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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
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Data Management Organizational Change Management Business Process Management Enterprise Performance Management
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Fact or Fiction?
Describe a key challenge that an ERP project faces using Agile.
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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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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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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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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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Project Resources
Team size Resource Dedication Technology / Business Domain knowledge Collaboration Collocation Testing automated
Sponsor Characteristics
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INNOVATION.0
10..COOKBOOK
CATEGORY Requirements - Definition Change Experience Resources - Dedication Resources - Physical Location Customer - Involvement Customer - Timelines Documentation
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.
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Theme
Process Level 2
i.e. Sales Order Process
Epic 1
(aka. Feature)
Story 1 Story 2 Story n
Story 1
Task 1 Task 2 Task n
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
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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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
* From Jeff Patton at Agile Product Design
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Story Mapping
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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
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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
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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.
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Blue Print
Customer Care
Escalated Problem
Product Council
Capacity Stats
Service Request
Power User
Break Fix
Expediter
Urgent Request to Fix
Business Realization
Business Solutions
Independent Test
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Agile ERP Delivery Models Lean Approach Iterative Waterfall Waterfall PlanningAgile Delivery Agile Iterations Lag Teams Scrum of Scrums
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Introducing the Concept of Flow of Work and WIP Streamline Governance Reduce documentation
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jason fair
CEO 5207 Hickory Park Drive, Suite E Glen Allen, VA 23059
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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
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