision

Business CaseProj

ect

Impacts

Discovery

Service Portfolio

ServiceService

Validated Learning

Business Customer User ServiceBusinessModel

Bundle Bundle

Kanban Kanban

Needs

Scenarios

People Technology Data Business RulesProcess

Impacts, Gaps, and Risk

People Technology Data Business RulesProcess

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 changeo People will be happier if they can help develop the change

• Lean Change Method Core Conceptso Negotiated Changeo Validated Learningo Change Canvaso Use Kanban or (possibly Scrum) to implement

improvementso Minimum Viable Changeo Improvement Experimentso Validated Change Cycleo Capability and Performance Metricso Cadence Model of Suggested Meetings and Workshops

NegotiatedChange


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 toBusiness Owner


Enfocus Solutions can be applied to a variety of areas including:End-to-End Business and IT Service Design including creating and maintaining SDPsAgile Portfolio and Program ManagementCollaborative Business ArchitectureFeature discovery, prioritization and validationManaging business change (Impacts)Performing Business Analysis as defined in BABOKDefining traditional requirements for evaluating COTS and Cloud Solutions

Enfocus Solutions provides the following benefitsAchieve better business outcomes and higher ROI on ProjectsEnables agile to scale to the EnterpriseProvides business transparency and enables engagement of stakeholdersReduce costs by removing wastes from IT services and value streams

Software and Services for Powering Business Value


Using Lean, Agile and ITSMto Deliver Spectacular Results

Area Business OutcomesAgile

Development• Shorter Cycle Times• Higher Satisfaction• Better Quality

AgilePPM

• 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

www.enfocussolutions.com

FREE TRIALWe now are offering a

free trial and very attractive pricing for an

Agile Team.

CONSULTATIONIf you want to know how our services and software

might be used in your organization. Please

request a consultation

WORKSHOPSee how our software can

be used to help in your agile transformation.Attend the Workshop Webinar on Tuesday,

June 17.


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• Release Planning

Teams (Requirements and Tests)• User Stories• Test Scenarios• Test Cases• Non-Functional Requirements

Work Management (Bundles)• Inspect and Adapt• Lifecycle Events• Verifications• Statements of Work

Agile Project Management, Business Change, & Requirements


Collaboration and Knowledge ManagementTransparencyUsers have full transparency to the projects they are assigned.

Action ItemsAction items can be assigned to capture work assignments

CommentsUsers can leave comments about the item

AttachmentsDocuments such as spreadsheets can be attached and available to users

IssuesErrors or problems can be explained and manage using Issues

WatchUsers can specify which items they want to watch and be notified of all changes

eMail NotificationUsers 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 SolutionsArea Enfocus Capabilities Business Outcomes

Agile Development • Integrate with Team Tools such as JIRA• Define and Validate Features• User Stories• Manage backlog for multiple teams• Non-functional Requirements• Test scenarios an Test case

• Higher quality software• Allows agile to scale

Portfolio and Program Management • Support for Scaled Agile Framework• Roadmapping (Coming)• Release Planning• Inspect and Adapt• Feature and Validation• Transparency and Collaboration

• 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• Inspect and Adapt • Release Management

• Increased transparency

Lean Value Streams • Lifecycle management• Metrics and measurement

• Less Waste• Shorter cycle times

Lean Business Change Management • Understand impacts on people, technology, processes, and data

• Provide transparency to business stakeholders

• Faster user adoption• Shorter time to value


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

service strategy and design

Documents

business analysts

business changes

business architecture

business smes

business capabilities

scrum teams

team of agile teams

endtoend business services