ACT200_EN_Col02_FV_A4

ACT200 Participant Handbook Material Number: 50131270

© 2015 SAP SE or an SAP affiliate company. All rights reserved

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About you Your role in SAP Agile experience (good / bad) Tell us something about you, that your colleagues do not know Your expectations What do you expect from this course? What do you want to learn about Agile? How do you want to use Agile?


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Iterate in short cycles (1-4 weeks)   

At the beginning of each cycle, figure out what are the most important things to do right now. Demonstrate what was done at the end of each cycle (make it available for use if appropriate) Uses visualization to create transparency.

Welcome feedback (and act on it). The team focuses on one thing at a time, until it is done. Defer requirements definition until just before you build them (JIT). Create cross-functional teams that include both business and technical people. Better fail early to learn fast. Promote adaptive planning and a people-centric approach.


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Instructor notes: Capture Planned vs Delivered airplanes in each sprint Plot the figures per team Run 3-4 sprints for maximum impact


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Takes approx. 20 min 3 iterations, each iteration: 2 min Prep time for first iteration 3 min (including estimate) 2 min retrospective after iteration 1 and 2 5-10 min debrief Needs a bag of 30 balls (tennis balls or stress balls are fine).


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These are the key characteristics of the approach we have introduced in One Service program and we are taking them as foundation for SAP Activate.


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Instructor notes This is very simple exercises. Its objective is to get the participants into the methodology to familiarize themselves with the SAP Activate structure and navigation. Ask each group to tell you what they found and how they think they will use this content in their project.


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

The blueprint for the specification and recipe management solution had been planned to take 30 months, given the complexity and geographic dispersion of the team. The result of the Agile Methodology was a 21 month Blueprint and Build completion.



Agile approach was adapted to the needs of the customer: – 4 sprints, each of a 4 week duration – 2 month break between sprints (1 sprint per quarter) – Global sprint team meets physically for each sprint (1 month in the same project location) – – – – –

Why did it work? Very ‘Agile-passionate’ leadership and team Very supportive project manager with trust in his team On-site presence of global team during sprints was key SAP provided mentorship and guidance and performed a project review for the agile execution.

– Results – Based on the success of the project the customer agreed to execute the next project under the same PLM program in a true agile mode incl. iterative build with multiple release cycles. – The customer now actively participates in SAP’s lean development cycles, e.g. through participation in sprint testing and backlog reviews for specific products – SAP and this customer are currently setting-up a program using Agile implementation & development to convert hundreds of non-SAP application to SAP


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Background Information: The customer is known at SAP for his complex and long SAP project implementations. The latest implementation of ERP and CRM sales escalated serveral times. Those implemenations have been implemented by partners based on a design based ASAP roadmap approach. The sales quarter is nearing soon and your local sales colleague (SSEM) Jonny Cash went to Mr. Reuterli who is the responsible for the project implementation at customer site. Jonny told Mr. Reuterli about Agile. He thinks Agile is “the best way” for CAFE RAGAZZA to implement the project because he can expect faster results and to save overall implementation costs between 20-40%. That fits perfectly into the overall objectives of Mr. Reuterli because Mr.Smith, the CIO of the company gave Mr. Reuterli the target to save 30% of the total IT implementation costs on a yearly basis.


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Responsibilities & Tasks  Is responsible for market success of the product (SAP project)  Provides a complete picture and vision for the product  Knows customer contacts for product reviews  Knows and understands market / key customers / business needs  Does have the required business process knowledge as well as domain expertise  Does have a complete picture of the University of Maastricht Product Standards  Builds feature plans  Decides on priorities for product development based on highest business value  Deals with stakeholders for product requirements  Communication and explanation of product requirements to development  Transfers customer and market demands to development  Knows relevant stakeholders to deal with  Ability to stand up to others (e.g. management, stakeholders)  Persuasive communication and personality & good listener to others  Organizes/ participants in test cycles


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Tasks  To map the vision and process requirements of the product owner to the SAP environment  To use as many SAP standard accelerators as possible  To demonstrate the standard process in the SAP environment to the product owner  To provide input and ideas to the product owner about how to make the product as good as it can be.  To help the product owner to understand the system so that he can define the wishlist  During sprints the team develops the highest priority features


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Resource Allocation Conduct Kick-off High-Level project plan Implementation standards  Level of documentation (which documentation is needed?)  Issue & Escalation procedure  Project tools  Enhancement & modification standards  Transport Management  Testing & User acceptance standards System landscape/ Technical landscape planning Project Charter Communicaton Matrix Organisational Change Management


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Resource Allocation Conduct Kick-off High-Level project plan Implementation standards  Level of documentation (which documentation is needed?)  Issue & Escalation procedure  Project tools  Enhancement & modification standards  Transport Management  Testing & User acceptance standards System landscape/ Technical landscape planning Project Charter Communicaton Matrix Organisational Change Management


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Background Information: Mr. Blitz has a proven track record of successful project implementations inside RAGAZZA. He is known for his detailed project and action plans. Mr. Blitz wants to show his upper management that he is in control of the project and his objective is to deliver projects in time and budget. Mr. Blitz does not have any experience with Agile and Scrum yet. His strengths are: Very profound analysis skills, very organized, likes to-do lists, correct and accurate procedures are important He does not like: To make mistakes, being criticized, fast decisions when there is not enough time to make a good evaluation of the problem.


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In smaller projects that Project Manager often plays the role of the SCRUM Master helping the project team in the adherence to the SCRUM process.


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In mid-size and large projects each SCRUM team has dedicated SCRUM master (or in some situations they may share SCRUM master across the teams). Each team works with one or multiple process / product owners. Each reporting to the Chief Product Owner. Solution Architect resource is typically shared resource in all projects and is called upon by the product owners and SCRUM teams as needed. Project Manager manages the relationship with project stakeholders and oversees the overall project timeline, scope and budget. Project Manager on the SAP side also plays role of the proxy Product Owner as they are responsible for delivering on the contract and carry accountability for the delivery of committed scope.


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Background Information: Mr. Blitz has a proven track record of successful project implementations inside RAGAZZA. He is known for his detailed project and action plans. Mr. Blitz wants to show his upper management that he is in control of the project and his objective is to deliver projects in time and budget. Mr. Blitz does not have any experience with Agile and Scrum yet. His strengths are: Very profound analysis skills, very organized, likes to-do lists, correct and accurate procedures are important He does not like: To make mistakes, being criticized, fast decisions when there is not enough time to make a good evaluation of the problem.


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Frequent inspection check customer expect Understanding how the baseline standard functionality works Fast demonstration of SAP standard Early visualisation


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Use reference material and use it to anticipate areas of interest, this might trigger a value prototype Also listen for additional gaps


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Use reference material and use it to anticipate areas of interest, this might trigger a value prototype Also listen for additional gaps


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Signed off process definition including fit/gap analysis Signed off Project Backlog (to be realized during sprints) Resource sheet Story map Release plan Sprint schedule Quotation for remaining phases, as applicable


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Scenario  Process  Process step / Activity Order to Cash  Sales Order Processing  Create Sales Order Need to keep this in mind as we begin to model Want to keep iDocs aligned at the proper level with our other documents Generally, iRise is NOT a process modeling tool. It helps to visualize end-to-end scenarios and helps to solution functional gaps for development objects that have an UI and fulfill certain qualification criteria. From an process modeling perspective: The decomposition of processes drives the identification of solution gaps. Functional gap might occur on a process or process step level. From there we conceptually jump into a visualization to drive the solution design. Solution Manager serves as a common repository, the visualization document are loaded into the Business Process Hierarchy of SolMan. Visualization complement functional specifications. Do you actually see any handoff points between ARIS and iRise? E.g. using a specific object in ARIS to identify a gap or (RICEF)-enhancement that will lead to an iRise file?


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Each estimator selects a set of cards. The Product Owner or customer reads the item to be estimated. The item is discussed. Each estimator privately selects a card representing his or her estimate. The card is not shown to other estimators. Once each estimator has selected a card, all cards are turned over at the same time. If everyone played the same card, that’s the estimate. If estimates are not the same, the group discusses the estimates, focussing on any outlying values. Repeat until estimates converge.


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My ____ broke and I need a new one today. I still haven't got the software I ordered a month ago. I need help debugging a problem with ______. I'm struggling to learn ______ and would like to pair with someone on it. I can't get the vendor's tech support group to call me back. Our new contractor can't start because no one is here to sign her contract. I can't get the ____ group to give me any time and I need to meet with them. The department VP has asked me to work on something else "for a day or two." In cases where the SCRUM Master cannot remove these impediments directly himself (e.g., usually the more technical issues) he still takes responsibility for making sure someone on the team does quickly resolve the issue


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Set the stage Get everyone talking by asking a question. Gather data Have the team draw a timeline. Generate insights Determine the good, the bad, and the ugly. Decide what to do List experiments, improvements, and recommendations and determine the ones your going to act on now. Close the retrospective What can we do to improve our retrospectives?


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 Keep doing: What went well  Stop doing: What we want to avoid or change  Start doing: What we want to improve


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Standardized procedures that leverage the experience of the organization and the software supplier are a key prerequisite for the optimization of application management. SAP supports customers, partners and consultants with guidelines called SAP Standards for Solution Operations. These standards are published on the SAP Service Marketplace. With SAP standards for solution operations, SAP has indexed a total of sixteen standards for key operations processes within a company’s business and IT units. These key standards and practices address the needs of business process experts, responsible for the design and execution of business processes, and of IT departments, responsible to ensure that the services provided by the SAP solutions are available for business users. Each standard contains best-practice procedures on how to run the individual tasks, explanations on which tools inside SAP Solution Manager should be used, available training and services that support the adoption of the standard. The implementation and optimization of these SAP Standards for Solution Operations are the key deliverables of the Run phase work packages.


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

The blueprint for the specification and recipe management solution had been planned to take 30 months, given the complexity and geographic dispersion of the team. The result of the Agile Methodology was a 21 month Blueprint and Build completion.



Agile approach was adapted to the needs of the customer: – 4 sprints, each of a 4 week duration – 2 month break between sprints (1 sprint per quarter) – Global sprint team meets physically for each sprint (1 month in the same project location) – – – – –

Why did it work? Very ‘Agile-passionate’ leadership and team Very supportive project manager with trust in his team On-site presence of global team during sprints was key SAP provided mentorship and guidance and performed a project review for the agile execution.

– Results – Based on the success of the project the customer agreed to execute the next project under the same PLM program in a true agile mode incl. iterative build with multiple release cycles. – The customer now actively participates in SAP’s lean development cycles, e.g. through participation in sprint testing and backlog reviews for specific products – SAP and this customer are currently setting-up a program using Agile implementation & development to convert hundreds of non-SAP application to SAP


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SolMan SM4 300 I807559

PW


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Let’s just summarize what a tool like iRise can do for us. It helps us visualize areas for which we don’t have an SAP system readily available. In particular, we are talking about key RICEFW development objects, such as UI modifications, reports, workflows and processes across interfaces. iRise simulation complement and substitute portions functional specifications. The tool helps to communicate between Business, Consulting and Developers And it serves as a collaboration tool to solicit requirements and to provide feedback. It fits nicely into out enabling tools suite Overall, iRise helps to mitigate the risk of rework, if the visualizations have been build by someone who knows what’s feasible in SAP.


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Scenario à Process à Process step / Activity Order to Cash à Sales Order Processing à Create Sales Order Need to keep this in mind as we begin to model Want to keep iDocs aligned at the proper level with our other documents Generally, iRise is NOT a process modeling tool. It helps to visualize end-to-end scenarios and helps to solution functional gaps for development objects that have an UI and fulfill certain qualification criteria. From an process modeling perspective: The decomposition of processes drives the identification of solution gaps. Functional gap might occur on a process or process step level. From there we conceptually jump into a visualization to drive the solution design. Solution Manager serves as a common repository, the visualization document are loaded into the Business Process Hierarchy of SolMan. Visualization complement functional specifications. Do you actually see any handoff points between ARIS and iRise? E.g. using a specific object in ARIS to identify a gap or (RICEF)-enhancement that will lead to an iRise file?


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