s90s2018 SAP e-book ACT200 Agile Project Delivery PARTICIPANT HANDBOOK INSTRUCTOR-LED TRAINING Course Version: IL Course Duration: 2 Day(s) book Duration: 7 Hours 10 Minutes Material Number: 50142174 wnrainsr2018 ‘SAP e-book SAP Copyrights and Trademarks © 2018 SAP SE or an SAP affilate company. All rights reserved, No part ofthis publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP SE or an SAP afflate company. ‘SAP and other SAP products and services mentioned herein as wells their respective logos are trademarks or rogistered trademarks of SAP SE (or an SAP afflate company) in Germany and other countries, Please see htto://slobali2,sap.com/cornorate-en/Iegal/convright/index.emx_for additional trademark information ang notices, Some software products marketed by SAP SE and ts distributors contain proprietary software components of other software vendors. National product specifications may vary. 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This document, or any related aresentation, and SAP SE's ors affliated companies strategy and possible future developments, products, and/or platform directions and functionality are all subject to change and may be changed by SAP SE or ts affliated companies at any time for any reason without rotice. The information inthis document isnot a commitment, promise, or legal obligation to deliver any material, code. or functionality. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to ditfer materially from expectations. Readers are cautioned not to place undue reliance on those forward-looking staternents, which speak only as of their dates, and they shoulé not be relied upon in making purchasing decisions, SAD a"s90s2018 SAP ebook Typographic Conventions ‘American English isthe standard used in this hanabook. i YOR HE i a."s90s2018 vi Course Overview (© copra. Aight reserved a."rainsr2018 SAP e-book Course Overview TARGET AUDIENCE This course is intended for the folowing audiences: Project Manager + Application Consutant + Application Consutant + Program/Project Manager a"s90s2018 Lesson 1 SAP e-book The ‘Agile and Serum 1021 Lesson 2 Introduction to SAP Activate Lesson 3 ‘Agile Project Fit UNIT OBJECTIVES Understane the Goals and Purpose of Agile Understane what Agile is Understand what Serums andlhow it works Undrstanthow Scrum s applied in SAP projects See how Serum is used in real fe SAP projects See how Aglles supported through SAP Activate methodology Understand when Agile provides good ft tomy projects Understanahow to position Age inte proposal Understand benefits Agile provides to customer (© copra. Aight reserved wns90s2018 SAP e-book Agile and Scrum 101 Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + Understand the Goals and Purpose of Agile + Understand what Agile is + Understand what Serurmis and how it works Story Map This story map is shown atthe beginning of each lesson to help you see where we arein the The style we use is. ite lke having a Scrum board with each course lesson shown as a user story tomenaeeee SSOSOSOSOO wnrainsr2018 ‘SAP e-book Inthe figure. Agile and Scrum 101, you can see the three objectives of this lesson as user stores, Understanding Scrum “Three things we wish were tue “The customer nc wa hey want | Deveepers knw row to Bult | Neting wt change atone re way + Three things we have to ve wth “Tne usimer score wh hey wat 8 e BO “Tne deveopes ascoer havo oul 35 We gD | Mary ngage song he way “In software development, an empirical approach goneraly yolds beter results than a prosciove one, Our current approach ean be Improved. Sexe: tere Over the years software development has been going through a huge maturity experience, We have Seon abig change of paradigm. As stated in the figure, The Reality of Sortware Development. some dreams that we would like tobe true areas follows: + Thecustomer knows what they want + Developers know how to build it + Nothing wil change along the way But infact wo ace the following ea + The customer discovers what they want as we go +The developers discover howto build it as we go + Many things change along the way ‘Asa conclusion and stated by Henrik Kniberg SAD wnrainsr2018 ‘SAP e-book In software development, an empirical approach generally yields better results than a prescriptive one, Our current approach can oe improved, * a holistic or “rugby” approach where a team tries to go the distance asa unt, passing the bal back and forth- may betier serve today’s competitive requirements,” Characteristics: Buin netabilty Selorganizing project teams Cverepping development haces *Mut-learning Subse contrat Organizational transfor of learning ‘The origin of Scrum terminology comes trom the game of rugby. You can see some of today’s characteristies of a Serum on aproject and relate Itto the sport or just think about tin our projects XS g CROSS-FUNCTIONAL CONSTANT LEARNING ADAPATIVE. TEAMS: PLANNING Finros Treas Iterate in short cycles (1-4 weeks) + Atthe beginning of each cycle, figure out what are the most important things to do right, ow. SAD a"rainsr2018 ‘SAP e-book + Demonstrate what was done at the end of each eycle (make t avaiable for use if appropriate) + Uses visualization to create transparency. + Welcome feedback (and act on it) The tear focuses on one thing at 2 time, untiit is done. + Defer requirements definition until ust before you build them (IT) + Create cross-functional teams that include both business and technical people + Better fail early tolearn fast + Promote adaptive planning and a people-centric approach, We are uncovering better ways of developing software by doing it and. helping others do it. Through this work we have come to value: Individuals and Interactions over Processes and Tools wunegsitme—~SC« | Smpwae Seinen a fepoieg oCunge ont” Pon ‘That is, while there is value inthe items on the right, ‘we value the items on the let more, Faroe Tre hab Mento The Agile Manifesta came about as the result of a meeting in February 2001 that brought together several software and methiodology exports, wvo then defined the Agile Manifesto and Agile Principles. ‘The Agle Manifesto reads a follows + Individuals and Interactions ver Processes and Tools + Working Software. over Comprehensive Documentation + Customer Colaboration, over Contract Negotiation + Responding to Change, over Following @ Plan ‘See Unit appendic one forthe principles behind the Agile Manifesto, tomenaeeee OSS wnrainsr2018 ‘SAP e-book ~_ fit = my | SE 5m Se Ey Fe). wo me A: ‘Sprint 7 be 2 We con’ Serum oancap ecient Groom Figro7. Seam Matoobay Fw Scrum isa subset of Agile It is lightweight pracess framework for Agile development, and ‘the most widely-used one. “process framework" isa set of practices that must be followed for a process to be consistent with the framework, (For example, the Scrum process framework requires the use of cevelopment cycles called Sprints the XP framework requires par programming, and so orth.) Lightweight” means that the overhead of the process is kept as small as possible, 0 ‘maximize the amount of productive time available for getting useful work done, {A Scrum arocessis distinguished from other Agile processes by specific concepts and prectices, divided into the three categories of Roles Artifacts, and Time Boxes, These and ‘other terms used in Scrum are defined inthis Section, Serum is mast often used to manage ‘complex software anc product development, using iterative and incremental practices. Scrum significantly inreases productivity and reduces time to benefits relative to classic ‘wateral” processes, Scrum processes enaoles organizations to adjust smoothly to rapicly changing requirements, and produce a procuct that meets evolving business goals. [An Agile Scrum process benefits the organization by helping it to do the folowing: + Increase the quality of the deliverables Cope better with change (and expect the changes) Provide better estimates while spending less tine creating them [Be more in controlof the project schedule and state tomenaeeee SOOO SR a"rainsr2018 ‘SAP e-book 4 5 * Fare Ser oes& Reszerstes The figure, Serum: Roles & Responsibilities, explains the key Scrum roles seen inthe igure, Scrum Methedology Flow. We go into more detail in Unit 2 Product Owner + Deties te leattes the posi cede on lease cate anteaters Portage features eocerng to mare value ‘Can change features and ery eer ern, Acceso eects work ess ‘Scrum Master + Ensues tat the ten i fy urna! wd roa. * Enables dose ccopeaton ans res aha fancnsana removes + Shae the team tom eteral terrence. * neue tat the ross elon, vies ear membero day ‘Sondpmechng con ron, ana panning reeinge + Gres fusions, sven puemirustvo member. {Seite the tran goal are epee werk ests 1 Organs tse an work 1 He ne rrtie do ering winnpojct guceines noun) to ‘oe he Waban gan Oeme Pole Nt + Demos tes restore Pracuet Own. Figr0 Serum sr Sores Aol eGosandaRaasan ‘Auser story has the following three key parts toi Arole + Ateature (or goal) + Thevalue or benefit (or areason) We go into more detailin Unit 2. ‘Soper Argh rears wnrainsr2018 ‘SAP e-book A sample product backlog [atow a quest to make a reservation 3 [As a guest, T want to cancel 8 5 reservation, [As aquest, I want fo change the datas lot a reconstion [As a hotel empiyes, [ean run RevPAR |rearts (cevenue-pet-avalabe-roam), Improve exception handing PRIORITY g|g}e| © The Agile product backlog in Scrum is a prioritized features lis, containing short descriptions of al functionality desired inthe product. Typicaly, a Scrum team and its product owner begin by writing down everything they can think of for Agile backlog priottzation, Inthe simplest definition, the Scrum Product Secklog is alist of al things that need tobe done within the project. It replaces the traditional requirements specification artifacts. These items canhave e technical nature or can be user-centric, for example, in the form of user stores, \We have also the Sprint Backlog, The Sprint Backlog is alist of tasks identified by the Serum ‘team to be completed during the Scrum sprint. During the sprint planning meeting, the team selects some number of product backlog items, usually n the form of user stores, and ientiies the tasks necessary to complete each user story Troll Secon Bord Wong Vir e ‘A Scrum Boards a tool that helps teams make Sprint Backlog items visible. The board can take many physical and virtual forms but it performs the same function regarcless of how i looks, The board is updated by the team andl shows all items that need to be completed ‘or the current Sprint tomenaeeee OO a"rainsr2018 ‘SAP e-book ‘A Scrum board isa tool used to visually disolay current project work, specifically work that hhas been taken into the current sprint, Ata high level. it shows what has not been started wali currently being worked, and what has been completed, Itbenetitsindvicuals who are actively working on the project. suc’ as the development team, as well as those who are not, Ike stakeholders. Anyone wine looks atthe Scrum board can see project work and know its status, ‘Scrum boatds can either be physical or virtual but they must be accessible and cisplay project work, Physical boards offen use a white board, wel, or magnetic board, The project works written on index cards. slicky notes, or magnets. These are best for tears that aren the same place. Virtual ooards use software designed to look lke the prysicsl boards, but they are viewed and changed electronically. These are best for remote teams that are not located in the same place. ‘Scrum Board Layout The layout ofa Scrum board can vary trom team to tear. The general purpose must be met ‘of showing the arogress of project work. In determining the specific ayout for a Scrum board, the main question to consider is the target aucience. sit for incividuals working on te projector individuals who just want to know the progress af the project work? Each aspact of the layouts based on this, Dave's Scrum board i laid cut for the people who simply want to know the progress of the project work When the target audience is individuals who only want to know the progress ofthe project ‘work, the typical Serum beard layout involves displaying aroject work as user slories, which are requirements that are broken dawn and focused on functionality for users or specific tasks. The progress ofthe user stories is tracked in columns with states of wark to be completed, work thats currently being completed, and work that has been completed. Specifically, these colurnns are labeled "To Do. In Progress’, and ‘Done’. Ta Do! contains user stories that neec to be completed but have not been worked on at all. 'In Progress’ contains user stories thal are either being developed or tested. ‘Done’ contains user slories that have been both fully developed and tested In turn, each participant answers four questions: 1. What dd | accomplish yesterday? 2. What will | accomplish today? 3. What obstacies aro in my way? 4 |. Ona scale of 110 10, how Confident am | that we'l accomplish this Sprints goal? (optional) Farell Sour Daly SanaUp Men Tear Commuter In the daily Scrum stand up meeting, the members are required to answer the four questions in the figure, Serum Daily Stand-Up Meoting - Team Communication. SAD wnrainsr2018 ‘SAP e-book Story points Fase i Soar Proucl Burdows Gan Taare Prear Progress on @ Scrum project can be tracked by means of a release burndown chart. The Scrum Master should update the release burncown chart atthe end of each sprint. The horizontal axis of te sprint burndown chart shows the sorints and the vertical axis shows the amount af werk remaining atthe start of each sprint. ‘Aburn down chart isa graphical representation of work left to do versus time. The outstanding work (or backlog) is often on the vertical axis, with time along the horizontal. That is, itis arun chart of outstanding work. Its usetul for precicting when all ofthe work willbe completed. Tears use the sprint Burndown chart to track the product development effort remaining in a sprint. The Burndown chart should consist ofthe following Xaxis to dsplay working days + Yaxis to clsplay remaining efort + Ideal efort as a guideline + Real progress of effort ‘The benefit of displaying times that it provides more granular view of progress, but itleads to ‘micromanagement 2s well. Itis typically suggested for new Agile teams, Teams are often asked to careully track time spent and remaining time, but all tose who ask their team to do s0 should understand that the team is hired to develop a real product, not to spend amounts oftime. Therefore. most Agile teams track a remaining size. Conran Al ighsresored a"rainsr2018 ‘SAP e-book Lesson: Ale an Serum 101 Set the stage Get everyone talking by asking 2 question, Gather data Have the team draw a timing, Generate insights Determine the good, the bad, and the ugh Decide what to do List experiments, improvements, and recommendations and determine the ones your Close the retrospective at can we dot Improve our retrospacives? Sprint retrospective. An inspect-and-adapt activity performed atthe end of every sprint. The sprint retrospective is a continuous improvernent opportunity for a Scrum team to review its process (approaches to performing Scrum) and to identity opportunities to improve i. The sprint retrospective ig a meeting facilitated by the Scrum Master at which the tearn ciscusses the just-concluded sprint and determines wnat could be changes that might make the next sprint more productive, ‘The duration of the meetings varies. For each week of sprint duration, epply one hour of ‘meeting lime for the cuslorner review. For the retrospective, apply 75hours (45 minutes) for teach week of sprint duration, For example, a 30-day sprint would result na four-hour review anda three-hour retrospective Scrum Retrospective Improving the Process As We Go 1 Set the stage Get everyone taking by asking a question, 2. Gather deta Have the team draw a timeline. 3, Generate insights Determine the good, the bac, andthe uy 4, Decice what to do List experiments, improvements, and recommendations an determine the ones you're going to act en now. 5, Close the retrospective What can we do to improve our retrospectives? tome a"rainsr2018 ‘SAP e-book | al ere kat Cre Finroi5: Dayle bay Few i Seo Pra This is summary ofthe tools an techniques used in the day-to-day flow ofan Agile project. ‘They use the product backlog. This can bea simple spreadsheet (or example, using the product backlog template accelerator in the methodology) or use a more soph sticated backlog management tool lke "VersionOne" The results ofthe sprint planning are brought on to the Scrum board. The team uses the Scrum board asa visible tracking mechanism and displays the sprint progress and ary "blockers ‘They conduct the dally Serum boare meetings. These daily Scrum board meetings are conducted with the team standing looking atthe Scrum board. In this process, they have a visibility of the status ofthe individual user stories. The team uses the backlog to create "purndown charts’ to track the'r progress towards the goal ofthe sprint. [ig™)_LESSON SUMMARY You should now be able to: + Understand the Goals and Purpose of Agile + Understand what Agile is + Understand what Serums and how it works tomenaeeee SOOO wns90s2018 SAP e-book Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + Understand how Scrum is applied in SAP projects + Seehow Serums used in rea fe SAP projects + Seehow Agile is supported through SAP Activate methodology Story Map Tee Vessons Win Tiles (Sion Wa) On our storyboard forthe course we move on tothe next lesson, adding more feetures (information) about "The basies: tome OO wnrainsr2018 ‘SAP e-book Farell frvodiclonto Sa Ata Inthis figure you can see the three objectives of ths lesson as user stories. Remember the format of auser story that we introduced in lesson 1. The user story has the following three parts: + Asa(rale) + Ineed/want (feature) + Sotat (value or benefit) Introduction to SAP Activate Fisrei8s Ale SAP Propel Debary Ban tome wnrainsr2018 ‘SAP e-book ‘SAP Activate is the unique combination of SAP Bost Practices, methodology, and guided Configuration that helps customers and partners deploy SAP S/4HANA, ‘SAP Best Practices for SAP S/AHANA are ready-to-run OLTP and OLAP processes optimized for SAP S/GHANA. They're easily integrated with other cloud solutions, such as SAP ‘SuccessFactors ard the Ariba Network. These ready-to-run business processes — comprehensive, flexible, and optimized for SAP S/AHANA - are cultivated from the collective implementation knowledge of thousands of SAP customers, ‘SAP Best Practices also cover integration and migration fundamentals. They’re designed to {Buide you through an optimal migration process, whethir you're moving from alogacy SAP system or 8 non-SAP catabase. SAP Activate gives you a reference solution with sample data included inthe procuet. clear guidelines, and step-by-step directions on how to move trom ‘your current landscape to your goal With SAP Activate, customers have the choice ~ i they are aiming for anew implementation, a system conversion ora transformation ofa larger landscape, ‘SAP Activate starts with SAP Best Practices for any implementation, anduses a single ‘methodology for all deployment modes - cloud, hybrid, on premise. Our goal, and the goalot SAP Activa. isto help customers take advantage of all the power and potential of SAP S/ HANA, tailored to their circumstances and business needs, (© Tom's company = 6 * Exponeneed Progra a ‘Mar GND + RunningsaP poets ‘evolrespested ede hsemenston is peels 729 How Con We Mika sirens for Gur Customer? ‘The three major acceleration techniques for SAP solution implementations of SAP Activate canhelp SAP's customers (such as Tom in the above figure). 1L The customer starts with 2 preconfigured system. with pre-installed orgerizational structure and master data, ready to demo and documented with process models, 2, This speeds up the explore phase, compared tothe traditional business blueprint, specially there isa high ft and the customer is wiling to adopt stancard processes from SAP. We develop in that case a so-called product backlog list. This isa prioritized gap Ist 23 Agile build to build per the customer exsectations (expressed as a user story) 4, The customer drives the priorities, drives acceptance, by using Agile concepts: tome wnrainsr2018 ‘SAP e-book 4+ Product ownership + Show & tell + Definition of ‘Done This does not necessarily mean a faster project. but the risk of rework is less, so the project carries a smaller risk of falling. Prerequisites are customer commitment, stable team, and so on, which must be ciscussed and agreed withthe customer before the project. Preferably inthe bicding phase. “ONE simple, modular and agile methodclogy supporting all SAP S/4HANA transition scenarios + Fullsupport fortis dspoyment and continuous brasiness innovation + Harmonized implementation approach for cloud, cmpremise and yer deployments + Broad coverage of SAP solutions staring with SAP S/AHANA + Enables cosnnavaton with customers and is ‘accuse fr partnors + Successor of the ASAP and SAP Launen + SAP Activate Methodology consists of one simple. modular and agile methodology andis the successor of Accelerated SAP and SAP Launch methodologies. SAP Activate Methodology provides fll support for intial deployment and continuous business innovation with a harmonized implementation approach for cloud, on-premise and hybrid deployments, + SAP Activate Methodology is designed to support a broad coverage of SAP solutions starting with SAP S/4HANA. The methodology also enables co-innovation with customers andis accessible for partners. i St yD. stumpestart project ty & va Build customer Safeguard its and ‘sith prvssembied ements and gaps saluton i short, ram whic", OS™ Sotuten timeboxed sprints Soa ice Fie SAP heata se Salon anager oro tome OOOOrainsr2018 ‘SAP e-book Prepare: Initial planning and preparation for he project. In this phase the projects started, plans are finalized. project team is assigned. and work s under way to start the project, optimally, Explore: Perform a fit/gap analysis to validate the solution functionalty included in the project scope and to confirm that the business requirements can be satisfied, Identified gaps and Configuration values are added to the backlog for use inthe next phase. Realze: Use 2 series of iterations to incrementally blld and test an integrated business and system environment thats based on the business scenarios and pracess requirements identified inthe previous phase. During ths phase, data is laadec, adoption activities occur, and operations are planned. Deploy: Sct up tne production system, confirm customer organization readiness, and switch business operations tothe new system. Run: Run the new system: apply SAP operations standards to optimize system operation. Fesre?? Sa ale Propal bare + SAP Activate Methodology consists af one simple, modular and agile methodology andis the successor of Accelerated SA? and SAP Launch methodologies. SAP Activate Methodology provides fll support for initial deployment and continuous business innovation with a harmon zed implementation approach for cloud, on-premise and hybrid deployments, + SAP Activate Methodology is designed to suppor a broad coverage of SAP solutions starting with SAP S/4HANA, The methodology also enables co-innovation with customers andi accessible for pariners, + We recommend that you implement the SAP Solution Manager for ALM Application Litecyele Management - purposes. tome OSS wns90s2018 SAP e-book ‘axed on over 40 years of implementation experience. Figro23 SAP Activate Mathdoleay— Kay Orareter ssf to eleroraton ATeEC| These are the key characteristics ofthe approach we have introduced inthe SAP One Service program and we ere taking them as the foundation for SAP Activate iro 24 Aale Pret Galery wih SAP Aca ranages hud oo EMSe) This igure isa similar but slightly ciffrent view of what we showed on the earlier figure, SAP Agile Project Example, tome OO wnrainsr2018 ‘SAP e-book “= Provdes a high level learning overview at a ance. «Tea collaboration toc that structures the SAP Activate content at a summary love ‘ Highights ‘ey cotvorabios’ (ated ots of Selverabies) 'SAP Roadmap Viewerstows/cwstone's" Roadmap Viewer alows customers and partners to lew Rosdmaps enline. «= Provides detailed content that can be reviewed in dota, «The hierarchy that we see n this environment (unlike the SAP JAM ste) fs the standard core [WBS hierarchy of the WBS. Phase, Deiiverabie and Tasks, v ‘SAP Solution Manager, «= SAP Solon Manager 7.2, Fe! Laune Fen Launchped hy Project ‘soky pot “se «For Project Management there ae trae ‘slandard les (My Projects, ‘May Tasks! Project Analysis. Fire 25 hares SAP Wathedologes anaihe Ag Garant ‘There are three methods of Access to SAP Activate. SAP JAM + ROADMAP VIEW + SOLUTION MANAGER SAP JAM Provides ahi level learning overview ata glance. +The SAP Activate Methodology Jam site has over 20.000 registered users in 2017 ‘SAP ROADMAP VIEWER - Roadmap Viewer allows customers and partners to view Solution Manager Roaamaps online + Roatimao viewer @tool that gives access toa full work breakdown structure of 3 particular project type. The content is available in an or-ine SAP Fiori based environment ‘SAP SOLUTION MANAGER - Projact Management til in SAP Fiori launchpad - the business + SAP Solution Manager 22, SAP Fiorilaunchpad entry point For Project Managernent there are three standard tiles (My Projects’, May Tasks, Project Analysis tome OSS wnrainsr2018 ‘SAP e-book cntipion scat Posen ar) aonansapa es) ue ta igre 26 Horry of watocobgyioralonon SAP lame \When we enter the Jam site there are the couple of things to understand, 1, Toenter the Jam site we need to register through thellnk provided inthe slide. 2, Thesiteis structured to allow us to collaborate by providing an easy to access place to ask questions, share experiences anc get the latest information about SAP Activate. + access place to ask questions, share experiences and get latest information about SAP Activate 3. Torake iteasier to navigate we cover deliverables under a “Key Deliverable” structure within a phase. Finreit Resdran ewe ‘Soper Argh reserves wnrainsr2018 ‘Soper Argh rears ‘SAP e-book The SAP Roadmap Viewar can be found at hitps.//go.sap.corp/teadmapvieweror form a link on the SAP Methodologies JAM page. Here you wil find the detailed roadmaps and accelerators summarized on the SAP Metrodologies JAM site. © Roadmap Viewer allows customers ‘and pariners to view Solution = zs “Manager Readmaes online. “Roadmap Viewer runs onthe SAP HANA Cloud Platform s «nay, the Roadmap Viewer vil show “ SIOHANA Roadmaps ‘SAP Acthate Metredoleoy edna ‘ther Soon Manager Reacnans + Each roadmap s a three level hierarchy based on the SAP Actvate 1 provides descriptions of each phase, deliverable methodciogy ‘and task and links to related accelerators: Lael Phases 'SHHANA reas spe cotert set? Owais Releart SAP Aetiateacclesto Roadmap viewer is tool that gives access to# full work breakdown structure ofa particular project type. The content is available in an on-line SAP Fiori based environment Itishosted or menaged within the SAP Cloud platform. it shows the SAP Activate roadmaps for SAP S/AHANA and the SAP Activate roadmaps for other solutions. We call them general WBSs, which are applied to aitferent on-premise solutions or Cloud solutions ‘The hierarchy that we see in this environment (unlike the SAP JAM sites) isthe standard core WAS hierarchy of the WBS, which consists ofthe folowing: + Phase + Deliverable + Tasks With an addtional view by work stream, LESSON SUMMARY Yu should now be able to: + Understand how Serum is apoied in SAP projects + Seehow Sorumis used in real lfe SAP projects + Seehow Agileis supported through SAP Activate methodology wns90s2018 SAP e-book Agile Project Fi Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + Understand then Agile provides good fit to my projects + Understand how to postion Agile in the proposal + Understand benefits Agile provides to customer Story Map Tei 79 lesan Within Tiles (Slo MB) On our storyboard forthe course we move on tothe next lesson, adding more feetures (information) about "The basies: tome SSSrainsr2018 ‘SAP e-book Lesson: Age roel Fesrei0: Fale omer Inthe figure, Agile Project Fit, you can see the three objectives of this lesson as user stories. Remember the format of a user story that we introduced in lesson 1 + Asa(rale) + Ineed/want (feature) + Sothat (value/benefit) You can also consider how you might apprave the user story definitions shown in the figure, Agile Project Fit Agile Project Fit Key aspects to conser ae as fll: "Projet ees wnemer he progctis move sutabe fer tational rae spre + Organizations ft how ready is customer organization Sale sporonon now suns eae speroao" intra fganaeral erent «Projet Manager f—ceterine whether the pret ‘manager postion Ts engagement 0 goed agit apeoson «Pros Team a Saker i= cermin wetner {a projet team raat flow aple preach nthe poe Fareai hehe Na toAeh? \When considering the ft ofa project to an Agile approach there are four aspects we look at the following tome SSO wnrainsr2018 ‘SAP e-book Project ft + Organizational it + Project Manager fit + Project Team ane Stakeholder fit Please see Unit 6, third appendix for examples of Agile Fit Questions * AVAILABLE CUSTOMER | Product Owner role essential + STABLE TEAMS | Team Focus, prafered colocated + CROSS-FUNCTIONAL | Testers, SCRUM Masters on board + EMPOWERMENT | Accept the team and PO decisions + COURAGE | Now way of working + DISCIPLINE | Keep tothe rythm, no “SCRUM but + MOTIVATED INDIVIDUALS. | Passion and Commitment + MANAGEMENT SUPPORT | Encourage, motte and tolerate mistakes + EARLIER SYSTEM AVAILABILITY | Cloud systems, Best Practices and RDS + ACCEPTING DEGREE OF UNCERTAINTY | Cone of uncertainty [Bil Fee Pecorstons ate wharves ‘This figure provides a great summary of precondtions for an Agile project. Prop Oost gee (28 andor) sehesue t os Trond ReiaranProaud Drated dey Pec oat specisten’ —aesgn compete ‘The Cone of Uncertainty isa term often used in project management to describe the pphenemenon by which project unknowns decrease overtime, Understanding the principle behind the cone of uncertainty can help project managers and analysts as they estimate projects. ‘The cone of uncertainty i a graphic depiction ofthe increasing accuracy that is possible for estimates 2s the details of a project become mare known overtime, Project managers and developers use the cone of uncertainty to guide estimates and to manage expectat ons. tome OOOrainsr2018 ‘SAP e-book Lesson: A jet Fi ‘Conditions that Challenge Agile ‘Good Practices of Agile « Imeretaten projects wth complexsystem ——« eatve dete of Vabe lnndncapee ar ecpert spe ipa orton ot Wa! pasion + ioe c ity of Progress + Dept og industries nt recare ovement testons ht te ‘naieo poring coounenteraraaccepance Webs) ——e ‘Frequent inspection + iat ht rege long tam planning do Wes stare cguaton) as ‘rpanestona state commitments eeu eegaee + entity Ay toresponste change + Pryssly separated project team members, fr ‘eae, gba deptymerts, which profits pee.clege-senelsamein ‘oloceonandtacetorace meetings + Gustomer engagementin he entre prosoes «= Consent riven organizational cultures + Lack fig petri teams wih deosion- ting aes _Aceleration techniques eed tobe tailored tothe customer's stuation cure and ik prof Figro24 Dscussra na Here we see some challenges to adopting an Agile approach (left column) and some of the good practices or benefits of Agile (right colurmn, ‘Aglle Examples Realized Benefit {Signa invert fhe busines in design and vation of the elon « iorementslbaldet te aauton faittedsueceestl vanston fm ousoues siete is on rage ston Project Scope “+ Human Rescues system Enelyee Sef Seni, Meragement St Senice Implementation Approach + Cova projet ea wh paper-based SCRUM ‘eos ter enamete, SCRUM Goa oto, = a Fepetra i “Use SCRUW bse impemertaton approach to Iplemert SAP souten + Coss engage business users in protzaton ct, requrement,soutor desig, snd soon i = + Leverage SAP standard functionality over cusiom, ‘ceding er maghestone 2s muchas post, eas AgleBrab Reglied Uy Busness nEupe Thisis the first of four early exarnples of Agile projects; inthis casei is a regulated Utilty Business in Europe tome OSS wnrainsr2018 ‘SAP e-book ~ Large independent tre retaller |: More than 800 stores in 24 states + AnAgle Shop" wants to overage Agile going forward for SAP (remy eagurheneon sues paren ‘This figure shows a fast track solution implementation inthe United States. Profile + Wat's ear supper tbeglse buses rd ines * Appiounsiey £000 enployeee in 9 count; Head otee mn Koksng (Denna Realized Benefit «Sha plementatan te S meet fom nisten olen 12ceures + Samed 20% of eft comsres to trai ppc Project scope “HR: Orginal Managemen, Persore! Adminstration, Peformance anager. Employee se serie, rage Sel sence Implementation approach "Hibs mead amsiningte song specs of SCRUM and ASAP (APs inplerentton metnosoogy usedbeore SAP Achat) qe = & = Gene |< ee ee od The thre example is of an Agile implementation t an Energy company. tome SOOO wnrainsr2018 ‘SAP e-book Lesson: A jet Fi Pele Projet Scope + Lensng Gletl O18 Ges Conponyoperaing on» Deployment of SAP Prat Leet Soontreniswih aight proces orened cure Management Soliton (epenfisaton & Recs ein: Management) "Bull pratt wing tertve approach to arty Implementation Approach ‘equrements ough terse approach end) —« Use Agile Busines Aton approach to bul ‘alton wih business use > han user roiotpe ving epint hace & migrate acceptance anaeatstcten ceveepmert + €any design compton. Migated the potetype + Faows preven SAP inplenentaton methodology ‘luton ae '0 the deveopment eavierment enrereedy he eutone: wih Agi soda vetrout ther bul acts Gust testing ancigo= Ive preperation + Pi rej proved te feastay nd eet ot gle mplenatonstereustorat Fire dl- gh Brarsh- Ghoal OVA Gas Comrany The blueprint forthe specification and Recipe Management Solution had been planned to take 20 months, given the complexity and geographic d'spersion of the team, The result ofthe ‘aglle Methodology was a 2: month Blueprint and Build completion, [Agile approach was adapted to the needs of the customer + Asprints, each of a4-week duration ‘2emonth break between sprints (1 sprint per quarter) + Global sprint team meets physically for each sprint (L month in the same project lacation) ‘Why did Itwork? + Very ‘Agile-passionate' leadership and team + Very supportive project manager with trust in their tear + On-site presence of global team during sprints was key + SAP provided mentoring ane guidance and performed a project review for the agile ‘execution, Results + Based on the success ofthe project, the customer agreed to execute the next project Under the same PLM program in true agile mode, including iterative build wth multiple release cycles. + Thecustomer now actively participates in SAP's lean development cycles, for example, ‘through participation in sprint testing and backlog reviews for specific products. + SAP and this customer are currently setting-up a program using Agile implementation and {development to convert hundreds of non-SAP application to SAP tome OOSrainsr2018 LESSON SUMMARY You should now be able to: when Agile provides good fi mn Agile in the how to po + Understand benefits Agile proves to custorer a"rainsr2018 ‘SAP e-book Learning Assessment 1. Which of the following statements about Scrum is correct? ‘Choose the correct answer, 1A inserum as best practices wehove thee meinrokis, and thee arias or tee [18 inser. theteumis Serge etna task necessary fora rjc le one, He mettveeceemenis reprint ang daly scum, seit evew (respective) 10 scrum Master deine rd ports etre nagar eqrerents 2: inthe conte of Serum, which fhe elowng statements are corel? ‘Choose the correct answers [A Product Backlog is list of features prioritized by business value. theitems come. ‘rom diverse sources, including the Serum team. B Sprint backlog is a subset of product backlog loaded onte the Sarint's “timebax’ it is the Iist of work the team is addressing during the current sprint. © Burndown Chart Provides visibility into the product backlog, ilustrate progress by the team, work isn horizontal and lime isin the vertical 3. Aburn-down chart is used lo mark day-by-day how much remains ofthe schedulee work Determine whether this statement is true or false. [1] twe LI Fase ‘Stoners Argh rere wnrainsr2018 4 Which ofthe following statement are the true regarding the SAP JAM ste? Choose the correct answer [1 A ttprovices information only on Cloud deployments, B It provides information only on premise deploy:ments [1 € ttrovices information on both premise and Cloud deployments, Which ofthe following are the benefits of SAP JAM? Choose the correct answers. [A User collaboration C1 B easy touse L1 ¢ Highty avaitable 1 0 Reduced Recoery time Which ofthe folowing are available inthe intial SAP Methodologies JAM Pag Choose the correct answers. [1 A Boadinaps B Accelerators [1 © task descrintion 1b summary Which ofthe folowing activities are SAP SHANA Implementation? o 10088 the correct answers [1 A organizational structure B Changing master data malta © Creating trans Adjusting custom cade objects [1 E implementing best practices a"rainsr2018 ‘SAP e-book Learning Assessment - Answers 1. Which of the following statements about Scrum is correct? ‘Choose the correct answer, 1A inserum as best practices wehove thee meinrokis, and thee arias or tee [18 inser. theteumis Serge etna task necessary fora rjc le one, © The three ceremonies are sprint planning, daly scrum, sprint review (retrospective. 10 scrum Master deine rd ports etre nagar eqrerents 2. Inthe context of Scrum, which ofthe following statements are correct? ‘Choose the correct answers [A Product Backlog i alist of features prioritized by business value. theitems come ‘rom diverse sources, including the Scrum team, B Sprint backlog sa subset of product backlog loaded onte the Sarint’s "tmebox’ it isthe Iist of work the team is addressing during the current sprint 1 © Burndown Chart Provides visibility into the product backlog, ilustrate progress by the team, work's im horizontal and times inthe vertical 3. Abburn-down chart is used to mark day-by-day how much remains ofthe schedulee work. Determine whether this statement is true or false. EE] twe LT vase ‘Stoners Argh rere wnrainsr2018 4, Which ofthe following statement are the true regarding the SAP JAM site? Choose the correct answer [1 A ttprovices information only on Cloud deployments, [1 B ttarovides information only on premise deployments. € It provides information on both premise and Cloud deployments, 5. Which ofthe folowing are the benefits of SAP JAM? Choose the correct answers. [x] A User collaboration B Easy touse 11 ¢ Highty avaitabie [1 © Reduced Recovery Time nich ofthe following are available in the intial SAP Methodologies JAM Page? Choose the correct answers. A Roadmaps [x] B Accelerators: © Task descriation D Summary 7. Which of the following activities are SAP S/HANA Implementation? 1088 the correct answers plore phase of SAP Activate in ‘A Organizationalstructure B Changing master data © Creating trans tional data D Adjusting custom code objects [1 E implementing best practicess90s2018 SAP e-book Lesson 1 Roles and Responsibilities 24 Lesson 2 ‘Agile Project Organization 43 Lesson 3 Prepare Agile Project 43, UNIT OBJECTIVES Understand the roles and responsibilities in my agile project Deseribe the role ofthe Scrum Master and what the difference s compared with the project manager ‘Outline the respons billy ofthe tears and what the Product Owner i responsible for How we organize the ifarent serum teams and how to best organize ourselves How to set up an Agile project How to scale agile concepts to larger projects Describe what Agile related activities should be competed in the Prepare phase Understansthow an Agile project views documentation SAD wns90s2018 SAP e-book Roles and Respon: Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + Understand the roles and responsitlities in my agile project + Describe the roe ofthe Scrurn Master and what the difference is compared with the project manager + Outline the responsibilty ofthe team and what the Product Owner is responsible for Story Map Figre30 Lessons Within Tiles (Story MED) Cn our storyboard forthe course we now move to discuss the next level (Starting Agile’) = equivalent to the next layer of product functionality. come SOO wnrainsr2018 ‘SAP e-book Lesson oles an Responses Inthis figure you can see the three objectives ofthis lesson as user stories, Roles and Responsibilites |The Core Team consists of | Sou Mater «Project Manager | Process Onna / Product Onna = Customst ‘epresertabe fhe boshess, «Projet Team (3AP, bushes ana, ‘store 7) + Other supporting Roles “anager (Spent) | Senators = Teware = oes = Opens [Bi Fee aettesanatesporat ies Inthe figure, Agile Roles and Responsibilities, we see the summary Iist of the roles. ‘The Scrum Team is ususlly for teams of five to nine people, There are two main ales within the team: product owner and Scrum master. Within the tear, there can only ne ane product ‘owner and one Serum master. The product owner isthe project customer, and defines the requirements and priorities of the project. The Scrum masters the team leader, who is responsible for moderating meetings, producing documentation, and resolving any issues during the projec. The Scrum master has the authority to terminate any development sprint in cases where nresolvable issues arise or the ‘workload proves to be inadequate, The Scrum master s also responsible for making sure that, everyone follows the Serurn rules. There are no assigned roles and hierarchy within the rest of the team. The Scrum master and other team members are all esponsible fr the actual implementation ofthe project: design, tome OS R wnrainsr2018 ‘SAP e-book ota: Starting Ape development, testing, and any other resuling tasks. The Scrum teams selF-managing, and while it can seek help and advice from outside the team, the inner workings ofthe team should not be affected by people outside ofthe team. Project Manager Tiare 2 Ron Summary rea) Scrum isan agile software development technology. The development process is spt inte sprints: development intervals of equal lengths, usually two to four weeks, The length of the sprint is determined inthe beginning ofthe project, and should be long enough to deliver a meaningtul part of work, but short enough te keep the planning simple The project planning is performed for one sprint ata ime, and the work is assigned to the team members atthe beginning of esch sprint. The progress is monitored dally. Secause ofthe close monitoring and very short planning horizon, this approach works best for small teams with alimited development calendar, This lesson introduces the main coles and milestones of the process together withthe rules safeguarding them, The main aim of Serum rules isto optimize the development process and ‘minimize time wasted, “= Represents the Business « Responsible for the success of the SAP implementation from the business perspective and has the right io make all relevant decisions on content and prio for the Implementation « Defines the features ofthe product, decides on release date and content « Priontizes features according to business value. ‘Can change features and priority as needed, potentially for every iteration « Accepis or rejects work results. Faro Produet Owner (ness) ‘Scopyrans Argh reseros Process Owner wnrainsr2018 ‘SAP e-book Lesson oles an Responses Product Owner ~ Responsibilties and Tasks + Isresponsible for market success ofthe procuct (SAP project) + Provides a complete picture and vision forthe product + Knows customer contacts for product reviews + Knows and understands market or key customers’ business needs Has the required business process knowledge as well as domain expertise Has a complete picture ofthe product standards Builds feature plans + Decides on priorities for product development based on highest business value + Deals with stakeholders for product requirements + Communication and explanation of product requirements to development + Transfers customer and market demands to development Knows relevant stakeholders to deal with Ability to stand up to others (for example, management, stakeholders) Persuasive communicator and good listener + Organizes or participants intest cycles “= Who isthe risk taker ofthe project? tential Product Owner Candidate + Comes & is representative from the business = customer. “Can ful this job: + Has 8 vision + Defines user stories + Can priori & make timely decisions “+ Has sufficient time (every morning). « Is respected by the organization Fire Graal sues Facar Product Owner Acrilical success factor for an Agile approach is having a goad Product Owner. The figure. Critical Success Factor: Product Owner, describes some ofthe features ata successful Product Owner. tomenaeeee OOSrainsr2018 ‘SAP e-book ota: Starting Ape ee te tees = Not empowered “Unable to make decisions, guide and push back on stakehoters. ‘Delays in decision making slew down the team. « Not available "Unable to work wit the team quickly, o understand the customer's needs. Often split between muliple projects and unable to fully fous. = Not qualified “Not experienced inthe product domain, the development technology, process and practices, o lacking core personal skis Causes of poor Product Ownership include the following: + Not empowered + Not available + Not qualiied = Builds the product that the customer is» Helps Product Owner to understand ‘going to use the standard SAP product functionality «= Atypical team size is Sto 10 members The implementation team consists of «= Provides guidance to the Product Erecplertel le relents gas Owner on how the projectbacklog can Ap a business process experts be implemented } eal gees: \witers, and 80 on. «Is responsible for effort estimates « Informs the Product Owner about the ‘effort of backlog ter srofeet ce «= Leverages SAP standard accelerators Team when possible Scrum Team Tasks + Tomag the vision and process requirements ofthe product owner to the SAP environment + Touse as mary SAP standard accelerators as possible + Todemonstrate the standard process in the SAP environment tothe product owner To provide input and ideas tothe product owner about how to make the product as good asitcanbe, + Tohelp the product owner to understand the system so that they can define the wish list tome OOO wnrainsr2018 ‘SAP e-book Lesson oles an Responses During sprints, the team dovelops the highest priority features « Implementation team needs room to steer themselves “= Need people who accept this responsiilly and ike to work this way. « Tester and Operations must be ccontral part ofthe team. «= Team needs to be together physically (work at least 3-4 days per week on project) Fire 7 Grea Surcess Fair Sane Tears [Another critical sucess factor for an Agile approach is having a stable tear or teams. This figure, Critical Success Factor: Stable Teams, describes some ofthe features ofa stable team. «= The Scrum Master is responsible forthe successful execution ‘of the Scrum process in the project «The Serum Master roe is eifferent from project manager role in the project. + Scrum Master is process facilitator, guide, and motivator of the team. Key responsibiibes inchide: «+ Heb team deep and act pases racing age roe executon «feta a guide mele he tam ta achere te Serum prneples end prasives + Suppor he ear in gting att aos othe custara predut omer «Remove mpedmerts tat revert the eam tom eareleng the pleanes| finatonaty «Protects the team tom bureau and ron alue ads actos «Thaugnt eoserahip teenies exalene of eer of unesonay ‘The Serum Master isthe tear leader, who is responsible for moderating meetings, producing documentation ane resolving any issues during the project. The Serurn Master has the authority to terminate any development sprint in case unresolvable issues arise or the workload proves to be inadequate, He/she is also responsible for making sure that everyone follows the Scrum rules Scrum Masters a process facilitator guide, and motivator ofthe tear. Key responsibilties include the following + Help team develop and adopt practices faciltating agile project execution tome OSS a"rainsr2018 ‘SAP e-book ota: Starting Ape + Actas aguidein helang the team to adhere to Serum prncines and practices + Supports the team in gotingdicect access to the customer or product owner + Remove impediments that prevent the tear from comaleting the planned functionality + Protects the team from bureaucracy and non-value added activites, + Thought leadership in technical excellence of delivery ofthe functionality “= Each toam has a Serum Master who «= Provides the tear with ‘enautes that the team adheres tO vnatover thet ‘nd rules more productive. “tls the Sram master that « Facitaes team work and status by | | ‘works for the team, not the ‘xganizing daily Soumsiandup ther way round. meetings, | Corocated withthe team. «+ Prepares together with Product Owner a on “Scrum master i the “interface” et tea ha sere Eretenne Parni fo pcject stakeholdars that are + Monitors progres of sprint & release ‘ol ect working with the backlog, team, + Protects the team from exeral interference and reroves obstacles that prevent the team trom proceeding at max pace, Fire a9 CrcalSimsen Factor for Sam Note This figure describes key features of a successful Scrum Master. Veet Sele eee cee Finrot0 Sour This figure shows us the Scrum Master tasks during Project Preparation (or PREPARE) and the tasks of sprint 1 fo end of project. tomenaeeeerainsr2018 ‘SAP e-book Lesson oles an Responses ‘The Project Manager Is responsible for successful recut ofthe poet deer of he poet Stereo te on tug on Scape and wth ‘nigh quality. rts response for foloving aces (sb-st + Pot cater ey a | rope communication Ca bh, sees sooo accscatais Lacerta ueranniainnen snark — proccoome = ‘A successful Agile project needs a good project manager. Do you know of a successful Agile project that did nat have a good project manager who Lunderstood the Agile spproach? Chickens [Bi e222 crete araPies irate Koow or Satins The fable ofthe Chicken and the Pigs used to ilustrate the differing levels of oroiect slakeholders involved ina project. The basic fable runs: Apig and a chicken are walking down the road, The chicken says: "Hey Pig. Iwas thinking we should open a restaurant!” The pig replies: "Hm, maybe, what would we callt?" The chicken responds: "How about ‘ham-nveggs"™™ ‘The Pig thinks for a moment and says: ‘No thanks. 'd be committed, but you'd only be lnvoWes.” Sometimes, the story is presented asa ride: (Question: Ina bacon-and-egg breakfast what's the ciference between the Chicken and the Pig? ‘Answer: The Chicken is involved, but the Pigis committed! tomenaeeee OR wnrainsr2018 Unt: Starting Ae The fable was referenced to define two types of project members by the Scrum agle ‘management system: pigs, who are totaly committed tothe project and accountable fr its ‘outcome, and chickens, who consult on the project andl are informed ofits progress. This analogy is based upon the pig being abe to provide bacon (a sacrificial offering, for which the pig must die to provide) versus a chicken which provides eggs (non-sacricial). For a Scrum project the Development Team are considered as people who are committed the projact while Product Owners, Serum Masters, customers and executive management are consideres as involved but not committed tothe project Paine ’ ¥ a? Yon ~% we comm one Seal sont umorten 7-2 pone ‘ aa Brut Pjectaoge This figure shows an example ofan Agile Tearn for an SAP implementation You should now be able to: LESSON SUMMARY Unders roles and res in my agile project Describe the role of the Scrum Master and what the ciferer project manager 'scompared with the Outline the responsibilly ofthe tear and what the Product Owner is responsible for a"s90s2018 SAP e-book Agile Project Organization Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + How we organize the diferent scrum teams and how to best organize ourselves + How to set up an Agile project + How to scale agile concepts to larger projects Story Map Tiewe5é Lesars Wah Tle (Son MB) On our storyboard forthe course we move on tothe next lesson, adding more feetures (information) about 'Starting Agile SAD wnrainsr2018 ‘SAP e-book ota: Starting Ape In this figure you can see the three objectives ofthis lesson as user stories. Agile Project Organization "Basic rule: One Product Owner por tear | Three levels of Product Ownership: «© Strategie = Tactical + Operational Beware of Conway's Law! [lll > [recs rencamounpmrcamomer Cd Best practice dictates that there should always be one Product Owner to one Serum board and project. In theory, the Product Owner is one person. But in practice, managing larger, ‘complex procuctis usually a shared effort, But how can product ounership be spit without resulting in decisions by tne business being compromised and creating a weak or even inconsistent product? tome ORs90s2018 SAP e-book Lesson Ale jt Orzo (Chie Product Owner + Product ownership can be ‘complex in large ‘organizations, Sales + Establish product ownership Predct hierarchy to ivolve al key ume stakeholders in tho right slages ofthe projec. “Align the SCRUM teams with ‘the product owners for masmum impact Tero57 Sclng hah od Oona Conlon This figure provides an example of how to deal with the issue of mulkiole Product Owner. “= SCRUM of Serums Meetings diferfrom daly Soums |= SCRUM of Serums meetings alow ee teams to discuss their work focusing | 2 28 ecbemasvng meting eae on on rete id «Tey done nos to be ime owes to 18 minutes, ‘Recomended engnis betven 30 and00, minaes «Examples of possible subjects for SAP Bojets: 1. Product Owner 2.SM 8. The team will choose the best representative PM 3. Team SCRUM of Sums to patcpate inthe SCRUM of Serums. (Gan (echnical quostons) ‘ay from mestng to meetng) Fare 38 Coorann Wee ro ‘technique to scale Scrum upto large groups (over a dozen people), consisting of dividing the groups into Agile teams of 5-10. Fach daily Scrum withina sub-team ends by designating ‘one member as “ambassador” to participate in a dally meeting with ambassadors from other ‘teams, calles the Scrum of Scrums. ‘Scrum of Scrums can be used to scale the dally stand-up meeting when multiple tears are involved ts purpose is to support Agile teams in collaborating and coorcinating their work ‘with other teams, Several authors have shaved views on Scrum of Serums, with their experiences of using ther tome OOOO wnrainsr2018 ‘SAP e-book ota: Starting Ape Tisro8e Scala fale. Gonroncen Srl Ae Ps Insmaller projects the Project Manager often olays the role of the Serum Master helping the project tear n the adherence tothe Serum process. Seal Ale Covornanca Large ara isis) Ale Fomt In mid-size and large projects each Serum team has dedicated Serum master (or in some: situations they may share Scrum master across the teams). ach team works with one or multiple process or product owners. Each reporting tothe Chiet Product Owner, Solution Architect resource is typically shared resource inal projects and is called upon by the product owners and Scrum teams as needed. The Project Manager manages the relationship with project stakeholders and oversees the overall project timeline, scope, and budget, The Project Manager on the SAP side also plays Tole ofthe proxy Product Owner because they are responsible for delvering onthe contract and carry accountability for the delivery of committed scope, tome OOOO wnrainsr2018 In Theory «The Product Owner (Customer) should poriize wish ist tems based on RO or business value “+The Product Owmor provides the test cases atthe beginning of te sprint, “The Produet Owner owns and updates the wish it Fanre Gh lessons orem ‘SAP e-book Lesson Ale jt Orzo In Practice “There i rarely one Product Owner who can combine everything. No krowiedge ‘of SAPIIasks inthe beginning « Hiorarchy of Product Ownership “+The tesm hes to suppor ichalenge the product owner |= PIMs o act as a rosy product ower (or ‘@ample, manage project tothe contract) This figure shows some lessons learned from the practice of Agile projects lim) LESSON SUMMARY You should now be abl to: + How we organize the diferent scrum teams and how to best organize ourselves + How toset upan Agile project How to scale agile concepts to larger projects Conyers Aligharesored a"s90s2018 SAP e-book Prepare Agile Project Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + Describe what Agile related activities should be completed in the Prepare phase + Understand how an Agile project views documentation Story Map Fire 2 Lesa Within Te (Stary Maa On our storyboard forthe course (information) about ‘Starting Agi’ move on to the next lesson, aiding more features tome OOO wnrainsr2018 ‘SAP e-book Lassn: Pape ae Projet Here you can see the two objectives of this lesson as user stories. Prepare Agile Project [Bi Fee ne rcoccrreranePrase 1. Agree and define Product Owners and Serum Mastere 2, Stalf table and cross-functional Agile SAP teams 5. Invest in Ale traning and coaching 4. Educate project stakeholders (fgle workshops and conversations) 5. Gol systom ready fast, 6. Define lean documentation standards including {eftion of Done 7. Prepare vision and fr valéaon workshops {8 Prepare team room and facts (Serum Board, Posts, white boards, and 60 on) 9, dust doit Figure 4 SAP AgleSprgboad- Staring Yur Al ‘This figure shows nine activities to get started with an Agie project. ‘Soper Argh rears wnrainsr2018 ‘SAP e-book ota: Starting Ape + “WORKING SOFTWARE is more IMPORTANT than DOCUMENTATION ..." + DOES NOT meanto produce NO DOCUMENTATION at ail 1” ‘= Keep it valuable; align withthe organization perspective and agree solution documentation that is valued and can and will be maintained. + Solution Documentation that is valued and ‘maintained is an INFORMATION ASSET for the organization. + The Solution Information Assets will be stored in SAP Solution Manager. Fira Ana What Aso Doarentaor? ‘Scrum advocates for creation of minimal documentation. There are only two mandatory ‘documents: product backlog and sprint backlog. Both cocurnents are lists of tems or features thatthe project must or can have. A product backlog ists all features of the project, ile @ sprint backlog lists only those ters that must be completed within a sprint two to four-week long development interval The items are added to the product backlog by the Product Owner at the beginning of the project. The Product Owner can continue to add items to the product backlog during the project, but only during the sprin planning meetings, and not during the sprints themselves, Bofore each sprint, the sprint backlog is created based on all team members’ opinions using the product backlog and any unfinished items from the previous sprints, Keep it valuable; align with the organization perspective and agree solution documentation that is valued and can and will be maintained, Solution Documentation thats valued and maintained isan Information Asset for the organization. The Solution Information Assets are stored in SAP Solution Manager. [im] LESSON SUMMARY You should now be able to: + Describe what Agile related activities should be completed in the Prepare phase + Understand how an Agile project views documentation tome OO wns90s2018 SAP e-book Learning Assessment 1. Whencrte folowng are the xy responsi ofthe Serom Master? Choose the correct answers. A esponsibetorthe project delvery 1 8 teskinitatr [1 ¢ ream prctection 1b Leadership sit [1 & team support 2. Which othe olowny dimensions ned tobe considered dating pintization? Choose the correc answers Ty A imoortance TB seating 1c tneeraton 3. Product Backlog is simply a ist of al things that needs to be done within the projec. It replaces the traditional requirements speeitication artifacts. Determine whether this statements true or false. O te Li Fatse (© copra Might reserveds90s2018 SAP e-book Learning Assessment - Answers 1. Whencrte folowng are the xy responsi ofthe Serom Master? Choose the correct answers. A esponsibetorthe project delvery 1 8 teskinitatr i] © team pratecton BX] D Leadership sit BX] E Team support 2. Which ofthe folowing éimersions ned be conscered during rotation? Choose te correct answers Bi] A troortance i] 8 seaing Bk] © tnceration 3. Product Backlog is simply a list of al things that needs to be done within the projec. It replaces the traditional requirements specication artifacts, Determine whether this statement is true or false. Bi] tee 1 Fase (© copra Might reserved wns90s2018 Lesson 1 SAP e-book UT ec) Explore Phase Overview Lesson 2 (Create Product Backlog Lesson 3 Definition of Done UNIT OBJECTIVES (© copra. Aight reserved Understanhow the Exolore phase is structured Understanshaw the tear wil collect recuirements Undrstanahow the team wil riovtze work Understandhow to structure workshops te prepare backlog Describe how to canture and document user requirementsin SAP projects Describe wha product backlog looks ken SAP project Understand when user storys done Describe how much we need to know ofauser story before we taeit into the sprint Outline how the Just time principle works in the project wns90s2018 SAP e-book Explore Phase Overview Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + Understand how the Explore phase is structured + Understand how the tear will collect recuirements + Understand how the team will prioritize work Story Map Tie Lesane ihn Fs (Slory Map) Cn our storyboard forthe course we now move to discuss the next level ("Backlog") ~ equivalent to the next yer of praduet functionally. tomes SOOO wnrainsr2018 ‘SAP e-book Lesson xptre Phase Overview In this figure you can see the three objectives ofthis lesson as user stories. Explore Phase Overview ee Some soon ce cata, er fe ee a Besinese Prony Process WS and Sotton Arse “ppeeeaceecrnpers Explore Phase Time [eee cotrePrae rere aes ve onne eae CCustorners lke frequent inspection check against their expectations. This can begin with Understanding how the naseline standard functionality works, where there is aFast demonstration of SAP standard and an Early visualization ofthe product solution. ‘The baseline bulld ahead ofthe Solution Validation workshops can be run ina series of sprints. The Solution Validation workshops lead te user stories that will lead to the Backlog. tome SOOO wn‘SAP e-book rainsr2018 ota maclog are 2 Suan ress Varian ana Walser In this figure, we can see the Inputs and Outputs relating to the Business Process Workshop. We also see the three main abjactves: 1. Demo SAP standard 2. Buyin for SAP Standard and Best Practices 3, Verity processes and scope From this the solution architects (SA) will have captured the degree of fit to the SAP processes, and created an intial backlog of identied business requirements to be bul into the solution Output Tire 70 Creapons Dag teetne Su tomenaeeee OOO wnrainsr2018 ‘SAP e-book Lesson xptre Phase Overview The baseline build can be built ina series of sprints. tis important to have frequent Checkpoints ofthe baseline built withthe process owners giving a ‘Solution demo, This can enhance the Product Backlog with further requirements fr tne solution. ere ‘Workshops (8) "aetna Freie ir Soton ateaton oenore During the Solution Validation Workshops, we wil validate the baseline bull, from which we can identity elta requirements and gaps for the Backlog and create the agreed process documentation forthe Explore phase, Workshop Tae 8 orkshor Tyme 8 Salton Viton Workshop Delta Design Workshop \e = Fave Feo (Sauna 1) naps 9 In this figure, we can see more detail on the Solution Validation workshops we just discussed. There are essentially two types of workshop A and B. The first workshops (type A) leads us to identity the degree o fit and the gaps: the second (type B) looks atthe defta design to provide information on how we realize the solution ard meet the prioritized requirements. tome OSS wn‘SAP e-book ota maclog The product Backlog is prioritized before the delta workshops so that we can consider the delta design ofthe priority items fst ‘Workshop A~ Set Boundaries + Proide Erato Ena Sena conta + Camentate continu the SAP engagemert + Prose value cantata othe Buses Proce berg worked on ‘an sogs or op nanaponent Protege toon « Prereuiste:Keoulege anf Fam Peale por ‘Yate and BPM Engagomest 9) ‘Tool Set Methodology | SAP Bost Practices Process content « Relrence dels for example, APOC, SCOR) «Vatu Academy Ress -s Busnes Procees, Value Menage, EA input Tiare 7a Wireshon i Peparon You use reference material to provide input to the workshops and help set boundaries for leach workshop (each workshop must havea clear scope). From the materials and information available, you can also anticipate areas of interest that ‘might trigger gaps ane deltas and ensure that these areas are covered by workshops to get all ‘zaps and deltas captured in the Backlog. ‘Workshop A~ Demo SAP Standard solution «Make sure business SMEs understand our SAP ‘andard best practice solution «Proves goa veul ofthe proposes Salton + Show Standretuncoalty nan SAP Eneronment «Show precined process fos /Sluton Manager Prose ere + Leverage Prtoypes, 2 spa «Use presets Vsualzston content 25 atte Figro7# Worichop A Boro Solon Itisimportant to demo the SAP standard recommended practices that have been built into the solution baseline. Ths wil allow you to identity the degree of ft and identity where there are deltas and gaps forthe produet backlog, tome OOOO wnrainsr2018 ‘SAP e-book Lesson xptre Phase Overview ‘Workshop A Identity Delta Requirements and 6 = Listen, Learn, Challenge and Complement = = Challenge to ci mprovemants Deve SAP a = + Complement Press Moet, cebieres theugh presets canton = + Capture avery requremens stinger? « Datemine Press Owner | Assopate Measures (PP) | Cote the op tothe Business Case + tent Gaps Toot Set/Methodoloay «Soliton Manager Sal0oe Proves Dagar + Modeling Tse « Vesateaten tol Fare 5 Warishos A ently Daa Regareners an Gaps Capture and Verity he requirements. The Process Diagrams in Solution Manager ( sor poe transaction) shoul be updated and ‘Requirements’ captured for Deltas and Gaps, = Workshop B ~ Visualize Solution Design for Functional Gaps | Mini stun desig or funetina gaps be + etn quieren based on eebeck * Ups requrerents cosumeiabon in Saton _&F Weneser = + Die ey approve = + Expect A a) fee! | ° Veta ne! 2 ST [ESE “fete |. sapscuton Maoger modeingcopbitiesin7 2 Fire 76 Wrishop 3 Suton Design Gaps During the Solution Design, the Process Diagrams should be updated to reflect the agreed design to resolve gaps. The process diagrams are updated and maintained in SAP Solution Manager. ‘SAP Solution Manager 7.2 allows users to describe processes graphically using BPMN 2.0 process and collaboration diagrams. With process diagrams, you can describe the internal fiow of activities (process steps) and choose disgrams to improve your process communiation. BPMN halps diagrams maintain a uniied language to communicate processes, 8PMNis a standard and is easy to understand. You always define a diagram for an ‘existing process. The actual process definition should be a "bill of material” of process steps tome SSO a"s90s2018 SAP e-book ota maclog and interfaces. It's expressed not graphically but as alist. The BPMN diagram can use gateways to show activities that are supposed to be executed in parallel and which may or ‘may not marge back. A 3PMN diagram can easily show such kinds of variations ang there are ‘options on now we can reflect process variants, eee ee a Sethe” Somme,” _peennagen = - Moeronemar yap ners Yap eyo ee Seem Pacanthety ComeupOtie 3 Ewe Fisre77 Solilos Donureralon Poca Len rae) We do not need large Design documents. This figure shows a collection or body of documents, and objects (assigned to different levels ofthe process structure) that together make up our Design section of our Solution Information Assets that isheld in the customer's Solution Manager system. ered Fire Ree nnd Spr Pare tomenaeeeerainsr2018 ‘SAP e-book Lesson xptre Phase Overview From the Release and Sprint Planning we need our backlog requirements prioritized for delivery of releases ofthe product or solution, We must know how many releases we will have. Is itjust one or wil the customer have 2 series of releases delivered, Within a release we need to entity our sprints - how many and of what duration. We use the resource plan and estimated sizes for each user story requirement, ‘rom backlog, toplan prioritized user story requirements delivery within sprints to achieve a given release, {Global Functions Se Column Browser (Smeue) ment List (Object assignments) Fie 7 Soten Daoumertaton Un SAP Solon Maneger This igure shows the layout of the Solution Decumentation Transaction ( soznoc) in SAP. Solution Manger that was introduced with v2.2. n this figure we see the four main areas of the Column Browser (Structure) + Attribute Pane + Assignment List + Global Functions ‘SAP Saxton Wager allows to ine daar andar, by corr! dainen of dacument{yper, that templates alowed vsages and completeness ule, Te tts rove minimum, ‘dcumanaten sana nthe ype! usage ‘There was a signticant change to the way we capture Solution Information Assets from SAP Solution Manager v 72. ‘The following link will show a demo of solution documentation. tome OO a"rainsr2018 https: //wpb101101 hana ondomand.com/wpb/wa/a/~tag/published index.html? show=project!PR_133EDESBOFESA497:demottshow=project! PR_123EDBSBOFESA497.domno&hast liu) LESSON SUMMARY You should now be able to: Underst «dhow the Exolore phase is structured + Understand how the team will collect recuirements + Understand how the tear willproctize work a"s90s2018 SAP e-book Create Product Backlog Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + Understand how to structure workshops te prepare backlog, + Describe how to capture and document user requirements in SAP projects + Deseribe what product backlog looks lke in SAP project Story Map Tew lessons Wihe Tile (Son Map) On our storyboard forthe course we move on tothe next lesson, adding more feetures (information) about Backlog”. tomenaeeee SOSSOSOO wnrainsr2018 ‘SAP e-book ota maclog In this figure you can see the three objectives ofthis lesson presented as user stories. Create Product Backlog ‘The product backlog isa list Srna Stes rgrores or inotenentng posit vaton * Dynami pod regdrorents et tof ties how fans vase pont caine mae emo Laken | MEaw poet closer to implementing them). + Seinen Fire 82 Deine eon or Your Foes The bas's of any project involves requirements. Here we wil consider Elaine's company. which i transitioning to Agile. The main question is around the project requirements. From the individuals requesting project work tothe inaividuals completing project work, the concerns that iis handled in the best way possible, In Agile, this involves a backlog, Elaine's goalis to help her tearm understand what a backlog s and nowt works, {An Agile backlog, sometimes referred to as a product backlog, isthe grouping of work availabe for the development team to take on next, This does not include the work on which the teams actively working. The work moves Irom the backlog tothe team’s active work, The resulting active work status depends on the methodology used to implement Agile, The type of work in the backlog could include project work items, bugs, and technical tasks. Depending on the team's respansibltes, production supporters could be included as well These typically take the form of auser story, whichis a project work item defined in terms of tome wnrainsr2018 ‘SAP e-book Lesson Cat radu ack desired functionality for a specific user. The backlog items could take a different form, but the goal is to be cone'se ard distin from other work items, Once Elaine has defined an Agile backlog, the next question is who is responsible ori Because it primarily conssts of the work needed to complete the project, the Product Owner, Wo isthe source of project work, owns the backlog. This is a crucial responsiblity because the backlog is nat a static requirements document but 2 grouping of work items thats flexible and can be changed. This can occur at any time because the work in a backlog is what's available next, not wnat is currently being completed, It must be consistently priotized and ‘groomed, These ae the next things that Elaine reviews with her team. ‘The Product Owner is responsible for the Product Backlog. User Story ‘A description of desired functionality told from the perspective ofthe user ‘or customer. Theme Acollectionofrelateduser stories. Epic ‘Alege une story tplty process 1 22 notype onto Doctrine Tero 84 Bockne Posces rouse baat Project workin Agile takes the form of user stories, which are project requirements broken down into smaller, more manageable forms. They are high-level and brief, no more than a single sentence or two. Each story s written from the perspective of an end user to express desired functionally. Te basis of the user story conceat is directly relate to the foundation ff Agile. Agile is founded on principles from the Agile Manifesto, which isa set of statements thal describe the values of Agile. These include tne following + Individuals andinteractions aver processes an tools Working software over comprehensive documentation + Customer collaboration over contract negotiation + Responding to change over following plan Each aspect of the Manifesto is valuable but in circumstances where there ae imitations and they are not all obtainable, some aspects are valued over athers. The first two principles include ind vicuals and interactions, as well as working so‘tware, These relate to the definition of user stories. The end-user perspective directly aligns with individuals and interactions and ‘the desired functional is representative of working software, The remaining aspects that tome OOS wnrainsr2018 ‘SAP e-book ota maclog are valued include customer collaboration and responding to change, which are ralated to how user stories are created, User Story Terminology User Story = A description of desired functionality told from the perspective of the user or customer Theme = A collection of related user stories Epic = A large user story, typically @ process or Scenario. Figure Use Stones Fondation for Resurerers Gane ‘Asa Solution Architect or IT Project Manager an IT requirement is used, based on business requirements, to analyze a requested feature or function in terms of the budget, the person days required, and the required due date. I the requested function or feature can be implemented, the IT department accepts the IT requirement and commits itsel't0 implementirg the change. Only when both the IT requirement and the business requirement have been committed can the charge be carried out. Once the change has been committed, the IT department creates one or more change documents. The required change document types are created from the scope, added tothe Scope assignment block, anc inked to tasks. tome SOOOs90s2018 SAP e-book Lesson Cat radu ack tomer Tro 86 Veer Sores Asiodo Sabon Dooareianon From a process modeling perspective, the decomposition of processes drives the identification of solution gaps, Functional gaps might occur on a process or process step level. From there we conceptually jump into a visualization to dive the solut on design, Solution Manager serves a a common repository, the visualization document are loaded into ‘the Business Process Structure of SolMan, Note an example of the structure, Scenario» Process» Process step / Activity Might be. Order to Cash-» Sales Order Processing + Create Sales Order. Fier Terinobay MapsngSAP Aelvate-Fonised Bul In this figure, we can see the mapping between the concept in SAP Activate and SAP Solution Manager Focusee 8uld tomenaeeee OOS wnrainsr2018 ‘SAP e-book ota maclog SAP Project SCRUM + Capture ‘headline’ and short = SCRUM recommends to use description of the requirement in the User Orionted format product backlog, + As a- «= Prepare traditional SAP Requirement Twant . «= Perfectly good way to capture the requirements for teams famiar with ‘SAP Activate templates « Streamlined templates available in SAP Activate (detaled Gescription in appendix Fire ear Sor Format User stories area form of project requirements that deta desired functionalty fora specific User. Agile approaches projects incrementally and iteratively. User stories are an incremental approach inthe sense that project requirements are broken down into aspects of functionality. Agile is iterative in the sense that user stories are completed with repeated cyeles of development, testing, and reviewing known as sprints. User stories are written by the stakeholders ofthe project. These are the people who have requestec: the project and will benelit from its success or sur from failure, They are represertative of the end users who will use the functional. While all stakeholders are involved, the key stakeholder, known as the Product Owner. writes the user stories. The PPraduct Owner is accountable tothe other stakehalsers forthe user stories written ands responsible for reviewing thern withthe development team. ‘The purpose is simply o initiate conversation and collaboration, User stories contain ust tencugh information to reach a coramon understanding. Once a common understaning reached, the user stories are ciscussed and lower level details are added so the project canbe completed. This approach is extremely valuable because itelcts input rom everyone involves in the process, tome OOOOrainsr2018 ‘SAP e-book Lesson Cat radu ack i088 Dare Us Stoes This figure shows a sample user story layout that can be created as a document or card [Bi Feeso. tires sioresinReamrenents This igure shows a sample user story captured in’Focused Bulk! with SAP Solution Manager. tome SSO wns90s2018 SAP e-book ota maclog ™ Non functional requiements relate [0 operational qualies, such 8s perfomance, robustness, secur, usabilty and technical requirements |= NFRs can be captured as perfrmance constraint ar inthe form Cleary sta acceptance erteria (see examples below) | Performance Constraint [i reco nerrirceratteareran nS) We can also capture the non-functional requirements because these willalso need to be realized and tested, Search by name «+ Product owner can define large states (Epics) iat need tobe decomposed int “spriniabe" stores ‘+ ‘Sprintabl" story is one that con be understood, estimated and is small encugh oftnto the sprit. ++ The product wnor decomposes the stores progressively during the project. ‘Auser story should be essignable to single sprint. Where the product owner has a large user story then this should be broken down into smaller User stories thet can be assigned to their respective sprints tome SO wnrainsr2018 ‘SAP e-book Lesson Cat radu ack + Flt backlog is har to work with + SAP historically relies on Business Process Maps «= User Story Mapping is very similar concept — Solution Map or Business Process Map provice input ta Story Mapping « Pting the requirements in story map allows ‘you prosize the backlog and + User Story Map erives rorizaton and release & eprint planning (cscussed later) Figue93 User tory Masog Kap te ig Pre in rd ‘The first step in writing a user story isto answer the question of who. Ths involves identitying the user or role that needs the runctionality tis important to be as specie as possible and to not use a generic user. The reason for ths is because the user is foundational to the user story and influences the tunctionalty. For example, if the team is working on a website for a company to sel clothing, tunctionalty forthe customer might include security aspects to protect their private information. This part of the user story is written, As a who... The second step in writing @ user story is to answer the question of what functionality is needed. It's important to define the functionality or need. This fs what is developed oF created. From the clothing website example, functional for @ customer could include checking out asa guest. The functional fo ofthe user story is written, I want to what Ei Bi Ei Ei El Fine Functional = iE Bi ca rity GB Gi | Featured Fire Story Meoping roca Expined Inthis igure we can see the structure of story mapping. The columns will reflect increasing delivery of the overall product goal ‘The first row of features (AI. B1, D1) describes the baseline or necessary features ofthe respective product goal. Together these features are a marketable feature set tome OR‘SAP e-book ota maclog [As we have mare features added to develop each product goal, we add these tothe respective columns, Looking at any one product column we can see an increasing level of features inthe product Fanred5 Story Mappinaer SAP Following the story mapping structure ofthe previous figure, we have the overall goalof 2 scenario and each ‘product goal is @ process within that scenario. ‘The baseline functionality forms the ist raw of features andis the ‘walking Skeleton’ The additional features represented by the remaining user stories lead toa fully featured scenario and set of processes. Interaction Center Sales igre Process low Dag ~ Procauna Rand This process flow diagram shows processes A and B tome SSSR wns90s2018 SAP e-book Lesson: Cate duct a Process A Inbound Email Process B= Sales Inbound Call Interaction Center Marketing Soe 2 4 ‘aaa Ke om, = mnt fay ear [eno | SS = fea] [== = rn id = =| — eB] [green | | (oe Fey Proce Flow Dror — Processes na This process flow diagram shows processes C and D Process C= Marketing Inbound Call Process D = Marketing Outbound Call ‘Sara: recto car San anne Sas, ets fetaere, Fia58 Slory Mov In this figurein the top lett corner we can see the overall goal. tome OS wns90s2018 SAP e-book ota maclog We also sce the four processes covered on the last two figures: larketing Inbound Call farketing Outbound Call We will then take a look at process 8 (highlighted. Festced igre 99: Double Chea na he Sarvos nbsund Cal ocess ‘The top blue row is now showing the Steps of Process B (Sales Inbound Call. The rest ofthe story map s showing a numbered feature of each step. In this examole, there are no additional features required for the second and third steps to make the next feature level beyond the GREEN first feature set (row). tome SOR wnrainsr2018 ‘SAP e-book In this igure we start to see the names of some of the feat read the feature sets defined by the initial GREE? adding adationalrows of features ! res tohelp see the approach and row and the additional feature sets by \Where Focused Bulld with SAP Solution Manager’ (see https://support sap.com/en/ solution- manager/facusee-solutions.ntmlt'section_292790375 ) has been selected then there are more efficient alternatives to the use of a Project Backlog spreadsheet Tae ona Ra aoe er nace (o ‘es eet © Seansinrena ie + No two Items can end up being ‘equa’ onthe ist (for example, have the same pronty and ranking) «+ Main reason for this isto prevent everything being rated 98 Very hgh = «The MSCW prceization (Must Have, Should Have, Could Have, Would-Have) i mapped with pret Very high, high, meal, low} in SAP Soliton Manager + Secondary step isto rank tems within the same prety group wth vale points \Where Focused Bulld with SAP Solution Manager’ has been chosen wa Requirement to automatically seque: an use entries in the the requirements by Priority anc Value Points. It Focused Suild''s not being used then use the columns "Priority Category" and "Priority, Rank’ in the Project Backlog spreadsheet to prioritize and sequence the requirements. a"rainsr2018 ‘SAP e-book nts ak Prioritization Techniques oxor Dimensions consider dri epee prioritization " + Compare imgotance of selected fol kl pa lane + Dependencies and ntayaon — assess sreersment Impact of te roquremnt on oer, reqemerts (eee rs, + Conifer business value of ach Sependoncies tegration ports) ‘erement on aessead ness eee + Saleh sabi of the fear to 2 road ooo of wor sins pac, + Distribt set numberof pons per tecopiance) freon pomtzabon [kg fone + importance ~ re desbiy of he recent 09 smal umber «How many dos fam pol of t000 Import users or customers tints coe this equrement oe? {antnnlog ay siacahirs, business \ vat) Tigre Wt Eas Pontes Inthis figure we learn the core prioritization techniques. Other approaches include MoSCoW wihere we assign one ofthe following propreties to a user story: + Must have (defines the minimum set af features ofthe waking skeleton) + Should have (high preity) Could have (Desired but not necessary) Won't have (canbe delayed fo future release) Then ‘rank allthe user stories within a prionty. We can then sequence the stories by priorty and rank within the priority to get @ sequence where no two stories have equal privity [iggy LESSON SUMMARY You should now be able to: Understand how to structure workshops to prepare backlog Deseribe how to caature and document user requirements in SAP projects Describe what product backlog looks lke in SAP project tomenaeeee SOs90s2018 SAP e-book Definition of Done Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + Understand when a user story's done + Describe how much we need to know of a user story before we takeit into the sprint + Outline how the Just ime principle works in the project Story Map Tiere Lessors aha Tiles (Slay MS) On our storyboard forthe course we move on tothe next lesson, adding more feetures (information) about Backlog” Because we have ust covered the topic of user stories and story mag let's review these topics whilst looking at this story map, ‘Auser story map arranges user stories into @ useful model to help understand the functionality of the system, identify holes and omissions in your backlog, and effectively plan holistic releases that deliver value tousers and business with each release (from Jeff Patton's The New User Story Backlog Isa Map. Story mapping cons'sts of ordering user stories along two independert dimensions. The ‘map arranges user activites along the horizontal axis in rough orcer of priority (or "the tome OOOO wnrainsr2018 ‘SAP e-book ota maclog order in which you would describe activities to explain the behavior ofthe system"). Down the vertical axis, it represents the increasing sophistication ofthe implementation, Given a story map so arranged, the fist horizontal row represents a "walking skeleton”. a bare bones but usable version of the product. Working through successive ows, fleshes out the product with adeltional functionality. [Bi Fecescz cctnton tbe In this figure you can see the three objectives ofthis lesson as user stories. Definition of Done ‘The user stories go through stages from new, through READY to DONE. ‘At minimum each project has to define what READY and DONE means. READY | (responsibility of PO, checked by tear) + Indicated thatthe story is ready for inelusion in a helo uf + Story needs to be © Business priority established defined and Understandable fo the team ‘© Small enough tof into the sort © Contains acceptance criteria (See examples of READY & DONE on next slide) Ten of READT oaOON How often have you heard someone say that something's dane, but wren you look more closely it really isn't done? Maybe a child says he is dane cleaning heirroom, but there are stil few socks under the bed. Ora student says they are done with their science project, but they stil ned to put together the binder that contains all the information on the experiment, (Or someone says they are done packing fr a trip, but forgot their passport tome OOOOrainsr2018 ‘SAP e-book Ineach of those eases, the person wasn't really done. They were almost done. In Agile so‘tware development. developers often use something called the definition of done (DoD) to dotermine when they are realy finishec with a piece of software. Agile software development is a way of developing software that focuses on producing small pieces of functionally at a quick pace and with frequent customer feedback, Ths s diferent from traditional development metnods that could leave team spending months working on a big application, only to learn that what they built wasn't really what the customer wanted. ‘This lesson will explain why a definition of done is important and provide a model you can fallow to prepare your own DoD. Keog in mind that a tearn's DoD willbe unique to that team's circumstances and type of work. Ths lesson presents an example, not strict instructions that every team must follow tothe letter. ‘Youwill see examples of Ready and Done inthe following figures. Te team will only take work into 2 Sprint when the folowing criteria are satisfied! ‘The epialstory is on the Corporate Backlog The Team understands the problem. The Team understands why this is important “This story has been estimated by the Team. ‘The Team knows how to demo this story to the Product Owner. ‘The Team has insight inthe context of the story. Acceptance criteria forthe Product Owner are clear and agreed upon. ‘Acceptance criteria for operations are clear and agreed upon Fagroi0? Exarpt Gatton easy ‘This is an example defrition of "READY" ~ ths can be customized for the local project terminology and Project Manager expectations. The team will only deliver products that satisfy the following erteria ¥ The software has been developed / configured. ¥ The software works technically correct. ¥ The software works functionally correct. The software has been documented appropriately. The software is deployed on the ‘TST’ environment. The agreed acceptance criteria from operations (see DoR) are ready. ¥ The team dashboard is up to date. Fgrei08 Bran Dtaionofbore ‘This s an example detrition of "READY" This can be customized. For example, you can be specific about the status of docurnents and wsibilty of objects in SolMan that you want to tome OSS a"rainsr2018 ‘SAP e-book ota maclog Te team will only go ve with produets that satisy the following criteria: The organization is ready to use the new software, The software has been accepted by QA The agreed acceptance criteria from operations (see DoR) are met. Thisis another exemale definition Review the fist side in this lesson again to see that you have a good understanding of Ready, DDone, and Shippable and the diferences between these three. 1. Backlog Refinement Sessions (Grooming) + Prout Backlog ter coming int ae ried ard fevsed by poste eure! andtean fer example we Pet wet + sedeg dal and estimates othe coming ems of th petit, bec + Usual coreures no more than 10% th capasty fhe tam 2. "Ready" User Stories (Spikes) «Determine User Stores which ned be made eae + ncorpeae thve io te spit planning mostre 1 Ready’ and Rear user stares ae wetted on npr + Task a cen to mato user sory rad The team need to have user stories Ready to be worked on, The sprint velocity would not be ‘Beod if the usr stories were not Ready! Sometimes we refer toa "Real" user story as one that was "Ready" andina sprint, being processed and on ts way to being "Ready’ LESSON SUMMARY You should now be able to: + Understand when a user storys done + Describe how much weneed to know of auser story before we takeit into the sprint + Outline how the Justi time principle works inthe project tomenaeeee wn‘Stoners Argh rere ‘SAP e-book Learning Assessment ‘definition of Ready signifies that a User Story has been completed, Determine whether this statement is true or false TO] tue False Regarding user stories and releases, which ofthe following steternents are correct? Choose the correct answers. [1 A Auserstory is too! used in Agile sottware development to capture a description fof software feature from an end-user perspective, The user story describes the ype lof user, what they want and hy. B Auser story helps to create a simplified description ofa requirement, © Areleaseisa deployable software package that isthe culmination of several iterations, Releases can be mace before the end ofan iteration, ‘Auser story map arranges user stories into @ useful model to help understand the functionality of the system, identity noles and omissions in your backlog, anc effectively plan holistic releases that deliver value to users and business with each release, Determine whether this statement is true or false. 0 tue False Inthe System conversion to SAP S/4 HANA Deploy phase, which ofthe folowing tasks are included? ‘Choose the correct answer, A Finaltesting B Hyper care support © Scheduling project plan 11 0 intertace setup wnrainsr2018 ‘SAP e-book Learning Assessment - Answers 1 Adefinition of Ready signifies that @ User Story has been completed. Determine whether this statement is true or false L] twe Ek] Face 2. Regarding user stories and releases, which of te following statements are correct? Choose the correct answers. Bk] A Ausersioryistoolusedin Al sotwar dovelentto capture a description Gra sottnare feature roman enduser perspective Te use try describes the ype often what they want andy. Bk] 8 Auserstory helps to create simplified eseriton ofa requirement i] © Aretsseis a ceployablesottvare package nats thecumation of several iterator. Releases canbe mace before the end fan teaton 3, Auser story map arranges user stories into a useful model to help understand the functionality of the system, identity noles and omissions in your backlog, anc effectively plan rolstic releases that deliver value to users and business with each release, Determine whether this statement is true or false EK] tae L Fase ‘Stoners Argh rererainsr2018 4 incu the System conversion to SAP S/4 HANA Deploy phase, which of the folowing tasks are Choose the covet answer Bk A Finattsting 11 8 Hiypercaresupnort 1 ¢ stheduing ret son 1b interace setup a"s90s2018 SAP e-book Lesson 1 Release Planning 8 Lesson 2 Sprint Cycle 7 Lesson 3 Testing and Deploy u2 UNIT OBJECTIVES Plan sorints for arelease Understans the estimation process Plan muliole releases in Agile project Describe how torun Realize phase in iterations Understand when we take auser story into‘ sprint and how we measure its completion Understan what is expected from tear members during the sprint Describe the test actives involved in an Agile project, Understanahow Aglle Sprints may be used wth Cutover tasks, Understand how customers optimize the solution operations ater the project is complete tomenaeeee OR wns90s2018 SAP e-book Release Planning Jig™)_ LESSON OBJECTIVES After completing this lesson, you willbe able to: + Plan sprints fora release + Understand the estimation process, + Plan multinle releases in Agile project Story Map ewe Lessors Wa Tits (Stay Mp) On our storyboard forthe course we now move to discuss the next level ‘Iterative Build") ~ equivalent to the next layer of praduet functionality tomenaeeee OOO wnrainsr2018 ‘SAP e-book In this figure, you can see the three objectives of the first lesson as user stories Release Planning ‘rsess Owner A : Fare Inthe coming slices we explore each of the above responsibilities, This figure shows the Release Planning elated activities in SAP Solution Manager. 1, Define Product Backlog 2. Proritize Product Backlog {3 Analysis of echnical Dependencies tome OSS wnrainsr2018 ‘SAP e-book Lesson: Rel Planing 4, Estimate Product Backlog '5, What will be shipped inthe Release 6. Complete Release Planning In the following sections, we discuss each of these as part of planning a release, ‘« Backlog represents list of requirements that have not ( ) becn ul ung he Busan Set ns ose 4 Sesame (iver tote bushes. L esere nerd «Prati Owner wl petite tenet conet ——|__ parapet Te lpmssue own a aaron maa ony cevtoteaion «= Filin:*How to damot which represents accoptance ‘teria forthe requirement and wil be used Guting the ‘prints. “= The Product Owmer owns the Project Backlog and conor defines the prices ether during the workshop o later. Project User Stories (Repent Guten h ‘iviuten Cer Eovecpmens) Taine PraestBacse The Produet Owner is responsible for dafining the product backlog, Inunit2 lesson two we discussed the documentation ofthe product backlog of requirements tom the business perspective inthe format of auser story How to establish clear prienities: Use columns “Pricrity Category” and “Priority + Inj projects, the Product Owner must prize © Rank’ In the Project force rank ist ofall requirements in project Backlog to prioritize backlog and sequence the + No two items can end up being Yequa’on the ist {requirements (or enample, have the same priory ad ranking). + Main reason for this iso prevent that everything is aad 288 Must Hl «The MSCW prioritization (Must-Have, Should- Have, Could Have, Would Have) is used for an Ina! grouping of requirements. + Secondary stop isto rank tems within the same prieny group. Finreiis 2, Pree Poe Bachbg ‘The Product Owner is responsible for prioritization ofthe product backlog, To plan release, itis important that we have a force rank lst of ll requirements. tome OOOOs90s2018 SAP e-book “Fla backog is hard to work wit “SAP historically rales on Business Procecs Mape + User Story Mapping is very ‘miler concept ~ Solution Map ‘or Business Process Map Drowde input to Story Mapoing + Plotting the requirements in sry map allows you prize the backlog and + User Story Map dives release Blanning (ascussed later inthis wnt) [6 2 rae ren Bachg: Use Stary Mapas Prvtaton Teche ‘The business process map provides input to story mapping. Plotting the requirements in a story map supports the priontzation of these requirements. ‘Ok but in orcer to realize that you oad To set ip your ‘Org Model fist. Pee T era Requirements ‘The Scrum Team is responsible forthe analysis of technical dependencies, ‘These dependencies are important to add {o the requirements listed in the Project Product Backlog. tomenaeeee OSOO wn