Lean and Agile SAP –
Sprint Team… Sprint!
John Choate
National Chair
Jason Fair
CEO, Genesis Consulting
[ STEVE RUGGIERO
[ ED HUDAK
ASUG INSTALLATION MEMBER
EMBER SINCE: 2000
ASUG INSTALLATION MEMBER
MEMBER SINCE: 1998
[ SHERRYANNE MEYER
ASUG INSTALLATION MEMBER
MEMBER SINCE: 1999
]
[
This document is protected under the copyright laws of the United States and/or other countries as an unpublished work.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© 2011 Genesis Consulting Partners, LLC and/or its affiliate(s) (Unpublished).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.
Real Experience. Real Advantage.
2 [
Contents
•  Introductions
•  Lean and Agile SAP – Concepts •  Panel Discussion •  Vickie Canterbury – Intermec •  David Siegel – Intel •  John Choate – Nokia •  Open Q&A Real Experience. Real Advantage.
3 [
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 Real Experience. Real Advantage.
4 [
Lean and Agile SAP – Concepts
Real Experience. Real Advantage.
5 [
"
"
"
Definitions
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 highquality projects
A business approach that aligns development with customer needs
and company goals
Real Experience. Real Advantage.
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
§
§
§
Agile is a journey,
not a destination.
§
§
§
§
§
Real Experience. Real Advantage.
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
7 [
Waterfall to Iteration
ASAP
“Waterfall”
Agile
Approach
Real Experience. Real Advantage.
8 [
Panel Discussion - Intermec
Real Experience. Real Advantage.
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
Real Experience. Real Advantage.
[ 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
Real Experience. Real Advantage.
[Intermec’s Scrum Framework
IT
Requests
Product
Backlog
Business
Priority
Prioritized
Backlog
Daily
StandUp
IT Sprint
Planning
IT Sprint
Commitment
(Sprint Backlog)
3 Week
Cycle
Sprint
Real Experience. Real Advantage.
Potentially
Deployable
Changes
[ PRODUCT BACKLOG - Cross-Functionally Prioritized
Function 1
Function 2
Discussion
Function 3
Real Experience. Real Advantage.
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
Project #
Platform
SAP
8111 – Add New
Turkish Distributor
to Cobra
TW: IT Test
Lead
Real Experience. Real Advantage.
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)
Real Experience. Real Advantage.
[ 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
Real Experience. Real Advantage.
[
Panel Discussion - Intel
Real Experience. Real Advantage.
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 productionready
Real Experience. Real Advantage.
[ 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
Real Experience. Real Advantage.
[ 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
Real Experience. Real Advantage.
[ 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
Real Experience. Real Advantage.
[
Panel Discussion - Nokia
Real Experience. Real Advantage.
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
Real Experience. Real Advantage.
[
Open Q&A
Real Experience. Real Advantage.
24 [
Connect with Genesis Consulting
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
Real Experience. Real Advantage.
25 [
jason fair
mary fowlkes
CEO
Managing Partner
5207 Hickory Park Drive, Suite E
Glen Allen,VA 23059
5207 Hickory Park Drive, Suite E
Glen Allen,VA 23059
e | jason.fair@genesisconsulting.com
t | 804.523.8007
w | www.genesisconsulting.com
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
Real Experience. Real Advantage.
26