Round Table Lean SAP Delivery introducing the concept
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The document discusses the challenges of delivering SAP solutions, including issues related to resources, agility, and time-to-market delays. It introduces the concept of 'Lean SAP Delivery®', which combines lean and agile methodologies to improve efficiency and reduce costs in IT operations. The text also highlights the shift towards agile methods within SAP and how they can complement existing frameworks like COBIT and PRINCE2.
Round Table Lean SAP Delivery introducing the concept
- 1. 11 Lean SAP Delivery ® Introducing the concept www.ensead.com| info@ensead.com | +31 (0) 487-502238
- 2. 2 Disclaimer While every precaution has been taken in the preparation of this deck, ENSEAD Advisory assumes no responsibility for errors or omissions, or for damages resulting from the use of the information contained herein. The opinions expressed herein are subject to change without notice. Trademarks SAP® is a registered trademark of SAP AG, Germany. The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. © 2014 – ENSEAD Advisory
- 3. Delivering SAP has its known challenges 3 Topic Cost Change requests rejected during the project pop up again after go-live, once the solution is operational Resources Projects fight with Support & Operation teams over resources, especially scarce, botle-neck resources Agility Executive Board members expect the IT department to be able to adapt swiftly to changed circumstances Priorities Priorities within projects and even across projects are changed on the spur of the moment Time-to- market The time-to-market for a Change or a fix is is too long because of dependencies on project tests or detailed requirement specifications… Locking Locked objects prevent from speedy error fixing Transports Ping-pong between DEV and QAS systems causes too much disturbances and result in transports stuck in queues forever … … © 2014 – ENSEAD Advisory
- 4. Recognize this? What else do you see? 4 © 2014 – ENSEAD Advisory
- 5. Early adopters* therefore turned to Agile project approaches for SAP, eg ASAP8 -DSM -Heineken -Nidera 5 For some good reasons, it seems: •SAP AG adopted Agile methodologies internally back in 2009 •Gartner (2010): ‘Agile is now a mainstream, mature and proven set of development methods.’ •Gartner (2012): ‘Traditional projects need to look past the development process to find valuable practices in Agile’ -Maastricht University -Centrica -Philips * SAP AG (2012) claims Agile has been used successfully in projects of various sizes / scope © 2014 – ENSEAD Advisory
- 6. While SAP AG (2012) claims Agile has been used successfully in projects of various size and scope, it does not necessarily take away all the pain IT organizations have when delivering SAP solutions, like resourcing, object locking, cross-project prioritising, lead time for changes & fixes, rejected change requests popping up again after go-live, etc. 6 © 2014 – ENSEAD Advisory
- 7. “IT is the next frontier for the application of Lean in business. This powerful methodology has significant impact without being capital intensive“ - McKinsey & Company, 2014 7 © 2014 – ENSEAD Advisory •IT executives often struggle to gather data needed to fine-tune productivity and performance. •Lean approaches can provide a framework to standardize IT work practices, balance workflows, and monitor progress. •Lean can relieve capacity constraints by prioritizing and routing incoming work and by minimizing interruptions. •Applied across specialized IT environments, lean can give leaders clearer performance data and a better way to communicate with the business. Source: McKinsey & Company, 2011
- 8. Now, what if we combine Lean and Agile into Lean SAP Delivery ® … Lean SAP Delivery ® is about applying the principles of production logistics onto the operating model for IT. Agile development, optimising bottlenecks, and prioritization based on business value will lead to significant time-to-market reduction for projects, changes, as well as fixes, against lower cost. 8 © 2014 – ENSEAD Advisory
- 9. Okay but… …what is Agile anyway? 9 © 2014 – ENSEAD Advisory
- 10. The Agile Manifesto “Agile” methodologies value: Individuals and interactions over Processes and tools Working software over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan That is, while there is value in the items on the right, the items on the left are valued more. © 2014 – ENSEAD Advisory
- 11. But Agile methodologies are many 11 •‘Agile Development’ is focused on quickly producing software, on functionality that works; it is not a full-blown project methodology •There is no off-the-shelf, one-size-fits-all Agile methodology; there’s many. ASAP 8 is based on SCRUM. © 2014 – ENSEAD Advisory
- 12. How do Agile methods compare to Waterfall? 12 Key characteristics of Waterfall •Plan-Ceremony driven •Command and control management •Single pass waterfall (Sequential model) •Success = compliancy predictive plan •Progress = ‘deliverables’ –Specs/design/code/reviews/signatures •Resisting/blocking ‘change’ Key characteristics of Agile •End-user representative working in one multidisciplinary team with developers and tester(s); preferably co-located •Servant-leadership Subtle control •Iterative-incremental process, MoSCoW, continuous integration, prototyping •Success = business value •Progress = working software •Progressed understanding is factored in immediately Test Analyse Design Build T A D C T A D C T A D C T A D C Iterations or ‘sprints’ © 2014 – ENSEAD Advisory
- 13. What are the Agile terminology, mechanics and principles? The core mechanics •Roles –Scrum Master –Product Owner –Agile Core Team 3-9 people •Events –Sprint Planning –Daily Scrum –Sprint Review (Demo + Retrospective) •Artefacts –Product Backlog –Sprint Backlog –Progress Trends The core principles •Shared Visual workspace –Remove all physical barriers –Transparency & Visual Management –Face-to-face communication •Self-organizing –Empowered cross-functional Teams –Incremental design and architecture –Inspect & adapt •Empiricism –Closed-loop process control –Knowledge from experience –Detect & eliminate variances 13 © 2014 – ENSEAD Advisory
- 14. Agile in perspective: how does it complement frameworks such as COBIT 5 and Prince2? 14 COBIT Agile delivery Demand and Portfolio Management Prince2- based projects
- 15. So, what does it look like in ASAP 8? 15 Source: SAP AG A Sprint has a fixed time window, always the same.. © 2014 – ENSEAD Advisory
- 16. What do ASAP 8 based projects look like?
- 17. Are there Agile Accelerators in ASAP 8?
- 18. Finally, the concept of Lean SAP Delivery® Agile Teams are centered around a functional domain © 2014 – ENSEAD Advisory
- 19. Adopting Agile however… … is a disruptive change 19 - Gartner (2012) © 2014 – ENSEAD Advisory
- 20. To know how to organize IT is… to know what happens around you.
- 22. Best-positioned to help you get and stay in control over the SAP-rich Solution & Services Lifecycle. Impossible is an opinion. www.ensead.com SAP Strategy, Architecture, and Governance