Lean and Agile SAP – Sprint Team Sprint! · PDF fileLean and Agile SAP – Sprint...

]

SHERRYANNE MEYER [ ASUG INSTALLATION MEMBER MEMBER SINCE: 1999

STEVE RUGGIERO [ ASUG INSTALLATION MEMBER EMBER SINCE: 2000

ED HUDAK [ ASUG INSTALLATION MEMBER MEMBER SINCE: 1998

Lean and Agile SAP – Sprint Team… Sprint!

John Choate National Chair

Jason Fair

CEO, Genesis Consulting

Real Experience. Real Advantage.

[

This document is protected under the copyright laws of the United States and/or other countries as an unpublished work.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 © 2011 Genesis Consulting Partners, LLC and/or its affiliate(s) (Unpublished).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.

2


[•  Introductions •  Lean and Agile SAP – Concepts •  Panel Discussion

•  Vickie Canterbury – Intermec •  David Siegel – Intel •  John Choate – Nokia

•  Open Q&A

3

Contents


[ Genesis Consulting Services

We specialize in delivering the following services: " SAP Technology:

§  Strategy and Planning §  Project Management §  Systems Integration and SAP Consulting

" Lean and Agile Solutions " Data Management " Organizational Change Management " Business Process Management " Enterprise Performance Management

Cer$fied small business in the Commonwealth of Virginia and registered with the Small Business Administra$on

4


[

Lean and Agile SAP – Concepts

5


[" Agile is a methodology, derived using Lean thinking. " Lean is a “thinking principle”. It tells you how to identify

opportunities for improvement. " Agile is Lean in IT. It is the proven project management

methodology that encourages: •  Frequent inspection and adaptation •  A leadership philosophy that encourages team work, self-organization

and accountability •  A set of engineering best practices that allow for rapid delivery of high-

quality projects •  A business approach that aligns development with customer needs

and company goals

Definitions

6


[ A Lean and Agile Approach to SAP

Lean Thinking §  Eliminate Waste §  Pull From Demand – Focus

on business value §  Empower Workers §  Enable Continuous

Improvement

Some Agile Techniques §  Frequent inspection and adaptation §  Aligning development with customer

needs & company goals §  Co-location §  Self-organization and accountability §  Becoming a team player §  Elimination of “waste” and “ceremony” §  Empirical demonstration of results §  Customer is always present §  Product managers and owners §  5 planning events: product planning,

release/feature planning, iteration planning, sprint review, and stand-ups

Agile is a journey, not a destination.

7


[

Agile Approach

ASAP “Waterfall”

Waterfall to Iteration

8


[

Panel Discussion - Intermec

9


[ Intermec

§  Intermec designs, develops, sells, and services wired and wireless automated identification and data collection products. Products include mobile computing, bar code scanners, radio frequency identification, wired and wireless bar code printers and label media products.

§  Global implementation on 1 instance of ERP 6.0

§  ERP Modules: §  FI / CO / SD / MM / PP / SM / QM

§  Other SAP Systems: §  APO §  BW §  Business Objects


[ History

§  Identified Needs: §  More visibility to current enhancement / production support

activities §  Better communication with the business team §  Easier resource management

§  Timeline: §  Certified ScrumMaster Class – December 2009 §  Process Design – January 2010 §  Team and business training – February 2010 §  Pilot – March 2010


[Intermec’s Scrum Framework

3 Week Cycle

Daily Stand-

Up

IT Requests

Product Backlog

Business Priority

IT Sprint Planning

Prioritized Backlog

IT Sprint Commitment

(Sprint Backlog) Potentially Deployable

Changes

Sprint


[ PRODUCT BACKLOG - Cross-Functionally Prioritized

Discussion

Function 1

Function 2

Function 3

Cross-Functional Priority


[ SPRINT PLANNING – IT Commitment

§  A couple of days after the business prioritization – typically day 12 or 13 of the 15 day sprint

§  Team commits to work for next sprint based on business priorities and resource availability

§  Virtual meeting facilitated with Visio §  Outcome – SPRINT BACKLOG for next sprint cycle

SAP8111 – Add New

Turkish Distributor to Cobra

TW: IT Test

Platform Project #

Lead Commitment


[ TASK PLANNING

§  Team defines tasks needed for each story (project) to meet commitment

§  Tracked on a physical and virtual board (for remote resources - Excel)


[ Current / Future Use §  2011 – Enhancement / Production Support Team

§  4 members to 20 members §  2011 – Used the framework during the Configuration &

Development phase of a 13 entity SAP roll-out to Europe §  Multiple sprint teams by function §  Daily stand-up meetings and weekly all team meetings

§  2012 – Will use the framework for new initiatives §  Trying to get the business more involved in the day-to-day

process and be part of the scrum team §  2012 – Continue to improve the existing framework &

processes §  Backlog grooming §  Investigate Scrum software tools to alleviate some of the

manual updating in Excel


[

Panel Discussion - Intel

17


[ Enhancement Example - Background

§  Program chartered to fix shopping cart issues through payment issues stemming from 2009 SAP Re-platform efforts

§  Small SAP enhancement project (1-2 SAs/1 AD) with limited window to deliver as many improvements as possible o  Traditional approach would only enable us to release ~3 features

o  LEAN/Agile approach would easily position us to deliver more (less overhead, more focus on product)

§  Adopted LEAN/Agile approach primarily to: o  Maximize output given fixed resources and schedule

o  Deliver business value as soon as possible by deploying as features were production-ready


[ Agile Tenets to Our Success •  Faster route to real value

-  Iteratively built & deployed ~ 6 SAP solutions/quarter

•  Higher quality code -  Quality vs process focus

•  Business more likely to get what they need -  Adapted to new priorities

•  More fun -  Rewarding to see features used once tested

•  Lower risk of getting it completely wrong -  Frequent monitoring and stakeholder

feedback

•  Flatter cost of change curve -  Easier to integrate smaller changes


[ Key Learnings

§  Agile approach works well for SAP features that can be decoupled and deployed once production-ready o  Ensure there’s one prioritized list of user stories agreed upon by all business stakeholders

o  Engaged customers really make a huge difference

o  Reporting solutions involving MSTR/BI significantly hindered team agility given current fragmented resource model

§  Assess frequency vs value—particularly for smaller projects o  To streamline approvals, consider monthly release schedule

o  If team cannot attend daily meetings, consider additional options to supplement meetings

§  SAP system design documents (f-specs, TDD, KTBR release notes) add value but not required to start development o  Enables knowledge transfer between SA/AD, Support and future projects

§  SA/ADs could size work better with a simple guide that outlines different SAP solution attributes and development considerations

§  Agility enhanced when core team members work in same time zone


[ Agile SAP Improvement Opportunities

§  Create simple development guides for each SAP solution area o  Help with work estimation, resource efficiency, cross-training, and solution

quality o  Potential areas: Project systems, Sourcing, Shopping cart, Purchasing, AP,

Reporting

§  Automate SAP testing activities where possible. Make test automation tools more widely available. o  Common functional or regression tests

o  Opportunity to automate master data set-up?

§  Create intact product development teams for new capabilities and enhancements working within the same SAP objects


[

Panel Discussion - Nokia

22


[ Nokia – Lean and Agile SAP Project §  “Point and Find” Project

§  Web Re-Design and Rebranding

§  SAP Portals, B2B, B2C, SAP CRM

§  2009-2010

§  Lean and Agile concepts introduced and integrated into project

§  Benefits

§  Lessons Learned


[

Open Q&A

24


[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

Connect with Genesis Consulting

25


[

e | [email protected] t | 804.523.8007 w | www.genesisconsulting.com

CEO 5207 Hickory Park Drive, Suite E Glen Allen, VA 23059

jason fair


Managing Partner 5207 Hickory Park Drive, Suite E Glen Allen, VA 23059

mary fowlkes


Director of Lean and Agile Solutions 5207 Hickory Park Drive, Suite E Glen Allen, VA 23059

richard dolman

26

Lean and Agile SAP – Sprint Team Sprint! · PDF fileLean and Agile SAP – Sprint...

Documents

Transcript of Lean and Agile SAP – Sprint Team Sprint! · PDF fileLean and Agile SAP – Sprint...