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Fact or Fiction:ERP Projects Can Be Delivered Using Agile

August 10, 2011

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This document is protected under the copyright laws of the United States and/or other countries as an unpublished work.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 toevaluate Genesis Consulting Partners, LLC and/or its affiliate(s). Any use or disclosure in whole or in part of this informationwithout 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© 2011 Genesis Consulting Partners, LLC and/or its affiliate(s) (Unpublished).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.

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• 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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Contents


More than 20 years of industry experience, 18 years specializing in implementing ERP technologies. Industry experience includes: Commercial, Consumer Products, Retail , Aerospace and Defense, Healthcare, Federal, Department of Defense, Intelligence Community, State and Local Government and Higher EducationFormer Managing Director/Partner for SAP Solutions at BearingPoint leading a North American practice with over $250M in revenues and over 350 dedicated SAP consultantsProgram Manager for a $280M SAP implementation with over 250 team members. Deployed SAP solutions to over 30,000 users at 126 sites worldwide Recently led the delivery of a Lean Agile implementation to deliver enterprise solutions to 25,000 users. Leveraging Agile techniques, delivered the project ahead of schedule and increased the SAP team’s performance by over 250%Nationally recognized as a thought leader in the Agile community driving new concepts for a Lean Agile ERP implementation approach.Certified SAP Consultant, Certified Project Management Professional (PMP), Certified Scrum Master (CSM) , Certified Public Accountant (CPA), U.S. Government Top-Secret Clearance Regular speaker at SAP, ASUG, Agile Alliance and various industry conferences.In spare time, training for various triathlon, running and cycling races.

Jason Fair, CEO

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Genesis Consulting Services

We specialize in delivering the following services:SAP Technology: • Strategy and Planning• Project Management • Systems Integration and SAP Consulting• Lean Agile SAP

Data ManagementOrganizational Change ManagementBusiness Process Management Enterprise Performance Management

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Certified small business in the Commonwealth of Virginiaand registered with the Small Business Administration

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• Deliver Value Consistently - Focus on “Value Based Delivery”• Challenge the “Status Quo” and the “Way we have always

done it.”• Introduce concepts of Lean and Agile to instill a culture of

continuous improvement• Evaluate where in the Lean and Agile adoption cycle an

organization is and help them become more Agile• Coach organization leaders on enterprise adoption of Lean

and Agile

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Genesis Consulting - Our Vision

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Who is in the Audience?

• How many people work for an organization that has an ERP system or COTS?

• How many people have worked on an implementation project for these software applications?

• How many people have implemented a project for these applications using Agile?


Fact or Fiction?

• Describe a key challenge that an ERP project faces using Agile.


A Lean and Agile Approach to ERP

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Waterfall vs. Agile –Delivering Incremental Value

Project Prep

BlueprintRealization

Final PrepGo-Live/Support

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8

Release #1

Waterfall

AGILE

Release #3Release #2

2 wks 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks

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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

Application Development vs. ERP

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• A new way to manage projects– Makes all the dysfunction in a team or organization visible– Bad products will be delivered sooner, and doomed projects will fail faster– People may follow the mechanics but not the values of Agile

• People are most comfortable with what they know– ERP project team members have an attachment to Waterfall development– Lack of incentive to increase speed to delivery

• ERP solutions are all encompassing– Environment includes development, proprietary programming system/language, a run

time environment, a source code control system– Integrated end-to-end business process that are difficult to decompose

• 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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Challenges in Applying Agile to ERP


Addressing the Challenges of Agile Adoption

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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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Addressing the Challenges of ERP Agile Adoption


• Project Characteristics– Requirements– Effort/Duration– Interfacing Systems (3 or less)– Regulatory Compliance– Project Inter-dependencies

• Sponsor Characteristics– Sponsor buy-in– Sponsor time commitment– Training for Agile– Periodic Validation– End User Adoption

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Agile Readiness -Is your Organization Ready for Agile?

• Project Resources– Team size– Resource Dedication– Technology / Business Domain

knowledge– Collaboration– Collocation– Testing – automated

• Agile Awareness and Acceptance– Training at all levels– Ability to apply agile techniques for all

aspects of the project– Coaches are available – do not do it

alone


INNOVATION…….0 10…..COOKBOOK

CATEGORYRelative Score

1<---->10 0 => "INNOVATION" "COOKBOOK" <= 10

Requirements - Definition 0 Requirements are i l l defined, uncertain and/or constantly open to change per team and customer.

Requirements are very well defined. Customer is able to communicate them clearly. Time is available at the start of the

project to create documentation.

Change 0 Scope changes frequently. Scope is relatively stable.

Experience 0 Little or no experience with this type of project in the past. Relatively new technology or business process.

Technology or business process is mature. Project methodology is already established and consists of repetitive tasks.

Resources - Dedication 0 Project team resources can be 100% dedicated to the project.Project teams cannot be dedicated 100% to one project.

Resources are spread across different projects and tasks.

Resources - Physical Location 0 Project team resources are co-located. Project Teams resources are not co-located.

Customer - Involvement 0 Customer is available to be involved on a consistent and regular basis.

Customer involvement is intermittent at best, usually at requirements definition and sign off, scope verification and

user acceptance upon completion.

Customer - Timelines 0 Customer does not require end date for all deliverables.Customer requires a project completion delivery date early on

in the engagement.

Documentation 0 Minimum documentation is acceptable. Rigorous and detailed documentation is required.

Requirements / Backlog DecompositionRelease

Theme 1

Theme 2

Theme n…

Theme

Epic 1

Epic 2

Epic n…

Epic 1(aka. Feature)

Story 1

Story 2

Story n…

Story 1

Task 1Task 2

Task n…

Task 1 Maintain an iterative process of analysis to

continually refine and decompose Requirements into discrete units of work

Level of Effort (LOE) estimates are iteratively refined as decomposition reveals new information (gaps, complexities, redundancies, etc…)

Process Level 1 / 2*i.e. work stream and/or core functionality

Blueprint Document level i.e. BPxxx_Services_Order_Process

Detailed Requirement / Process Step level i.e. Create Services Order

Unit of Worki.e. BPxxx_B_001*May be a Business Requirement, RICEFW, Configuration, etc…

Process Level 2 i.e. Sales Order Process

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Story Mapping *

time

activity

task

sub-tasks or task details

• 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

nece

ssity

• For a user to successfully engage in this activity, is it necessary they perform this task? If it’s not absolutely necessary, how critical is it?

* From Jeff Patton at Agile Product Design


Story Mapping * – Release Planning

• 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

timepr

iorit

ynecessary

lessoptional

moreoptional

first release

second release

third release



Story Mapping


User Story Mapping is an approach to Organizing andPrioritizing user stories


Agile ERP Customer Case Study

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OCPS – Proof of Concept

• Orange County Public Schools – 10 year SAP customer• Full SAP suite of applications (FI/CO, MM, HR/Payroll, etc.)• Active production support team• Portfolio of on-going continuous improvement projects• Developed Lean Agile SAP Proof of Concept with Genesis• Selected Performance Management Project

– Defined scope, selected resources– Legislative mandate to automate performance appraisals by 3/1/2009– 3 weeks behind schedule before Lean Agile SAP– Implement EP and Performance Appraisals

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POC Approach

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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

Led Team through ‘First Awkward Use’ Utilized a seasoned Lean Agile

Master Coach to mentor team, customer and management

Hands-on demonstration of disciplines, techniques and tools


• Certified Scrum Master Training• Advanced Project Management training

for PMO Program and Project Managers, Business Managers and Project Coordinators

• Team Training– Lean-Agile Orientation– Release Planning– Scope Confirmation– Team Roles– Story Telling and Documentation– Project/Release Backlog Creation

Project Team Training

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– Iteration Planning and Tasking of Work – Effective Daily Stand-ups– Sprint Close-out and Performance Data

Collection– Uncovering Root Cause of Barriers – Applying Improvements– Leadership training

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Lean Agile to Manage SAP Initiatives

• Visual Management approach

• Promotes self-management

• Transparency of assigned work

• Facilitates teamwork and cross-training

• Immediate knowledge of project status

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POC Results

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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

Change is an Asset and Not a Liability


"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 week’s 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 don’t 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 go-live" – 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

Customer Testimonials

SAP project teams are realizing up to 200% increase in productivity and efficiency.

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Expanding Lean Agile toManage SAP Operations

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Blue Print

ProductCouncil

Independent Test

Deploy

Business Realization

Portfolio Planning

BreakFix

Expediter

Customer Care

Service Request

Escalated Problem

Portfolio of Work

Backlog of Customer

Valued Stories

Approved Stories/Release

Plan

Urgent Request

to Fix

Business Solutions

Validated Production

Ready

Capacity StatsPower User

The Lean Agile Team performs work here

To stay productive these activities must be ready to request work Just-in-Time

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A New Process Evolves


ERP Customer Adoption of Agile

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Survey Results from Agile Product Teams & Mgt

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Survey Results from Agile Product Teams & Mgt

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Agile Metrics – FY2010

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Delivery Models for Agile ERP

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• Lean Approach• Iterative Waterfall• Waterfall Planning…Agile Delivery• Agile Iterations• Lag Teams• Scrum of Scrums

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Agile ERP Delivery Models


Lean and Kanban

• Reducing waste in the project• Focus on Customer Value Add

activities• Focus on Continuous Improvement

• Introducing the Concept of Flow of Work and WIP

• Streamline Governance• Reduce documentation


Agile ERP Lessons Learned

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12 Key Lessons Learned

1. Be flexible in creating a model that works for the culture of the organization

2. Consider varying steps of adoption

3. Find the Champion

4. Select the right first project – Not all projects are good candidates for Agile

5. Train the team – at all levels

6. Develop a Product Council that is willing to work

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12 Key Lessons Learned

7. Find the right Product Owner

8. Focus on Team Work over mechanics

9. Collaboration over co-location

10. Building the Backlog – Story Mapping and Stories

11. Set rules of engagement for the team

12. Selecting the right metrics and the right reporting tools

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• Establish “Buy-In” to the process at all levels• Start with something that can deliver a quick win – Establish

Confidence• The “Art of Storytelling”• Do not be discouraged at the moment of “First Awkward Use”• Integrating members of team that are not co-located• Ability to remove impediments• Manage the flow of work• Establish a process and framework that works best with your

culture, resources, and environment• Continuously update process and framework – Learn and

Adjust

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Success Factors for an Agile SAP Team


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CEO

5207 Hickory Park Drive, Suite EGlen Allen, VA 23059

jason fair


Managing Partner


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Director of Lean and Agile Solutions


richard dolman

To contact me after my presentation, text YCM to INTRO (46876)


Visit our website at: www.genesisconsulting.com

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