Workshop Facilitation - Guide_v07

Blueprinting WorkshopFacilitation and Agile Techniques

Prepared by: XXX

Agenda

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Start A ContentsPurpose of Blueprinting Workshops

08:30 09:30 Prepare for Blueprint WorkshopsAgile techniques

Conduct and Facilitate Blueprint WorkshopsShow and Tell Approach

09:45 11:30 Complete Blueprint Workshops

13:00 14:15 Wrap up and Open Questions

14:30 15:30

15:30 16:00

Purpose of Blueprinting Workshops

The primary objective is to have an approved body of Blueprint deliverables to move into the Realization phase

Ensure that SAP implementation meets your business requirements across stakeholders

Document business requirements that will be implemented during Realization

Workshop is high level (60% captured here) Sandbox goes into more detail (takes it to 80%) Remainder is finalized during Realization up to

configuration baseline Document To-Be business processes Discover, clarify and negotiate solution design Prevent the need for rework during Realization

© 2008 SAP America, Inc. and OTA, Inc. PL1 – Project Preparation Through Blueprint / NA-PMO /

Effective Blueprint Planning and Execution

SCHEDULE

Schedule Workshops

Schedule Workshops

PREPAREDistribute Guidelines and Org Structure Materials

Distribute Guidelines and Master Data Materials

Distribute Guidelines and Bus Process Materials

Preparing for Blueprinting Defining the Business

CONDUCT COMPLETEConduct Org Struct. Workshop

Conduct General Requirements Workshop

Conduct Business Process Workshop

Conduct Detailed Requirements Workshop

Recommend and Approve Structure

Complete Business Blueprint

Blueprint Document Review and Sign Off

Supporting Tools – Solution Manager, NA WBSQuestionnaires and Templates

Organizational Structure

Gen. SettingsMaster Date

Business Process

PLAN AND PREPARE

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General Preparation

Good preparation attribute to at least 50% of workshop success Understand the Customer

Understand customer’s business needs and pain points Understand the Value Drivers Get a sense of the business benefits that SAP will bring

Understand the Industry and its Policies / Regulations Understand the Process and Solution Scope the implementation (SOW) Gather output content from any previous process workshops held to date within the

company (e.g., Scoping) - Avoid rework Where applicable, review other readily available information regarding “current

state” of process area, including legacy systems Understand SAP functionalities

Determine Best Practices that can be leveraged Are there any white papers that will facilitate the discussion on this topic? (Sources of information

might include www.help.SAP.com, AMR or your SAP Consultant)

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© SAP 2008 /

Your pre-work – Build the Roadmap to where you want to be

Before the workshops even beginKnow what you want to get out of your workshops What information, content are you expecting to produce? What does it look like? Summarize business benefits you need to address? Summarize current pain points that you need to address? What are the anticipated organizational impacts from changing and improving the

process?

Build it and Share itMake sure you and the customers are in agreement on where we need to go and set expectations early

Build a Roadmap for “Acceleration”

Best Practices Preconfigured solutions Based on BC sets and Solution

Documentation

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Rapid Design - Show and Tell Early visualization of solution in Blueprint Iterative development paired with conference room pilots

Value Prototyping Scope is based on Areas of interest / pain

points Presales or Blueprint n-Time Boxed Implementation Periods (4

weeks) Lab environment to configure

Q-Gates as Frequent Inspection Point Defined product and implementation increments n-Time Boxed and inspected at every increment Incremental acceptance across the life cycle

CONDUCT

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© SAP 2008 /

Level set all participants at the start of each workshop

At the start of each workshopEstablish goals at beginning of each workshop What will they accomplish by the end of the workshop? Make sure they know the value of their work

Make sure participants understand the process you will use Give them an overview of the entire requirements process Describe the level of work are they focusing on for this session Timeline for accomplishing the work

Set agreed upon ground rules for participation Starting on time One voice at a time Turn off cell phones Decisions – when is it final; when can it be revisited; when should it be

delayed

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Engage the team in Workshop activities

SAP Facilitator Consultant Team Leads

Customer Facilitator

Customer Team Leads

Scribe [Name]

Time Keeper [Name]

Subject Matter Experts

[Name]

Other Attendants

[Name]

Define roles and responsibilities!

Per Scenario

Per Process

Workshop Process – Part 1Solution Demo Approach

Reference• Use

predefined standards and content to illustrate end-to-end processes

• Build on Value Drivers

Visualize• Use

sandbox to show and tell SAP standard key design elements

Listen & Engage• Determ

ine Business requirements and potential Gaps to Standard

Complement• Modify

process models

Verify• Verify

though mock ups or Sandbox Functionality

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Visualize, Engage, Stay Focused! Improve mutual understanding Visualize options Reduce margin of errorby Deriving process models from

Process Model Repository (Solman) Leveraging Best Practices content

to illustrate end-to-end scenarios Leveraging Process Documentation

in Solution Composer to jump start work shop conversation

Building on Value Drivers (BTC deliverables / Business Case)

Utilizing a Sandbox, or Consultant IDES system to present potential solutions

Iterative Approach to Process and Solution Design driven by process de-compositions

Per critical Development

Understanding the Process – Part 1 Mock-Ups in Blueprinting

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Define• Identify

development requirements

• Prepare Functional Specifications

Model• Visualize

Development by using iRise or Snag-IT

Verify• Verify

though mock ups or Sandbox Functionality

• Present Mock Up

• Elicit feedback

Visualize, Engage, Stay Focused! Improve mutual understanding Visualize options Reduce margin of errorby Identifying critical development

items Preparing Mock-Ups to verify Include Mock-Up result in Functional

Specifications

Iterative Approach to verify critical Development Items

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Gathering Requirements – Listen and encourage TalkingGathering InformationRefer - Start with the process flow Provides a good visual of where you are going Can use the flow as a systematic approach to gather all requirements

Visualize – Write, Draw, Go Big, Engage through teamwork Identify what you are focused on Capture responses on board or flip chart Use enough detail to be able to refer back to when building out the Business Process and

Requirements Document

Listen - Ask open ended questions to get information What do you need to do? How does that work? Why is that important?

Use close ended questions to confirm Is this what you mean ….. Will this work?

COMPLETE

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© SAP 2008 /

Make deliberate decisions

Getting to a DecisionValidate the information Rephrase what you heard and ask if this is correct

Seek consensus Regroup after Break Outs, let participants present Ask participants if they are in agreement

If yes – sign off and move on to next If no – explore points of disagreement

Don’t expect to get 100% agreement on every point Always confirm decisions before moving to next item

Either repeat the decision or ask one of participants to frame the decision Confirm with other participants – Is this what we decided? Document Key Decision

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Balancing act – getting the information you need in the time allowed

Controlling the flow of the discussionKeep discussion focused on topic at hand Close off side bar discussions on other topics Stick to one voice at a time rule Stay focused on the what – keep them away from the how?

Don’t allow disagreements to become debates If it is a key disagreement that needs to be resolved make parties responsible for finding

resolution

Keep a parking lot for other issues raised Keep track of key issues that need to be addressed later Follow up on when this topics will be addressed Note design issues/questions that you may want to address during breaks or after the session

The balancing act – getting the information you need while keeping the process moving forward.

© SAP 2008 /

Organizational Change Management

Organizational Change Management Starts Here

Make sure participants understand the value of their work Help them put this process in proper perspective to the project

overall Keep the team engaged in the process Make sure that their contributions and efforts are valued Encourage input from participants Be open minded and refrain from absolutes & mandates Work on an elevator speech

What do you want the team to talk about when they return to their organization?

Review workshop outputs and begin populating deliverable templates/tools (WS output documents, key decisions, technical/functional specifications, authorization profiles, business process flows)

Address parking lot items Use Sandbox to capture additional detail (80% level) Hold follow-up meetings (1:1, 1:many) to gain buy-in, to

validate/refine Blueprint requirements, and to obtain closure to open issues

Perform integration sessions to define linkages, input and output handoffs (as required)

Generate and distribute (Email) Business Blueprint section for participant (s)’ and process owner (s)’ review and approval. Give advanced deadline for notice of change or correction. Ensure that all participants agree with change or correction

If no agreement, open an issue and schedule a resolution meeting. Ensure issues identified in workshop are ALL closed

Capture key decisions, obtain Sign-off in written format

© SAP 2007 /

Post Workshop Activities

How to improve and learn?

Prepare for a workshop Practice e.g. Dry Runs Request candid feedback

References CLC soft skill curriculum Workshop Facilitation Guidelines

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Microsoft Office Word Document

Current Market Requirements

Economic climate demands for a fast return on investment, often within the same year of the implementation

Business requirements tend to have earlier expiration dates due to the climate changes

Customers ask for implementation acceleration Tactical and tangible results within a strategic

framework An iterative approach with early validation cycles

to conduct projects Projects need to get it right for the first time

© SAP 2008 /

Comparison of AGILE and Waterfall(exemplary, Software Development Methods)

Waterfall Methods Waterfall methods represent the most

structured implementation method, stepping through requirements-capture, analysis, design, coding/configuration, and testing in a strict, pre-planned sequence. Progress is generally measured in terms of deliverable artifacts: requirement specifications, design documents, test plans, code reviews and the like

Agile Methods Break tasks into small increments Don't directly involve long-term planning Iterations are short time frames ('timeboxes‘) Each iteration is worked on by a team through a

full cycle, including planning, requirements analysis, design, coding/configuration, unit testing, and acceptance testing when a working product is demonstrated to stakeholders.

Stakeholders produce documentation as required

Multiple iterations may be required to release a product or new features.

Traditional representatives of Agile approaches are Scrum and eXtreme Programming

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Requirement

Design

Code

Test

Deploy

Maintain

Pros and Cons of Agile

Conditions that challenge Agile Implementation projects with complex system

landscapes and interdependent applications that share data structures and processes, which cannot be replaced separately

Deployment in regulated industries that require detailed planning, documentation and acceptance processes

Initiatives that require long term planning due to organizational strategic commitments

Physically separated project team members, e.g. global deployments, which prohibits co-location and face-to-face meetings

Lack of high-performing teams

Good Practices of Agile Accelerated Delivery

Rapid delivery of value and roadmaps Simplicity and elimination of “waste”

Improving Visibility Development iterations (short time frames / time-

boxed) Frequent inspection Working software (configuration) as measure of

progress Aligning Business to Market Needs

Response to change Continuous delivery of software (configuration)

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Agile methods are not a silver bullet but they help us to re-think the traditional approach

Complementary Acceleration Techniquesper Project Focus

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Q-Gates [Frequent Inspection Points]

Value Prototyping by CoE

SAP Best Practices

Mock Up for Development

Conference Room Pilots Iterative Development Cycles

Rapid Implementation – Show and Tell

Value Based Implementation with BTC services

Innovation Standard Efficiency

Project Characteristics

• High degree of solution innovation

• Ramp up product• Complex solution

design• High volumes

• Implementation of standard SAPproducts and solutions

• Customer agrees to Best Practices implementation as standardizedsolution package

Strategic

• Strategic transformation ofan enterprise

Q-Gates [Frequent Inspection Points]

Complementary Acceleration Techniquesover the Implementation Live Cycle

Presales Value Determination

Enterprise Roadmap

Project Prep Blueprint Realization

Final Preparation

Go Live

© SAP 2008 /

Value Prototyping*

SAP Best Practices

Mock Up for Development

Conference Room Pilots Iterative Development Cycles

Rapid Implementation – Show and Tell

*applies to areas of Interest

SAP and Agile – Key Messages

© SAP 2008 /

Acceleration techniques are known to SAP Acceleration techniques are complementary Acceleration techniques do not modify implementation

phases It is a matter of standardization - so that visualization

techniques and controlled implementation iterations become part of SAPC acceleration DNA

Workshop Facilitation - Guide_v07

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