Key Principles Using Lean Agile and ITSM to

Key Principles Using Lean, Agile and ITSM to Deliver Spectacular Results John E Parker, CEO Enfocus Solutions Scrum Kanban Agile Development Lean Change Method SAFe Agile Portfolio and Program Management • • Outcome Focused Services Transparency & Collaboration Self Organizing Empowered Teams Stakeholder Engagement Accountability Flow with Small Batches Continuous Inspect and Adapt ITIL Service Strategy And Design Release & Deployment Management Dev. Ops Lean Value Streams Enfocus Solutions Lean Business Change Management © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 0

John E. Parker • Chief Executive Officer of Enfocus Solutions Inc. • Previous Positions o o o Chief Visionary Officer of Enfocus Solutions Inc EVP and CTO, MAXIMUS Inc. Outsourced CIO for HSHS (Large Healthcare System) EVP and Cofounder, Spectrum Consulting Group KPMG Partner • Expertise Contact: • http: //enfocussolutions. com • info@enfocussolutions. com o o o o © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Agile Development: Scrum and Kanban Lean Software Development IT Strategic Planning and Management Business Change Management IT Strategic Planning Business Analysis ROI and Financial Analysis 1

10, 000 Foot View Agile Lean ITSM PPM Release Management Business Change Shorter Time Higher Quality Lower Cost Business Value Increased Satisfaction User Adoption © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 2

Agile: Where are the BAs and PMs? One View of the Future • Scrum and Kanban will continue to be the predominant agile methods. Scrum has three roles: Product Owner, Team, and Scrum Master. • In Scrum, Requirements are defined using User Stories by the Product Owners and Teams. Requirements analysts are no longer needed as the teams and product owners now define the requirements. • Testers will become part of Scrum Teams developing Automated Tests in conjunction with program code. • ITIL® Service Strategy and Design will finally become a reality as organizations define End-to-End Business Services. • Project Management Offices transform into Enterprise Portfolio Management Offices moving from bureaucracies to keys for delivering value by shifting their focus from managing tasks/costs to managing services and outcomes. • IT will continue to struggle to keep up with the fast changing business demand moves from project-driven delivery to continuous delivery of service enhancements using efficient demand management methods. • All Project Managers © Copyright 2014 Enfocus Solutions Inc. Rights Reserved. manage Release Trains which consists of a team 3

Agile: Where are the BAs and PMs? One View of the Future • More emphasis will be placed on discovery, validation, and learning using methods such as Lean Startup. • Business Analysts will discover and validate business, customer, user and service needs for Features and negotiate business changes with stakeholders. • New methods for organizational change, such as the Lean Change Method are used to help the organization adjust to the amount of change. • Architects work with business SMEs to define business capabilities and maintain the Business Architecture that is used for portfolio decisions and managing change. • Dev. Ops teams work to automate release and deployments. • Business customers and users have full transparency and collaborate with other teams in co-creation, management and validated learning to delivering better outcomes. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 4

Software Value Stream Business Needs HR Product Managers Compliance Finance Customers Business Leaders Services External Customers Users Internal Customers Support Marketing Software Requests Security Releases Team Operations Service Desk Team Development Support DBA Infrastructure & Operations It takes more than just implementing agile development practices to make an agile enterprise. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 5

How Waste and Blockages Occurs Not Using MMFs Business Product Managers Not Prioritizing Features HR Finance Compliance Business Leaders Slow Approvals Needs Not Validated Customers Needs Services External Customers Users Not Involved Internal Customers Support Marketing Don’t Software Understand Requests Big Picture Security Not Doing Incremental Team Development Slow Adoption Releases Service Desk Rigid Release DBA & Deployment Operations Team Testing Development Involved after Development © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Support Infrastructure & Operations Not Involved Upfront 6

Scaled Agile Framework™ Big Picture © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 7

Scaled Agile Framework® • The Scaled Agile Framework has been proven at many large organizations and works really well for managing solution development for lean, agile organizations. • 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 (Dev. Ops) is limited © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. What is your Goal? Agile Development Scaled Agile Enterprise Agility 8

Enfocus Solutions Lean Agile Service Framework Business Discovery & Change Innovation & Need Business Architecture Demand Management Service SDP Portfolio Backlog Objectives Business Project Business Case Architecture Project Impacts Program Service Change Business Model Customer People Change Canvas Business Outcomes Transformation Project Discovery Business Benefits Realization Vision Service Portfolio Project Portfolio Solution Delivery User Process Change Service Data Change Needs Feature Backlog Rule Change Scenarios Negotiated Change Business Value Roadmap Feature Release Plan Feature Requirements Satisfaction Conditions Tests Lean Release Train Business Team Bundle Kanban HIP Validated Learning © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Bundle Sprint Sprint HIP Bundle Valuable Software Technical Teams Team Backlog HIP Story Story Story 9

Key Principles Using Lean, Agile and ITSM to Deliver Spectacular Results Scrum Kanban Agile Development Lean Change Method SAFe Agile Portfolio and Program Management • • Outcome Focused Services Transparency & Collaboration Self Organizing Empowered Teams Stakeholder Engagement Accountability Flow with Small Batches Continuous Inspect and Adapt ITIL Service Strategy And Design Release & Deployment Management Dev. Ops Lean Value Streams Enfocus Solutions Lean Business Change Management © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 10

What is Agile Really About? Motivated Individuals Self. Organizing Teams Valuable Software © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. • • Empowered individuals Collaboration Democratic decision-making Transparency • • • Manage Changing Priorities Shorter Feedback Cycles Velocity Rapid Learning Cadence and Flow • • Faster Time to Market Higher Customer Satisfaction Better Quality Increased Business Value 11

Scrum, Kanban, or Both Scrum For application Development Kanban For Infrastructure, Portfolio Management, and Business Change © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Scrum is a simple yet incredibly powerful set of principles and practices that help teams deliver products in short cycles, enabling fast feedback, continual improvement, and rapid adaptation to change. As the leading Agile development framework, Scrum has predominantly been used for software development, but it is also proving to be effective in efforts far beyond. Kanban is a continuous flow process: items enter the queue and then get “pulled” through a series of steps in the development process. Kanban is often visualized on a Kanban board and each step is represented by a column. 12

© Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 13

Consider Kanban if… • Priorities shift on a daily basis. • You have a need for more flexibility. • If you implement Agile portfolio and program management practices. • You need to manage business change activities. • You are using Scrum, but having a difficult time applying to your work context (e. g. Maintenance and Operations). • Struggling with implementing Agile in your organization. • Need a gradual transition from waterfall type execution to Agile in order to avoid high levels of organizational resistance. • Using Scrum or other agile methods, but performance improvements have not materialized or started to level off. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 14

Kanban is For Areas Other than Software Kanban for Portfolio Management Kanban for Production Support © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Kanban for Marketing Kanban for Sales 15

Key Principles Using Lean, Agile and ITSM to Deliver Spectacular Results Scrum Kanban Agile Development Lean Change Method SAFe Agile Portfolio and Program Management • • Outcome Focused Transparency & Collaboration Self Organizing Empowered Teams Stakeholder Engagement Accountability Lean Flow with Small Batches Continuous Inspect and Adapt ITIL Service Strategy And Design Release & Deployment Management Dev. Ops Lean Value Streams Enfocus Solutions Lean Business Change Management © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 16

What is PPM Really About? Investment Decisions Flow Business Outcomes © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. • • • Business Case (Projects) Vision Business Objectives Prioritization Transparency • • • Roadmaps (Features) Release Trains (Bundles) Efficient Value Streams Eliminating Waste Collaboration • • Higher ROI Faster Time to Value Innovation Benefits Realization 17

State of PMOs: It is Time for a Change • Most companies with high utilization of PMOs see materially higher IT costs while also failing to deliver projects with higher ROI or better ontime and on-budget performance. (Hackett Group Report, November 2013) • Since 2008, the correlated PMO implementation failure rate is over 50% (Gartner Project Manager 2014) • 50% of project management offices close within 3 years (Association for Project Management, 2012) • Only a third of all projects were successfully completed on time and on budget over the past year (Standish Group’s CHAOS report) • 68% of stakeholders perceive their PMOs to be bureaucratic (2013 Gartner PPM Summit) • Only 40% of projects met schedule, budget and quality goals (IBM Change Management Survey of 1, 500 execs, 2010) © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 18

Transform the PMO from Bureaucracy to Key Enabler of Agile and Business Value The Old Way The New Way Managing tasks and adhering to a rigid plan. Managing a value stream focusing on customer engagement and satisfaction. Tight change management and control over amendments to the plan. Anticipating change and accommodating changes as business needs change Breaking down the project into phases, tasks, and steps Breaking down the project into independent components called Features that can be built and delivered quickly. Project success was determined based on whether the project was delivered on time and on budget. Project success is determined based on achieving desired business and customer outcomes. Focus was on managing tasks and resources. Focus is on managing collaboration between team resources and stakeholders to achieve agreed upon objectives. Focus is on tracking costs, time, and tasks. Focus is on maximizing the delivery of business value more quickly. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 19

The Five Levels of Agile Planning Portfolio Vision and Objectives Defines Who, What, When, and Why, Constraints, Assumptions, Objectives, and Outcomes Roadmap Provides a view of planned features by service organized by releases over a timeline horizon (6 -12 months) Program Team Release Plan Facilitated by RTE, Teams participate in developing a plan of what will be delivered in the next release. Sprint Plan Stories, tasks, definition of done, level of effort, and commitment for work to be done in a Sprint. Daily Plan Presented at daily standup meetings in the form of 1) what I did yesterday, 2) what will be done today, and 3) what are my impediments. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 20

Agile Service PPM Services Portfolio Program Service Feature Feature Feature Story Story Story Task Task Task Team © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Packages all the technologies, processes, and resources across IT needed to deliver business outcomes. Features describe the functionality, warranty, and customer experience to deliver an outstanding service. Stories (user, technical, infrastructure) are the Agile replacement for traditional requirement specifications. Tasks Stories are broken into tasks and assigned to individual team members. 21

Enterprise PMO Enterprise Portfolio Management Office Portfolio Management (Build IT Services) • • • Portfolio Management Program Management Project Management Roadmapping Release Planning Business Change Management (Manage Change) Service Management (Run IT Services) • • • Service Desk Service Level Management Availability Management Security Management Service Continuity Management Incident Management Problem Management Configuration Management Change Management © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. • • • Business Outcomes/KPIs Business Process Management Organizational Change Business Rules Business Information Management 22

Key Principles Using Lean, Agile and ITSM to Deliver Spectacular Results Scrum Kanban Agile Development Lean Change Method SAFe Agile Portfolio and Program Management • • Outcome Focused Transparency & Collaboration Self Organizing Empowered Teams Stakeholder Engagement Accountability Lean Flow with Small Batches Continuous Inspect and Adapt ITIL Service Strategy And Design Release & Deployment Management Dev. Ops Lean Value Streams Enfocus Solutions Lean Business Change Management © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 23

What is ITSM Really About? Service Portfolio Service Design Customer Outcomes © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. • • Business Discovery Customer Discovery Service Discovery User Discovery • • Utility Warranty Customer Experience Outcomes • • Lower Costs Better Customer Experience Successful Customer Outcomes Innovation & Competitive Advantage 24

Evolution of Service Management Business Shared Services The move to deliver IT within business services has different origins and usually emerge outside IT. Limitation: Needs Strong CEO Support Infrastructure services and end-toend IT services can coexist. End-to-End IT Services Packages all the technologies, processes, and resources across IT needed to deliver a specific business outcome while hiding technical complexity Infrastructure & Applications Infrastructure Services Hosting, network, and storage become orderable services in a service catalog IT Process Optimization (ITIL) Infrastructure Only Standard operational processes (e. g. , problem or incident management) to ensure predictable delivery 2001 Business Shared Services Combines IT and non-IT resources required to deliver a specific business outcome 2006 Limitation: Infrastructure alone is unable to drive business outcomes or solve business needs Limitation: No impact on transparency or responsiveness to business partners 2011 2016 Source: CEB CIO Executive Board © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 25

Service Portfolio Management Services being developed including new feature or components for existing services. Services that are used by the business. Services that have been retired. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 26

Service Portfolio Services Supporting Business Capabilities Procure to Pay Service Order to Cash Service Hire to Retire Service Product Portfolio Application Software Accounts Payable Purchasing Accounts Receivable Customer Relationship Management Payroll Human Resources Purchase Data Warehouse Vendor Data Management Order Management Sales Data Warehouse Employee Master Data Sales Data Warehouse Infrastructure and Operations Desktops & Mobile Servers & Storage Network © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Database Management Security Operations Service Desk 27

Defining End-to-End Services End-to-End services package together the people, processes, technology and data that support key business capabilities and user activities. Types of IT Services End-to-End Service Example Web and SOA Services Infrastructure Services Servers, storage, network and other technologies offered by the infrastructure team. Application Services to implement, maintain and support software applications. Support Services to support customer and users in acquiring, using, and changing the service. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. IT Service: Claims Processing End-to-End IT Services Web services and SOA components that can be published and discovered and invoked by applications. End-to-End IT services cross IT silos and are aligned closely to business activities, outcomes or capabilities. Supports all major activities relating to claims processing including receiving, investigating, processing, and reporting Claims Processing System Document Management System Integration with Accounts Payable, and e. Discovery Infrastructure Services for Storage, Servers, Network. Service Desk application support for claims processing. 28

Service Design: Two Perspectives Utility Fitness for Purpose Warranty Fitness for Use © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Experience Desirability and Perception 29

Customers Think End-to-End Experience Which Customer Would You Like to Be? © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 30

Feature Discovery Business Discovery • Business Model • Business Case • Business Objectives • Expected Performance • Capability Gaps • Business Changes • Pricing Models • Balanced Scorecard Customer Discovery • Customer Needs • Touchpoints • Customer Personas • Market Needs • Business Process Design • Demand © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. User Discovery • User Needs • User Personas • User Expectations • User Activities • Scenarios • Learning • Prototypes • Storyboards • Usability Service Discovery • Service Definition • Service Components • Service Delivery Strategy • Capabilities • Resources • Service Improvement 31

Key Principles Using Lean, Agile and ITSM to Deliver Spectacular Results Scrum Kanban Agile Development Lean Change Method SAFe Agile Portfolio and Program Management • • Outcome Focused Transparency & Collaboration Self Organizing Empowered Teams Stakeholder Engagement Accountability Lean Flow with Small Batches Continuous Inspect and Adapt ITIL Service Strategy And Design Release & Deployment Management Dev. Ops Lean Value Streams Enfocus Solutions Lean Business Change Management © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 32

What is Release Management Really About? Automation Planning Organization and Culture © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. • • • Automated Testing Automated Deployment Monitoring Cloud – Elastic Load Balancing Version Control Configuration Management • Release Trains • Transparency of Business Priorities • Transition Requirements • Verification & Validation • • Transparency Collaboration Cross-functional teams Agile Values (e. g. Commitment) 33

Release Planning Release Train Team Bundle Vision Roadmap • • PSI Objectives Requirements Lifecycle Events Verifications • • PSI Objectives Requirements Lifecycle Events Verifications Release Plan Transition Requirements © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 34

Dev. Ops is a cultural and professional movement that stresses communication, collaboration and integration between software developers and IT operations professionals. Vanson Bourne Survey of 1, 300 Senior IT Executives © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 35

Key Principles Using Lean, Agile and ITSM to Deliver Spectacular Results Scrum Kanban Agile Development Lean Change Method SAFe Agile Portfolio and Program Management • • Outcome Focused Transparency & Collaboration Self Organizing Empowered Teams Stakeholder Engagement Accountability Lean Flow with Small Batches Continuous Inspect and Adapt ITIL Service Strategy And Design Release & Deployment Management Dev. Ops Lean Value Streams Enfocus Solutions Lean Business Change Management © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 36

What is Lean Really About? Develop People Reduce Cycle Times Satisfy the Customer © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. • Empowered Individuals Shared Knowledge • Collaborative Problem solving • Collaboration & Transparency • Continuous Improvement • • Less Waste Small Batch Sizes Just-in-Time Concurrent Processing • • Faster Time to Market Enhanced Customer Experience Increased Value Higher Quality 37

Lean Software Development Principles 7 Lean Principles as defined by Mary and Tom Poppendieck © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 38

7 Wastes of Software Development As Defined by Mary and Tom Poppendieck Waste Examples 1. Partially Done Work • Failure to properly validate a feature before assigning it to a team • Prioritizing a story without having complete information from Product Owner • Incomplete/inadequate tasks identification 2. Extra Features • • 3. Relearning • Lack of a proper knowledge-sharing process • Lack of required documentation from stakeholders 4. Hand-Offs • Failure to define tasks correctly to complete a story • Teams working from different locations • Lack of visibility and transparency of the information 5. Delays • • Poorly designed review and approval process Using paper instead of documents to transmit information Unwanted non-value-added activities Too many things in progress 6. Task Switching • • A shared team working on multiple projects A person assigned to multiple teams Interruptions in the ongoing tasks Testers are not part of the team and involved late in the process 7. Defects • • Staring development on a story with limited understanding on the story The story does not satisfy the INVEST principle or does not have acceptance criteria Missing Conditions of Satisfaction on Features Lack of technical skill sets for team members Lack of understanding of the Product Vision Not prioritizing product features Failure to understand the real needs of users and other stakeholders Gold plating Features or not defining MVFs © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 39

Remove Delays and Waste Obtaining Approvals Is Usually the Biggest Source of Delays Which Provides a Better Return? Process Cycle Efficiency • Getting Better at What you Do or • Eliminating Delays Between What you Do © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 40

Signoffs and Approvals For Agile, it is imperative to move away from a traditional “Review and Approve” process to an “Inspect and Adapt” process. To do this requires: • Transparency • Stakeholder Engagement • Efficient Inspect and Adapt Methods © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 41

Manage Knowledge not Paper • When agile scales, the amount of interaction between teams and other stakeholders grows exponentially creating significant challenges for organizations. • Paper documentation is anti-agile; distribution and version control of paper documents is burdensome and causes delays. • Use Enfocus Solutions to manage knowledge and eliminate costly waste from using paper documents. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 42

Key Principles Using Lean, Agile and ITSM to Deliver Spectacular Results Scrum Kanban Agile Development Lean Change Method SAFe Agile Portfolio and Program Management • • Outcome Focused Transparency & Collaboration Self Organizing Empowered Teams Stakeholder Engagement Accountability Lean Flow with Small Batches Continuous Inspect and Adapt ITIL Service Strategy And Design Release & Deployment Management Dev. Ops Lean Value Streams Enfocus Solutions Lean Business Change Management © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 43

What is Agile Business Change Really About? Organizat ional Change (People) Business Model & Process Change Business Outcomes © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. • • Stakeholder Engagement Collaboration & Transparency Shared Knowledge Learning • • • Organizational Change Business Processes Knowledge and Data Supporting IT Services Governance and Rules • • Innovation Faster Time to Benefit Customer Satisfaction Rapid User Adoption 44

Change is Difficult Results of Failure to Change • Reduced Functionality • Workarounds • Reduced Productivity • Customer Defection • Losses to Competition • Regulatory Sanctions • Business Contraction • Business Cessation 70% of Change Initiatives Fail • Lack of a structured change process • Unpredictable nature of people Old change models Don’t Work It’s time to change the way we change our organizations. Because of the amount and frequency of change, it is necessary to revise change methods as organizations move to Agile. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 45

Enfocus Solutions Business Discovery and Change Collaborative Business Architecture Project Portfolio Service Impacts, Gaps, and Risk Vision Objectives People Process Technology Data Business Case Business Rules Impacts Service Transparency Negotiated Changes Discovery Program People Business Customer User Service Business Model Change Canvas Needs Utility Outcomes Touchpoints Scenarios Warranty • Negotiated Change • MVCs Process • AS IS • TO BE Stakeholder Engagement Team Technology Data • SLAs • OLAs • Contracts • Components • Quality • Security • Conversion • Usage Business Rules • Compliance • Procedures • Decisions • Workflow • Roles Release Train Bundle Bundle Kanban Kanban I&A I&A I&A Validated Learning © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 46

Identify What Business Changes Are Needed Define Impacts. Address what the needed changes will impact. • People. Which people or organizations will be impacted by the project? • Processes. What business processes will be impacted? • Governance. What rules constrain the project? • Data. What data and knowledge is needed? • Technology. What IT services and technologies will be impacted? • Projects. What other projects will be impacted by the project? © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 47

Negotiate Changes • Assign impacts to organizational change professionals or super users within the organizations. • Stakeholders should be actively involved in the change(Negotiated Change). • Changes should be made in small steps and then validated (Validated Learning). • Engaging stakeholders like this can significantly improve outcomes and decrease risk. • Use Agile Method such as Lean Change Method to manage organizational change. © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 48

The Lean Change Method • Two Key Principles for Lean Change Management o You can not control how people will react to change o People will be happier if they can help develop the change • Lean Change Method Core Concepts o o o o o Negotiated Change Validated Learning Change Canvas Use Kanban or (possibly Scrum) to implement improvements Minimum Viable Change Improvement Experiments Validated Change Cycle Capability and Performance Metrics Cadence Model of Suggested Meetings and Workshops Negotiated Change © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 49

Lean Change Canvas © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 50

Business Change Impacts: Processes • It is very important to define and manage needed changes to business processes before starting on software development. Assign to Business Owner • All too often, Agile Teams define user stories for an antiquated business As -Is process versus for an optimized To-Be process • Assigning this responsibility to business stakeholders takes a load off of the team © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 51

Software and Services for Powering Business Value • Enfocus Solutions can be applied to a variety of areas including: o End-to-End Business and IT Service Design including creating and maintaining SDPs o Agile Portfolio and Program Management o Collaborative Business Architecture o Feature discovery, prioritization and validation o Managing business change (Impacts) o Performing Business Analysis as defined in BABOK o Defining traditional requirements for evaluating COTS and Cloud Solutions • Enfocus Solutions provides the following benefits o o Achieve better business outcomes and higher ROI on Projects Enables agile to scale to the Enterprise Provides business transparency and enables engagement of stakeholders Reduce costs by removing wastes from IT services and value streams © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 52

Using Lean, Agile and ITSM to Deliver Spectacular Results Area Agile Development • Shorter Cycle Times • Higher Satisfaction • Better Quality Agile PPM • • Higher ROI Higher Project Success Rates Faster Time to Value Increased Benefits Realization Service Strategy and Design • • • Lower Costs Better Customer Experience Better Understanding of Need Better Outcomes Innovation & Competitive Advantage Release and Deployment • Rapid Deployments • Less Risk of Rollbacks and Problems Lean Value Streams • Less Waste and Lower Costs • Increased Value • Higher Quality Business Change Management © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Business Outcomes • Higher Customer Satisfaction • Business and IT Alignment • Faster and Easier User Adoption 53

Thanks for Attending FREE TRIAL We now are offering a free trial and very attractive pricing for an Agile Team. CONSULTATION If you want to know how our services and software might be used in your organization. Please request a consultation WORKSHOP See how our software can be used to help in your agile transformation. Attend the Workshop Webinar on Tuesday, June 17. www. enfocussolutions. com © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 54

Additional Slides – Not Used in Presentation © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 55

What Our Product Does © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 56

Collaborative Enterprise Portfolio and Business Architecture Project Portfolio • • • Projects by Type Portfolio Health Project History IT Services • • Business Services Technical Services Applications Impact History (SDP) Stakeholders • • • Customer Personas Supplier Personals User Personas Business Stakeholders Impact History and Analysis Business Rules • Rule Books • Impact and Change History Business Processes • Business Processes • Impact and Change History Data Groups • Master Data Sources • Change History © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 57

Agile Project Management, Business Change, & Requirements Portfolio Management (Projects) • • • Project Description Vision Business Case Business Objectives & Outcomes Constraints Business Change (Impacts) • • • People Process Technology Data Governance Program Management (Features) • • • Features Mapping to Objectives Discovery (Needs and Scenarios) Validation Release Planning Teams (Requirements and Tests) • • User Stories Test Scenarios Test Cases Non-Functional Requirements Work Management (Bundles) • • Inspect and Adapt Lifecycle Events Verifications Statements of Work © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 58

Collaboration and Knowledge Management Transparency Users have full transparency to the projects they are assigned. Action Items Action items can be assigned to capture work assignments Comments Users can leave comments about the item Attachments Documents such as spreadsheets can be attached and available to users Issues Errors or problems can be explained and manage using Issues Watch Users can specify which items they want to watch and be notified of all changes e. Mail Notification Users receive emails of items they have been assigned and optionally can receive email notifications of items they are tracking © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 59

Transparency Shows all work being done at the Portfolio, Program and Team Level Makes everything visible between team and among teams Coordinates agile business activities with development team activities Knowing all impacts significantly reduces the risk © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. 60

Enfocus Solutions Area Enfocus Capabilities Business Outcomes Agile Development • • • Integrate with Team Tools such as JIRA Define and Validate Features User Stories Manage backlog for multiple teams Non-functional Requirements Test scenarios an Test case • Higher quality software • Allows agile to scale Portfolio and Program Management • • • Support for Scaled Agile Framework Roadmapping (Coming) Release Planning Inspect and Adapt Feature and Validation Transparency and Collaboration • • Service Strategy and Design • Service Portfolio Management • Service Design Packages • Integrated Business Architecture • Better customer experience Release and Deployment Management • Transition Requirements • Inspect and Adapt • Release Management • Increased transparency Lean Value Streams • Lifecycle management • Metrics and measurement • Less Waste • Shorter cycle times Lean Business Change Management • Understand impacts on people, technology, processes, and data • Provide transparency to business stakeholders • Faster user adoption • Shorter time to value © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Shorter Cycle Times More delivery of value Coordination of cross-functional teams Lower costs through elimination of low value work 61

Mapping SAFe® to Enfocus Solutions Term Description Enfocus Solutions Investment Themes reflect how a portfolio allocates budget to the various initiatives it has defined to implement the portfolio business strategy. Service 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 are functionality provided by the system that fulfill one or more stakeholder needs. Feature Road. Map The Roadmap provides a view of the intended deliverables, such as Features, Epics, and other milestones, over a timeline horizon. PSI Release Stories NFRs The PSI (Potentially Shippable Increment) is the larger development time box (super-sprint) that uses cadence and synchronization to facilitate planning, provide for aggregation of newsworthy value, and provide a quantum unit of thinking for portfolio level consideration and roadmapping Stories (user, technical, infrastructure) are the Agile replacement for traditional forms of requirement specifications. They are small, independent behaviors that can be implemented incrementally, each of which provides value to the business Nonfunctional Requirements (NFRs, or system qualities) describe system attributes such as security, reliability, maintainability, scalability, and usability (often referred to as the “qualities” or “ilities”). © Copyright 2014 Enfocus Solutions Inc. All Rights Reserved. Roadmap Release Requirements NFR 62