Really Good Agile Sap Guide

Fact or Fiction: ERP Projects Can Be Delivered Using Agile
August 10, 2011

To contact me after my presentation, text YCM to INTRO (46876)
This document is protected under the copyright laws of the United States and/or other countries as an unpublished work. This document contains information that is proprietary and confidential to Genesis Consulting Partners, LLC and/or affiliates or its technical alliance partners, which shall not be duplicated, used, or disclosed in whole or in part for any purpose other than to evaluate Genesis Consulting Partners, LLC and/or its affiliate(s). Any use or disclosure in whole or in part of this information without the express written permission of Genesis Consulting Partners, LLC and/or its affiliate(s) is prohibited. 2011 Genesis Consulting Partners, LLC and/or its affiliate(s) (Unpublished). All rights reserved. The LSAP and ISAP methodology is a component of Genesis Consulting Partners, LLC implementation content and contains processes, templates and techniques used to deliver Genesis Consulting Partners, LLC services.
Genesis Consulting, LLC
www.genesisconsulting.com
Contents
Introductions Our Vision A Lean and Agile Approach to ERP Addressing the Challenges of Agile ERP Agile ERP Customer Case Study Delivery Models for Agile ERP Key Lessons Learned
Jason Fair, CEO

More than 20 years of industry experience, 18 years specializing in implementing ERP technologies. Industry experience includes: Commercial, Consumer Products, Retail , Aerospace and Defense, Healthcare, Federal, Department of Defense, Intelligence Community, State and Local Government and Higher Education Former Managing Director/Partner for SAP Solutions at BearingPoint leading a North American practice with over $250M in revenues and over 350 dedicated SAP consultants Program Manager for a $280M SAP implementation with over 250 team members. Deployed SAP solutions to over 30,000 users at 126 sites worldwide Recently led the delivery of a Lean Agile implementation to deliver enterprise solutions to 25,000 users. Leveraging Agile techniques, delivered the project ahead of schedule and increased the SAP teams performance by over 250% Nationally recognized as a thought leader in the Agile community driving new concepts for a Lean Agile ERP implementation approach. Certified SAP Consultant, Certified Project Management Professional (PMP), Certified Scrum Master (CSM) , Certified Public Accountant (CPA), U.S. Government Top-Secret Clearance Regular speaker at SAP, ASUG, Agile Alliance and various industry conferences. In spare time, training for various triathlon, running and cycling races.
Genesis Consulting Services

We specialize in delivering the following services: SAP Technology:
Strategy and Planning Project Management Systems Integration and SAP Consulting Lean Agile SAP
Data Management Organizational Change Management Business Process Management Enterprise Performance Management
Certified small business in the Commonwealth of Virginia and registered with the Small Business Administration
Genesis Consulting - Our Vision

Deliver Value Consistently - Focus on Value Based Delivery Challenge the Status Quo and the Way we have always done it. Introduce concepts of Lean and Agile to instill a culture of continuous improvement Evaluate where in the Lean and Agile adoption cycle an organization is and help them become more Agile Coach organization leaders on enterprise adoption of Lean and Agile
Who is in the Audience?

How many people work for an organization that has an ERP system or COTS? How many people have worked on an implementation project for these software applications? How many people have implemented a project for these applications using Agile?
Fact or Fiction?
Describe a key challenge that an ERP project faces using Agile.
A Lean and Agile Approach to ERP
Waterfall vs. Agile Delivering Incremental Value

Project Prep Blueprint Realization Final Prep
Go-Live/Support
Waterfall
Sprint 1
2 wks
Sprint 2
2 wks
Sprint 3
2 wks
Sprint 4
2 wks
Sprint 5
2 wks
Sprint 6
2 wks
Sprint 7
2 wks
Sprint 8
2 wks
AGILE
Release #1 Release #2 Release #3
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Application Development vs. ERP

Feature Sets versus Process Sets Not necessarily promoting code to production after each sprint Coding vs. Configuration Complexity of Business Requirements Diverse set of skills required to complete ERP Process Sets Introduction of integration sprints Concurrent Support teams with dependencies

Systems Administration Security Organizational Change Quality Assurance / Testing Training / Deployment
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Challenges in Applying Agile to ERP

A new way to manage projects
Makes all the dysfunction in a team or organization visible Bad products will be delivered sooner, and doomed projects will fail faster People may follow the mechanics but not the values of Agile
People are most comfortable with what they know

ERP project team members have an attachment to Waterfall development Lack of incentive to increase speed to delivery
ERP solutions are all encompassing

Environment includes development, proprietary programming system/language, a run time environment, a source code control system Integrated end-to-end business process that are difficult to decompose
ERP configuration is NOT programming Managing dependencies and sequencing of stories, tasks, activities Management of development objects integrated with Sprint delivery Integrating off-shore development
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Addressing the Challenges of Agile Adoption
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Addressing the Challenges of ERP Agile Adoption
Assessing Agile Readiness Tailor the approach to the Adoption Lifecycle Identify the case for change Identify a Champion for Agile Change in Roles and Responsibilities Select the right first project - demonstrate success Set realistic expectations of delivery Build a GREAT backlog Integrate Organizational Change Management
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Agile Readiness Is your Organization Ready for Agile?

Project Characteristics
Requirements Effort/Duration Interfacing Systems (3 or less) Regulatory Compliance Project Inter-dependencies Sponsor buy-in Sponsor time commitment Training for Agile Periodic Validation End User Adoption
Project Resources
Team size Resource Dedication Technology / Business Domain knowledge Collaboration Collocation Testing automated
Sponsor Characteristics
Agile Awareness and Acceptance

Training at all levels Ability to apply agile techniques for all aspects of the project Coaches are available do not do it alone
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INNOVATION.0
10..COOKBOOK
CATEGORY Requirements - Definition Change Experience Resources - Dedication Resources - Physical Location Customer - Involvement Customer - Timelines Documentation
Relative Score 1<---->10 0 0 0 0 0 0 0 0
0 => "INNOVATION"
Requirements are ill defined, uncertain and/or constantly open to change per team and customer. Scope changes frequently. Little or no experience with this type of project in the past. Relatively new technology or business process. Project team resources can be 100% dedicated to the project.
"COOKBOOK" <= 10
Requirements are very well defined. Customer is able to communicate them clearly. Time is available at the start of the project to create documentation. Scope is relatively stable. Technology or business process is mature. Project methodology is already established and consists of repetitive tasks. Project teams cannot be dedicated 100% to one project. Resources are spread across different projects and tasks. Project Teams resources are not co-located. Customer involvement is intermittent at best, usually at requirements definition and sign off, scope verification and user acceptance upon completion. Customer requires a project completion delivery date early on in the engagement. Rigorous and detailed documentation is required.
Project team resources are co-located. Customer is available to be involved on a consistent and regular basis. Customer does not require end date for all deliverables.
Minimum documentation is acceptable.
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Requirements / Backlog Decomposition

Release
Theme 1 Theme 2 Theme n Epic 1 Epic 2 Epic n
Maintain an iterative process of analysis to continually refine and decompose Requirements into discrete units of work Level of Effort (LOE) estimates are iteratively refined as decomposition reveals new information (gaps, complexities, redundancies, etc) Process Level 1 / 2*
i.e. work stream and/or core functionality
Theme
Process Level 2
i.e. Sales Order Process
Epic 1
(aka. Feature)
Story 1 Story 2 Story n
Blueprint Document level

i.e. BPxxx_Services_Order_Process
Story 1
Task 1 Task 2 Task n
Detailed Requirement / Process Step level

i.e. Create Services Order
Task 1
Unit of Work
i.e. BPxxx_B_001 *May be a Business Requirement, RICEFW, Configuration, etc
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Story Mapping *
Represents business process flow and steps with tasks and activities Discuss the steps of the process with candidate users Record tasks as they say them Rearrange tasks and insert tasks as you clarify the big story Add activities as you identify them from discussion
activity
time
task
necessity
sub-tasks or task details
For a user to successfully engage in this activity, is it necessary they perform this task? If its not absolutely necessary, how critical is it?
* From Jeff Patton at Agile Product Design
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Story Mapping * Release Planning

time necessary less optional priority first release second release
more optional
third release
Choose coherent groups of features that consider the span of business functionality and user activities Support all necessary activities with the first release Improve activity support and add additional activities with subsequent releases
Genesis Consulting, LLC www.genesisconsulting.com
19
Story Mapping
User Story Mapping is an approach to Organizing and Prioritizing user stories

20
Agile ERP Customer Case Study
21
OCPS Proof of Concept

Orange County Public Schools 10 year SAP customer Full SAP suite of applications (FI/CO, MM, HR/Payroll, etc.) Active production support team Portfolio of on-going continuous improvement projects Developed Lean Agile SAP Proof of Concept with Genesis Selected Performance Management Project
Defined scope, selected resources Legislative mandate to automate performance appraisals by 3/1/2009 3 weeks behind schedule before Lean Agile SAP Implement EP and Performance Appraisals
22
POC Approach
Raise OCPS Lean Agile Awareness
Just-In-Time training Frequent demonstration of completed product to customer All-Hands demonstration of Scrum Technique High visibility of project health via information radiators
Led Team through First Awkward Use

Utilized a seasoned Lean Agile Master Coach to mentor team, customer and management Hands-on demonstration of disciplines, techniques and tools
23
Project Team Training

Certified Scrum Master Training Advanced Project Management training for PMO Program and Project Managers, Business Managers and Project Coordinators Team Training
Lean-Agile Orientation Release Planning Scope Confirmation Team Roles Story Telling and Documentation Project/Release Backlog Creation Iteration Planning and Tasking of Work Effective Daily Stand-ups Sprint Close-out and Performance Data Collection Uncovering Root Cause of Barriers Applying Improvements Leadership training
24
Lean Agile to Manage SAP Initiatives

Visual Management approach Promotes selfmanagement Transparency of assigned work Facilitates teamwork and cross-training Immediate knowledge of project status
25
POC Results
Completed project 1 week ahead of schedule Team realized a 200% increase in productivity and efficiency Project validated that customer needs evolve Scope Changes 20% Adds 18% Drops Process validated Lean Agile processes are adaptive Team was not disrupted by the scope changes Team adapted to change in just 4 sprints Customer, Team Members and Project Management Confirm empirical evidence is better that Progress Reports Scrum planning events free up significant time for teams to focus on Value Add work Work products completed significantly faster Team habits have changed becoming Lean Thinkers OCPS now deploying Lean Agile approach across portfolio of SAP Projects
Change is an Asset and Not a Liability

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Customer Testimonials
"Having the business decision-makers in the room to answer my questions in a timely manner, as well as to make decisions right when I needed them, was very powerful. In the past seven days, I saved one weeks worth of work." SAP Developer This team was able to get three weeks worth of work done in just one week by using this Lean Agile SAP approach." Business Process Specialist "By being collocated there is a higher awareness of each of the team members' contributions towards the project's common goal. This has helped us as a project team have clearer communication on levels we dont normally have" NetWeaver Analyst "Post production support will be much easier and quicker, because the support people have been involved from the beginning and truly understand what we will be delivering on golive" Business SME "This process requires that we demonstrate our work every few weeks. The project stakeholders are now so much more informed about what we are doing, and the business is more prepared for what we will be delivering to them when we go live." Configuration Analyst "I was just so impressed. Everyone was so happy and proud when they demonstrated their work to the stakeholders after each iteration" Project Manager Before this process, I was uncertain how this project would get done in time. Now I am comfortable that we will get it done in time. Business SME
SAP project teams are realizing up to 200% increase in productivity and efficiency.
27
Expanding Lean Agile to Manage SAP Operations
28
A New Process Evolves

Portfolio Planning
Portfolio of Work
Blue Print
Backlog of Customer Valued Stories
To stay productive these activities must be ready to request work Just-in-Time
Customer Care
Escalated Problem
Product Council
Capacity Stats
Approved Stories/Release Plan
Service Request
Power User
Break Fix
Expediter
Urgent Request to Fix
Business Realization
Business Solutions
Independent Test
The Lean Agile Team performs work here

Deploy
Validated Production Ready
29
ERP Customer Adoption of Agile
30
Survey Results from Agile Product Teams & Mgt
31
Survey Results from Agile Product Teams & Mgt
32
Agile Metrics FY2010
33
Delivery Models for Agile ERP
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Agile ERP Delivery Models Lean Approach Iterative Waterfall Waterfall PlanningAgile Delivery Agile Iterations Lag Teams Scrum of Scrums
35
Lean and Kanban

Reducing waste in the project Focus on Customer Value Add activities Focus on Continuous Improvement
Introducing the Concept of Flow of Work and WIP Streamline Governance Reduce documentation
36
Agile ERP Lessons Learned
37
38
12 Key Lessons Learned

1. Be flexible in creating a model that works for the culture of the organization 2. Consider varying steps of adoption 3. Find the Champion 4. Select the right first project Not all projects are good candidates for Agile 5. Train the team at all levels 6. Develop a Product Council that is willing to work
39
12 Key Lessons Learned

7. Find the right Product Owner 8. Focus on Team Work over mechanics 9. Collaboration over co-location 10. Building the Backlog Story Mapping and Stories 11. Set rules of engagement for the team 12. Selecting the right metrics and the right reporting tools
40
Success Factors for an Agile SAP Team

Establish Buy-In to the process at all levels Start with something that can deliver a quick win Establish Confidence The Art of Storytelling Do not be discouraged at the moment of First Awkward Use Integrating members of team that are not co-located Ability to remove impediments Manage the flow of work Establish a process and framework that works best with your culture, resources, and environment Continuously update process and framework Learn and Adjust
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Connect with Genesis Consulting

www.genesisconsulting.com Blog: http://www.genesisconsulting.com/archives/category/blog
LinkedIn: http://www.linkedin.com/company/229924 Twitter: @GenesisSAP Facebook: http://www.facebook.com/GenesisConsultingPartnersLLC YouTube: http://www.youtube.com/user/GenesisConsulting1
43
jason fair
CEO 5207 Hickory Park Drive, Suite E Glen Allen, VA 23059
e | jason.fair@genesisconsulting.com t | 804.523.8007 w | www.genesisconsulting.com
mary fowlkes
Managing Partner 5207 Hickory Park Drive, Suite E Glen Allen, VA 23059
e | mary.fowlkes@genesisconsulting.com t | 804.523.8007 w | www.genesisconsulting.com
richard dolman
Director of Lean and Agile Solutions 5207 Hickory Park Drive, Suite E Glen Allen, VA 23059
e | richard.dolman@genesisconsulting.com t | 804.523.8007 w | www.genesisconsulting.com
To contact me after my presentation, text YCM to INTRO (46876)
44
Visit our website at: www.genesisconsulting.com

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Fact or Fiction: ERP Projects Can Be Delivered Using Agile

August 10, 2011

Genesis Consulting, LLC

Genesis Consulting, LLC

Jason Fair, CEO

Genesis Consulting, LLC

Genesis Consulting Services

Genesis Consulting - Our Vision

Genesis Consulting, LLC

Who is in the Audience?

Genesis Consulting, LLC

Genesis Consulting, LLC

A Lean and Agile Approach to ERP

Genesis Consulting, LLC

Waterfall vs. Agile Delivering Incremental Value

Genesis Consulting, LLC

Application Development vs. ERP

Genesis Consulting, LLC

Challenges in Applying Agile to ERP

People are most comfortable with what they know

ERP solutions are all encompassing

Genesis Consulting, LLC

Addressing the Challenges of Agile Adoption

Genesis Consulting, LLC

Addressing the Challenges of ERP Agile Adoption

Genesis Consulting, LLC

Agile Readiness Is your Organization Ready for Agile?

Agile Awareness and Acceptance

Genesis Consulting, LLC

Relative Score 1<---->10 0 0 0 0 0 0 0 0

Minimum documentation is acceptable.

Genesis Consulting, LLC

Requirements / Backlog Decomposition

Blueprint Document level

Detailed Requirement / Process Step level

sub-tasks or task details

Story Mapping * Release Planning

User Story Mapping is an approach to Organizing and Prioritizing user stories

Agile ERP Customer Case Study

Genesis Consulting, LLC

OCPS Proof of Concept

Genesis Consulting, LLC

Led Team through First Awkward Use

Genesis Consulting, LLC

Project Team Training

Genesis Consulting, LLC

Lean Agile to Manage SAP Initiatives

Genesis Consulting, LLC

Change is an Asset and Not a Liability

Expanding Lean Agile to Manage SAP Operations

Genesis Consulting, LLC

A New Process Evolves

Backlog of Customer Valued Stories

To stay productive these activities must be ready to request work Just-in-Time

Approved Stories/Release Plan

The Lean Agile Team performs work here

Validated Production Ready

ERP Customer Adoption of Agile

Genesis Consulting, LLC

Survey Results from Agile Product Teams & Mgt

Genesis Consulting, LLC

Survey Results from Agile Product Teams & Mgt

Genesis Consulting, LLC