Using Agile Approach for SAP Implementation Jan Musil, Raimar G. Hoeliner May, 2011
Points of Contact in North America
Jan Musil, Director, Global PMO •
• •
SAP Project Management practice head ASAP methodology methodology program lead Designed ASAP certification curriculum
Raimar Hoeliner, PDM, Delivery Enablement •
ASAP BPM work stream design
•
Designed ASAP training materials
•
Designed C_PM_70 certification exam
•
Designed Agile Business Add-On
Points of Contact in North America
Jan Musil, Director, Global PMO •
• •
SAP Project Management practice head ASAP methodology methodology program lead Designed ASAP certification curriculum
Raimar Hoeliner, PDM, Delivery Enablement •
ASAP BPM work stream design
•
Designed ASAP training materials
•
Designed C_PM_70 certification exam
•
Designed Agile Business Add-On
Session Summary
After this session, you will …
Understand how ASAP 7 supports the quest for Agility
Get familiar with Agile Business Add-on to ASAP
Get familiar with the major acceleration techniques (services and methods) that SAP offers
Understand key use cases for the Agile approach in SAP projects
Know where to obtain resources to assess fit for Agile Add-on Add-on and to define Acceleration Techniques that fit fi t particular SAP project and customer situation.
Agenda
Instant Value and Early Comfort Defining Agile Agile Add-on to ASAP Customer Cases and Fit Analysis Wrap-up
SAP Customer Expectations are Changing KEY TRENDS
Deliver Fast, packaged, low TCI offerings
Holistic, quality implementations focused on quick time to value
Insight optimization for fast access to information on a suite of devices
Organizations want to see early and frequent confirmation on the delivery of benefits
There is a need to demonstrate capability to solve customer pain points early
Enhanced visibility and measurable results
ASAP 7 delivers agility through acceleration techniques in its core ASAP 7 delivers Acceleration
Agile principles are part of ASAP 7 already. Agile Business Add-on enhances them with iterative implementation approach to accommodate different levels of “agility” The frame work of ASAP 7, such as phased Q-gates and scope management, helps to manage risk
New ASAP extends coverage to the entire value chain
Value Management, SOA, BPM, SAP Solution Manager Significantly streamlined traditional ASAP content Significantly revised content for areas like Blueprint, Testing, OCM, etc.
Industry and Solution Add-Ons
Overview of Major Acceleration Techniques built into ASAP 7
Acceleration Techniques are built into ASAP 7.0 Implementation Life Cycle (exemplary)
Implementation Acceleration Triage ■ Value based Roadmap, Bite-Size Pieces ■ Approach Determination, Levels of Acceleration ■ Best Practices Fit-Gap Project Launch Services ■ Enable ASAP 7.0 and value delivery ■ Prepare Project environment IP Reuse ■ Preconfigured Solutions ■ Reference KM complementing ASAP accelerators, e.g. Benchmarking Solution Demo Approach ■ Demo Environment to illustrate SAP Standard functionality ■ Visualization of solution enhancements (iRise) Parallel Integrated Services ■ Complementary service for areas of interest
Iterative Build Cycles ■ Iterative build cycles based on Blueprint / product scope
Agenda
Instant Value and Early Comfort
Defining Agile Agile Add-on to ASAP Customer Cases and Fit Wrap-up
Common Myths about SAP Implementations
“The answer to faster implementations is Agile”
“SCRUM methodology is great fit for SAP implementations”
“SAP Implementations are rigid and follow a pure waterfall method”
“SAP takes too long to implement”
Comparison of Waterfall and Agile Approaches Exemplary Spectrum of Software Development Methods
Waterfall Methods
Agile Methods
Waterfall methods represent the most structured implementation method, stepping through requirements-capture, analysis, design, coding/configuration, and testing in a strict, preplanned sequence
Traditional representatives of Agile approaches are SCRUM and eXtreme Programming
Break tasks into small increments
Iterations are short time frames ('time-boxed„)
Each phase has phase quality gates
Triple constraints (Time, scope, cost) and dependencies are managed across phases
Multiple iterations may be required to release a product or new features
Changing requirements are welcome
Teams are generally co-located, and empowered to make decisions (self-organizing teams)
Documentation is kept to a minimum
Progress is measured in terms of working functions or products
Progress is generally measured in terms of clearly defined phase deliverables Requirement Design Code Test Deploy Maintain
Agenda
Instant Value and Early Comfort Defining Agile
Agile Add-on to ASAP Customer Cases and Fit Wrap-up
Overview of Agile Business Add-on to ASAP
Project Preparation
Determined project scope
Blueprint
Prioritized project backlog
Work product increment
Sprint backlog / Revised / prioritized delta list
Realization
UI Development
Process Compositi on
2-to-4 wks cycle Service Implementati on and Test
Service Modeling
Work product release
Process-based composite application, business process, service or other functionality
Final Preparation
Go Live Support
Run
Create Understanding with Agile Concept Paper and Presentation
To understand the basics of the Agile Business Add-On
Business Add-ons to ASAP 7 https://service.sap.com/asapbusiness-add-ons
Solution Manager
Project Preparation: Define Agile Project Team Roles and Responsibilities
Understand roles and responsibilities of the project team and stakeholders engaged
Business Blueprint: Lean Blueprinting
Key components for lean Blueprinting
Lean documentation templates
Baseline build / Solution Demo
Product Backlog
Agile Business Blueprint
Scoping based on process reference content e.g. SolMan Process Hierarchy
Solution Architectur e
Business Process Workshops
Purpose To create a body of work, know as Business Blueprint that
Documents the TO-BE process models
Describes the solution design
Identifies function Gaps
Obtains business sign-off the design
Provide early confidence for the SAP solution
Plan for releases and sprints
Solution Demo
Evaluation and Release Planning
Deliverables
Lean Process and Solution Design
Milestones & Key Decisions
Business Process Hierarchy and Design
Completed and signed off Process Design
Value Association on Process Level
Completed and signed off Solution Design
Delta List
Solution Design
Phase Quality Assessment
Gap Identification and Resolution
Communication Plan
Final Backlog – prioritized
Sprint Definition
Aligns business requirements to the SAP business model
Baseline Build
Solution Landscape and Architecture
Scoping - Plan for Sprint cycles
Baseline Build
Project Backlog
Agile Business Add-On In detail and in context of ASAP 7 Delta List [d] Priority
Working Software
16
d l 15 u o 14 W 13
Release 2
12
y t i r o i r P s s e n i s u B
d l 11 u 10 o C 09
Release 1
e p o c d S r a e d z n a y t l a S n A P & A S e o n i f m e e D D Process WS & Sol.Archit.
e n e c s e h t g n i t t e S
Project Prep
t n i o p k c e h C
t n i o p k c e h C
d l u o h S
t n i o p k c e h C
t s u M o m e D
08 07 06 05 04 03 02 01
4 5 1 8 2 7 3 4 2 2 4 3 3 6 4 5
Sprint Prep.
Sprint Sprint Sprint
Evaluate
Tests
Final Prep.
Sprint
Support
n o i t s a s z e i n i n a d g r a O e r
Accelerators Baseline Build
Business Blueprint
Evaluation & Release Planing
Iterations / Demos
Realization Release 1
Sign-Off Final Prep
Time Go-Live Support Realization Release 2
Data Management RUN SAP Organizational Change Management Enablement
Realization: Backlog, Sprints, Releases, and Burn Down Chart Explained
Let’s have a closer look at a Sprint
2-4 weeks
Objective: Potentially Shippable Software
Realization: Agile Project Backlog
ASAP Project Quality Gates are important in traditional and Agile projects Q-Gates ensure that all key deliverables/actions of the gate have been completed in compliance with recommended practices and to the customer‟s satisfaction.
Project Preparation
Project Preparation Phase Completed
Blueprint
Solution Validation Compliancy Solution Validation Review
Blueprint Phase Completed Customer Acceptance
Realization
Final Preparation
Baseline Configuration fo r Realization Completed
Final Preparation Phase Completed (Go-Live Readiness)
Final Configuration for Realization Completed (Solution Built)
Integration Tests for Realization Completed (Realization Completed)
Go Live Support
Project Completed (Project Closure)
Benefits
Build quality directly into the project
Manage project expectations
Monitor customer satisfaction
Agenda
Instant Value and Early Comfort Defining Agile Agile Add-on for ASAP
Customer Cases and Fit Wrap-up
LM Wind Power (formerly LM Glasfiber) Customer case – applying Agile methodology in SAP project Profile World‟s leading supplier in fiberglass blades to wind turbines Approximately 5000 employees in 9 countries; Head office in Kolding (Denmark)
Realized Benefit
Short implementation time 6 months from initiation to rollout in 12 countries
Saved 20% of effort compared to traditional approach
Project Scope
HR: Organizational Management, Personnel Administration, Performance Management, Employee self service, Manager Self service
Implementation Approach
Hybrid methodology combining the strong aspects of SCRUM and ASAP
Discussing Agile Fit
Conditions that Challenge Agile
Implementation projects with complex system landscapes and interdependent applications that share data structures and processes, which cannot be replaced separately
Good Practices of Agile
Iterative delivery of business value
Simplicity and elimination of “waste”
Improved of visibility of project progress – Development iterations (short time frames / time-boxed)
Deployment in regulated industries that require detailed planning, documentation and acceptance processes
– Frequent inspection – Working software (configuration) as measure of progress
Initiatives that require long term planning due to organizational strategic commitments
Physically separated project team members, e.g., global deployments, which prohibits colocation and face-to-face meetings
Flexibility - ability to respond to change built into the methodology – e.g. change is not a surprise, it is anticipated
Consent driven organizational cultures and lack of high-performing teams with decisionmaking abilities
Close engagement of business users in the entire process of defining, designing, building and validation of the solution.
Acceleration techniques needs to be tailored to the customer‟s situation, culture, and risk profile
Agenda
Instant Value and Early Comfort Defining Agile Agile Add-on for ASAP Customer Cases and Fit
Wrap-up
Key Points to Take Home
There is a need for Significant Reduction in “Time to Value,” and customers are looking for early confirmation that requirements can be met. Agile is often looked to as a solution to this need, however, the path to instant value goes beyond methodology. Acceleration includes Services, Methodology, and Products. SAP offers a proven set of Acceleration Techniques. ASAP 7 delivers Acceleration; Agile principles are part of ASAP 7 ASAP 7 helps to manage risk through Q-gates and scope management Agile is not a magic bullet and in some situations may be inappropriate Level of acceleration and approach need to be tailored to the customer‟s situation and culture
Helpful Resources Resources
ASAP and Business Add-ons to ASAP on BPX http://www.sdn.sap.com/irj/bpx/asap
Business Add-ons to ASAP 7 https://service.sap.com/asap-business-add-ons
ASAP Discussion Forum on BPX http://forums.sdn.sap.com/forum.jspa?forumID=482
Agile Business Add-on to ASAP http://www.sdn.sap.com/irj/scn/asap-methodology Overview of SCRUM in 10 minutes YouTube Video (not specific to SAP projects)
Related SAP Education and Certification Opportunities
Certified SAP Associate Project Manager https://training.sap.com/us/en/curriculum/asap_us-sap-project-management-us/
Thank You!
Contact information: Jan Musil
[email protected] Raimar Hoeliner
[email protected]
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