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AGILE: IMPLEMENTING SAP STEP BY STEP

FaSTER RESULTS INCREaSED fLEXiBiLiTY MORE TRaNSPaRENCY


Brochure Agile

AGILE: CONTINUALLY REACTING TO THE REQUIREMENTS OF YOUR BUSINESS

The success of your SAP solution is to a large degree determined by the speed and the effectiveness of the software to add value to your organization. That is why SAP Nederland is introducing Agile: a new, practical implementation methodology that allows you to implement operating functionality in short iterative cycles. Starting with the most important one. Enabling you to generate faster results, gain immediate insight into the value, increase the flexibility of the implementation and improve progress monitoring.

Respond faster to market demands. That is what customers and both internal and external stake holders expect. This poses high demands on the set up and flexibility of your IT landscape. But how does this speed translate into the implementation of new projects? Can the software give added value faster and optimally meet the requirements of the end user?

To respond to these requirements SAP Nederland is introducing a new, practical, hands-on implementation methodology. This iterative methodology, called Agile, is based on the Lean principles for software development and uses elements from Scrum as implementation methodology.

The focus is on simplicity. At a very early stage you gain a good picture of your system on the basis of standard SAP software, the baseline configuration. Then new functionalities for your solution are delivered step by step in so-called sprints.

Advantages at a glance
Faster results More transparency Increased flexibility

Step by step delivery of software via sprints of 4 weeks Delivery of software based on the priorities of the customer Costs and value per sprint clearly shown

Operating components delivered for SAP software are a benchmark for progress Checkpoints (demos) to check requirements and results Risks are quickly identified and therefore manageable Daily meetings of the implementation team Business is permanently and from early on involved in the process

Can respond to changes per sprint Continuous configuration and delivery of software Can take account of insight into the business

If I cant picture it, I cant understand it


Albert Einstein

Background to Agile
The word Agile means to move fast, lightly and easily. Agile expects that during the implementation users discover the possibilities of the system, adjust demands and requirements, and want to profit immediately from the advantages. The aim of Agile is to deliver operating functionality of the software as fast as possible, starting with the components that are most important for your business. Being able to demonstrate software in operation

quickly creates understanding and enthusiasm. Certainly for users that aspect is more important than the availability of detailed documentation. Another core element is cooperation. Individual interests and interaction are more important than agreements about processes and tools. The use of Scrum methodology guarantees continuous communication and coordination between the business and IT. This prevents misunderstandings and ensures added value at an early stage.

The business is responsible for answering the what questions and assigns priorities. The SAP implementation team then determines how this can be done best and makes an estimate of the efforts required to do this.

Advantages in detail
Faster results The implementation starts with a firm foundation based on standard SAP software. In small iterations, so-called sprints, the implementation team continually delivers new functionalities. In this way your new solution can deliver immediate profit at an early stage. You also prevent time and money being spent on functionality that you do not require. Improved progress monitoring & coordination During a typical Agile implementation, daily meetings are held with the team and the interested parties. These Scrum Meetings keep you in constant contact with the project and allow you to follow the progress closely. Various checkpoints (demos) ensure that the SAP system links in with your requirements. After each clearly defined sprint, and the working software it delivers, it is clear what progress has been made and what still needs to be done. In this way risks and problems are identified at an early stage of the project.

More flexibility during implementation The Agile approach enables you to react decisively and effectively to change. In contrast to other methods there is no blueprint that serves as the basis for the entire implementation. Agile is based on the assumption that requirements will change with time. Therefore changes can still be proposed and effected during the implementation.

Agile implementation phases


The Agile implementation consists of two phases: Baseline and Sprint Realization Phase 1: Baseline In this phase four steps are taken with the end result being an overview of the additional, prioritized requirements and wishes with respect to the basic configuration supplied by standard SAP software. It starts with the Project Preparation (1.1) in which elements such as roles & responsibilities, documentation standards and hardware requirements are discussed. Then all operating processes and process dependant conditions such as master

data, conversions, security & authorizations, and interfaces are carefully identified during the Envision Process Workshops (1.2) step. Business and IT work closely together for this. This determines the scope of the project. On the basis of these outcomes, this will be translated into a solid foundation for the entire project, a functioning Baseline System (1.3). This is based on standard SAP software. The SAP implementation team first makes an inventory of whether project accelerators such as SAP Best Practices and Fast Track Services can be used. Finally the Evaluation Phase (1.4) takes place. In this phase the business determines the priority of the additional requirements and functionalities, the so-called Delta List, in order of business value. In this way you differentiate between the nice-to-haves and the must-haves. The implementation team then estimates the effort that will be required to realize this and determines the planning of the sprints for the system components to be supplied. At the end of this phase you will be able to see: a) The degree to which your processes and requirements can be realized using standard SAP software. b) W  hat the business thinks about the first results. c) The functionalities, wishes and priorities for executing the process optimally that are missing. d) A  n initial estimate of the effort from the team, which will be the basis for a release plan: what can be supplied in which sprint?

Phase 2: Sprint Realization The implementation team starts with the realization of the requirements as defined in the Delta List. This takes place in order of importance in short sprints of four weeks. This also includes testing and documenting. The documents are created during the process.

During each sprint new functionality is delivered. So the added value of the system increases gradually. The following activities are executed during each sprint (see following illustration).

During the Sprint Planning Meeting (2.1) at the start of the sprint the target for the sprint is defined and, together with the Process Owner and the implementation team, it is agreed which delta requirements will be realized. Then the implementation team realizes these during the Delta Realization (2.2) (including testing and documentation).

2.1. Sprint Planning

Documentation

Documentation

Documentation

Delta 1

Delta 2
2.2 Delta Realisation 2.3 Daily Status Meetings

Delta 3

4 WEEKS SPRINT
Working Software

Delta List
Release 2
16 15 14 13 12 11 10 09 08 07 06 05 04 03 02 01

Must Should Could Would

Sprint Sprint Sprint Sprint Sprint Sprint Evaluate

Business Priority

Release 1

Setting the scene

Dene Scope

Standard SAP Accelerators 1.4 Evaluation Phase 1.3 Baseline System

Time

1.2 Envision Process Workshop

1.1 Project Preparation

Demo

Demo

Demo

Demo

Demo

Phase 1: Baseline

Phase 2: Sprint Realisation

Demo

2.5. Sprint Review

Realisation

Realisation

Realisation

2.4. Sprint Demo

Analysis

Analysis

Analysis

Testing

Testing

Testing

In Daily Status Meetings (2.3) the progress of the project is recorded and any obstacles the team encounter are discussed. In order to guarantee the sprint target these must be solved as fast as possible. At the end of each sprint session the implementation team presents the newly developed and tested SAP software during the Sprint Demo Session (2.4). During these presentations users and IT can immediately determine whether the processes developed meet the set

requirements. These evaluation moments make the results and advantages immediately visible and tangible. After each sprint a short Sprint Review (2.5) will also be held to see what can be improved in the following sprint (mini lessons learned). This process focuses on getting that which the organization needs most live in the first release. After one or more further sprints the next release can go live, until the entire system has been implemented successfully.

In addition the eventual end users become familiar with the software and can better determine what needs to be improved. They discover what they can actually expect from the system. The progress of the project can be measured by the amount of working software delivered. This approach reduces your project risks, makes costs more controllable and your software is profitable much faster.

Conditions for success


Agile is based on a short implementation cycle and high speed. This requires constant feedback and attention from the Process Owner(s) who represent the business stakeholders. Important conditions for success are therefore the involvement from the business, a clear picture of the requirements and priorities for the project and good technological preparation. If the correct setup is not yet present then the project focuses on this first. Involvement of business via Process Owner(s) Decision-making and internal coordination and communication with the various business stakeholders concerning the requirements and priorities; these are the most important tasks of a Process Owner (PO). In this way the PO represents the customer and the requirements and links these to the implementation team. The PO also administers the Delta List. This is a list of the differences between the possibilities of the baseline system and the processes and functionalities required from the point of view of the business. With this the PO gives the

implementation team clear priorities for the various Delta requirements. Finally it is crucial that the availability of the PO is frequent enough during the project. If there are several Process Owners, we ask for one chief PO for mutual benefit who can take a final decision if interests differ. Good inventories of requirements and priorities for the project What are the operating processes and functionalities desired in the new system? The clearer this is, the better the scope of the project can be defined. Especially if the priorities are established on the basis of the most added value for the organization. Good technological preparation A good start is half the work. That also applies to the technology. Having a technological environment available in good time on which the baseline configuration can run will speed up the project. We are issuing a new system landscape (Greenfield) for Agile, but an existing, already implemented environment can also be used. For an existing system a technical analysis has to be considered to identify possible dependencies and to anticipate these.

Options Each project has its own characteristics. In addition to ASAP, the linear implementation methodology of SAP with more than 30 years embedded implementation experience, there is now the option of Agile. You must make a well-informed choice here. The degree of flexibility desired during the implementation and the necessity for continuous coordination with the business are important criteria here. As also are the requirements imposed on documentation and organizational change management. We will, of course advise you on how your project can deliver the best results. To Learn More Ready to learn more about Agile? Are you asking yourself whether your project is suitable for this approach? Would you like more detailed information about the way in which SAP can successfully conclude your project in a new, innovative and efficient manner? Then contact SAP, telephone +31 (0)73 645 7575. During a personal meeting we will be pleased to examine the possibilities of Agile for your organization in more depth.

Agile and Lean: a good combination


Where Agile focuses on the delivery of software and systems, Lean focuses on the optimization of the entire business operation. In organizations that use Lean methods, all operating processes are tuned to each other to the maximum. Unnecessary procedures, bottlenecks, and other obstacles are removed where possible to facilitate an optimum flow. IT plays an important role in the success of Lean. Just like Lean, Agile is based on the premise that the people on the work floor are the best people to say how their work can be carried out better. The flexibility of Agile forms an excellent basis for a Lean operating organization, just as speed, flexibility and focus on customer value.

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