#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
Accelerate business value realization from your S/4HANA investment using Agile Approach
October 18th, 2018
#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
© 2018 IBM and SAP Confidential
Key Objectives
Accelerate business value realization from your S/4HANA investment using Agile Approach- A Case Study of SAP S/4HANA 1709 Business Transformation at a Global Chemicals company
A. Learn how you can accelerate the SAP S/4 Implementation timelines by adopting Agile Framework and help chart out your Business Transformation Journey by understanding the key pre-requisites of Agile Business Transformation.
B. Understand the importance of clearly defining "Minimum Viable Product" and the key Agile Roles (Scrum Master & Product Owner) to focus on the Key Business Benefits tied to the business case of the program.
C. Walk-through a "Day in the life" of a Design Sprint and understand how you can increase the Business Adoption of S/4HANA Solution by leveraging a reference S/4HANA solution as a starting point and driving a strong Business participation throughout the S/4HANA Program.
D. Outline your SAP S/4HANA Roadmap to help implement the Digital Core and then layer on the new Digital Transformation Technologies by walking through the Lessons learned from Agile S/4HANA 1709 Implementation Journey at a Leading Global Chemicals company.
2
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© 2018 IBM and SAP Confidential
Agenda
A. Key Pre-requisites for Agile SAP S/4HANA Transformation
B. Key Agile Terms
C. Day in the Life of A Sprint
D. Lessons Learned from an SAP S/4HANA 1709 Implementation at a Chemicals Company
3
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© 2018 IBM and SAP Confidential
4
IBM Impact & SAP Model Company Partnership
https ://news.sap.com/2018/01/ibm-and-sap-combine-efforts-to-accelerate-sap-s-4hana-implementations/ https://www.youtube.com/watch?v=DGJPz2wpgXQ&feature=youtu.be
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© 2018 IBM and SAP Confidential
The NEW SAP® Model Company | Faster, Proven, Better
▪ Faster time-to-value through a jump-start for implementations, and fast, simple and flexible deployment of SAP innovations
▪ Lower riskthrough state-of-the-art architecture and best practices, proven end-to-end solutions and guidance
▪ Better resultsthrough focus on innovation and adoption instead of standard best practices and foundation
Accelerators
Market standard content
Configuration and how-to
guides, test and demo scripts,
implementation tools
Digitized Enterprise Best / Next practices.
17 Industries, 12 LoB’s, SAP Leonardo
enabled. Business process hierarchies, end-to-
end scenarios, process diagrams, roles.
Assembled-to-order
Partner framework
Available as a ready-to-run appliance -
assemble-to-order or pre-packaged -
applications, configuration, sample data
Asset engineering,
Collaborative Delivery Model,
Asset Governance
Interoperable Platform International Foundation
Activate Industry reference architecture Intelligent Enterprise framework
Localization enabled Leonardo innovation inside
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© 2018 IBM and SAP Confidential
“Which Benefits did you observe, using SAP® Model Company?”
• “Over 30% reduction in spending on custom developments and maintenance”
• “Reduction in discovery by >70%”
• “Reduction in overall project development phase by 50%“
• “Highly decreased project expenses due to fewer and more-effective meetings enabled through demos and effective workshops”
• “Significantly lowered project risks, since SAP Model Company services employ proven, compatible business process configurations, and allow companies to demonstrate actual system usage”
#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
© 2018 IBM and SAP Confidential
7
IBM Impact Industry Solutions
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© 2018 IBM and SAP Confidential
8
IBM Impact Industry Solutions Details
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Why Agile for SAP Projects?
Challenges Today Addressed by New Tools
• Late delivery of key deliverables during DBT cycles
• Late nights hours / weekends at end of DBT cycle to catch up
• Late discovery new requirements
• Insufficient focus on value generation(e.g. for R__EFW objects)
• Putting releases at risk by including too many 'improvements' that
can be delivered independently of a release
• Inefficiency (waste, program run rate is too high)
• Missed live environment components found after go-live
(organization/process/system integration)
• Trying to build functionality into SAP that SAP is not best suited for
• Resource contention between subsequent releases
• Scope control due to a lack of focus on value priority
• Too much Central; too little decentralization
• Process asset duplication, inconsistency, re-work
• Out of date documentation
• Documentation to transfer knowledge
• More releases per year
• Dedicated release teams that alternate between releases
• Continuous Improvement Program with monthly releases
• Deliver, review ‘Products’ every 3 weeks
• SAP Products are (chunks of) the End-to-End business scenario.
• Energizing team collaboration by autonomous E2E Scrum teams
• Teams are ~7-10 multidisciplinary staff who can autonomously
deliver their ‘Products’
• Fewer PMO processes, simplified status/progress tracking
• Less and only fit-for-purpose documentation
• Fewer hand offs – team collaborates and shares understanding
• Product Owners help teams by value focus and prioritization
• Deploy/Training representative part of autonomous team
• TFS
• SPS
Explorer
• Jira
Note: it will only work if you make it work!
9
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© 2018 IBM and SAP Confidential 10
Key Themes and Guiding Principles for S/4HANA Transformation
Simplification, Standardization & Automation
Culture Shift
Leadership & Organizational Focus
Process Orientation & Governance
Accountability
First, Do No Harm – Ensure business continuity with minimal disruption while we
fundamentally transform the business
Think One Lubrizol – Design what is best for LZ overall and commit to following that process
Skate to Where the Puck is Going – Design processes that set Lubrizol up for the next 20 years
One and Done - Strive for simplification, eliminating non-value added steps to improve the efficiency and effectiveness of internal processes
Challenge Exceptions – Limit customization to areas that are clear differentiators and
valued by our customers
Follow the Money – Concentrate on areas where we spend too much
Focus – Prioritize initiatives and allocate resources to achieve a successful transformation
Stop the Buck – Define clear accountability for decision making and performance
Measure Results – Assign a measurable benefit and an accountable owner for every
improvement initiative
Themes Guiding Principles
• Enterprise Focus - Design processes that will support
their growth for the next 20 years
• Simplification – Simplify, standardize and automate by
limiting customization to areas that are clear market
differentiators and valued by customers
• Accountability - Define clear roles (accountabilities),
responsible for decision making and performance, and
assign measurable benefits for every improvement initiative
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Incremental versus Iterative
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© 2018 IBM and SAP Confidential
Roles
Product Owner
Scrum Master
Team Member
Meetings
Backlog Grooming
Sprint Planning
Daily Stand-up
Sprint Review
Sprint Retrospective
Outputs
Product Backlog
Sprint Backlog
Potentially
Shippable
Release
Key Agile/Scrum Concepts
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• Teams assigned Scenarios (E2Es)
• 10 people max per team total
• Each team will have a designated meeting
area
1 Product Owner
per Scrum Team
1 Scrum Master
per Team
10 people max
per Scrum Team
Scrum Team and RolesBadge-less, Hierarchy-less, Geography-less
13
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• One Product Owner per Scrum Team
• Responsible for Business Value and ROI
• Identification (Who, What, Why, Acceptance Criteria) of features and Product Backlog Items
• Prioritization of features/Product Backlog Items in tandem with Scrum Master
• Review and acceptance of features/Product Backlog Items and help preparing Sprint Review
• PO should be dedicated and work closely with the team and the user
• PO represents the users in all aspects. PO has to be able to take decisions on behalf of user (consuming the value/output)
• PO will typically spend 50% of the time with the sprint team and 50% with the Users
• PO and user should not have more than 1 degree of separation
• There is no hierarchical relationship between the PO and the team members
• Participates in Meta-Scrum
Product Owner
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SAP Scrum Master
• Responsible for the success of the overall Scrum process, the Scrum Master does this by ensuring that the Scrum
Team adheres to the Scrum theory, practices, and rules
• Ensures that the team is fully functional and productive by protecting the team from outside disturbances
• Scrum Master Service to Product Owner:
• Facilitating Scrum ceremonies
• Work with Product Owner to update the Product Backlog to maximize value
• Understanding and Practicing Agility
• Scrum Master Service to Team Members:
• Coaching the team in self-organization and cross-functionality
• Scrum Master Tracks and removes impediments. Scrum Master escalates the impediments to the Leadership
team, if they are not resolved within the team.
• Scrum Master Service to the Organization:
• Working with other Scrum Masters of other teams to increase the effectiveness of Scrum in the Organization
• Participates in Scrum of Scrums
• Scrum Masters are NOT PMs
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• Self Organizing, Cross-Functional, with all the skills as a team necessary to create a product
increment
• Responsible for Organizing Tasks & Committing to Work
• Commits to the delivery of the top prioritized features/Product Backlog Items as defined by the
Product Owner for a Sprint
• Estimates how much they can deliver
• Individual Team Members may have specialized skills and areas of focus, but accountability belongs
to the Team as a Whole
• Presents Work Results to the Product Owner and any other interested parties
• Team members are badge less
• Team members are T-shaped (pick up multiple deliverables, not just their ‘specialty’)
• Team members should understand the business outcomes
SAP Team Members
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Must
Should
Could
Would
IBM Ascend Powered by SAP Activate
‘Quad A’Classification
Preassembly
Final
Preparation
Training
Delivery
Organization
Readiness
SIT / UAT
Tests
Training
Development
16
1514
13
1211
10
0908
07
0605
04
0302
01
00
Priority
Backlog &
Release Plan Explore
Sprints
1 - 3
Inte
gra
tion
Sprints
4 - 5
Inte
gra
tion
Delta Design
Solution
Validation
Selective Conversions/Interfaces
Sprints
6- 7
Inte
gra
tion
Sprints
8 - 10
Inte
gra
tion
Delta Design
Workflow
ReportsInterfaces
Conversions
EnhancementsForms
Should
Could
Would
Must
16
1514
13
1211
10
0908
07
0605
04
0302
01
00
Priority
Backlog & Release
Plan Explore
ExplorePrepare DeployRealize-TestRealize-Build
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© 2018 IBM and SAP Confidential
Sprint iterations are used to identify the backlog of work
Client
High-Level
Scope & Req’ts
In-Scope
EPICs(End to End
Processes)
Map
Client Req’ts to
User Story Library
In-Scope
User Stories
Refined with
Client
Assign Story
Points (Complexity Estimate)
to User Stories
Sizing /
Estimating
Sprint 0
Build Product Backlog – see example below
Over time, the IBM User Story Library
will be updated w/ Baseline Story Points
Design / Config. Sprints Core Build / Integration Sprints
Sprint 1Epic 1
O2C
AP
Stories
1, 5
Sprint 2 Sprint n
Prioritize
Backlog
Int.
Sprint
Create User Stories for
GAPs to Add to Product Backlog
Sprint 1 Sprint 2 Sprint n Int.
Sprint
INV
Stories
2,3,4
Epic 2
EAMGL
Stories
8, 10,
AM
Stories
25
Epic 1
O2C
AP
Stories
6,7
INV
Stories
9,11,14
Epic 2
GL
Stories
12,13
AM
Stories
30
Epic 1
O2C
AP
Stories
28,29
INV
Stories
20,21
Epic 2 EAM
GL
Stories
17
AM
Stories
34,35
AP
Stories
15, 27
INV
Stories
16
Epic 2
EAMGL
Stories
17
AM
Stories
31
AP
Stories
15, 27
INV
Stories
18, 19
Epic 2 EAM
GL
Stories
20,21
AM
Stories
32,33
AP
Stories
38,39
INV
Stories
22,23
Epic 2 EAM
GL
Stories
17
AM
Stories
36,37
Epic 1
O2C
Epic 1
O2C
Epic 1
O2C
E2E
Test
Assign
User Stories to
Sprints
SIT
VPT
UAT
Groom (Maintain)
Product Backlog
Prepare Explore Realize
18
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© 2018 IBM and SAP Confidential
Sprint Cycle Overview
19
1. Reference Value
• Provide process, value and strategic context
• Set boundaries
• Tie to Business Case, Value Drivers
2. Validation of SAP Solution using Quad A Framework (overleaf)
• Show and tell SAP standard key design elements
3. Delta Scope Prioritization
Workshop ASolution Validation
Workshop BDelta Design
6. Release & Sprint Planning
4. Delta Design
• Update Business Models and Process Design
• Solution Design and Visualization / UX
5. Verify & Accept
• Verify process & solution design
• Design Acceptance
Sprint Cycle Timeline
#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
© 2018 IBM and SAP Confidential
Sprint Cycle Timeline Overview
1. Execute Workshops
Demo Model Company/IMPACT solutions, Assess Quad-A
3. GAP - Assess
Disposition GAPs, Add user stories to backlog
2. Configuration
Create Config Rationale Doc, Configure, Test
6. Demo
Final demo of key user stories
5. WRICEF (for Build Sprints Starting in Sprint 2)
Create Func/Tech spec, Build. Test
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 Day 11 Day 12 Day 13 Day 14 Day 15
Timelines are illustrative
7. Closing Ceremonies
Sprint Retrospective, Backlog Grooming, Sprint Planning
Daily/Other Recurring : Daily Stand-Up, Scrum-of-Scrums, Integration Meeting
4. Additional Deliverables
Updated Workflow Diagrams(AWD), Business Process Procedures,
Security Roles, Controls, etc.
#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
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Workshop Execution & Documentation: Process Overview
Explore, Confirm and Identify GAPs leveraging the preexisting business processes, S/4HANA solution and other
tools. Documentation becomes a by-product of the process
Process Documentation
Organizational Change
Impact Assessment
Workshop and design
documentation of Key outcomes, Action Items,
GAPs, Issues….
Pre-assembled Solution
Documentation of
Standard Process Steps, Roles and Transactions
Walkthrough of End-to-End Transactions
Model Company/Impact Test
Scripts
Custom Dev
Func/Tech Spec
Documentation of functional
requirements to address GAP and support end to end processes
Process Flow Diagram
Visualization of process
flow
BPP Doc
Documentation of Process related
Org Change Impacts
Process & System
Replay
input to education
development
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#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
© 2018 IBM and SAP Confidential
Sprint Deliverable Execution: Configuration Process Overview
22
Configuration Rationale
Document
(posted in Focused
Build)
Optional – for Enterprise
Structure / Complex items
needing prototyping
Config in Sandbox
IBM/SAP
Config in Development Functional Unit Test
In Dev
SAP Test Suite
Business Process
Procedure (BPP) Document created and
posted in Focused Build
#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
© 2018 IBM and SAP Confidential
Sprint Deliverable Execution: GAP Lifecycle
23
Solution Review
Integration Team and
key PMO members review GAPS for Solution viability and
alternatives.
GAP Dispositioned
GAP dispositioned
and documented in Focused Build. Approved GAPS
converted into WRICEF type.
GAP Identified
GAP surfaces in
workshop or post-workshop activities
Governance
Approval
Escalation approval
based on governance levels, development time, and business
justification $ amount
Document GAP
GAP recorded in
Focused Build. WRICEF Type, Preliminary Solution,
and Business Justification, $ amount
documented.
#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
© 2018 IBM and SAP Confidential
Sprint Deliverable Execution: WRICEF Process Overview
24
Combined Functional/Technical
Spec
(posted in Focused Build)
Worked in parallel with Dev. Build
Functional Unit Test
SAP Test Suite
Approved GAP
Always Finalize in Development Env
Iterative Agile Development
Process
Use Sandbox As Necessary
Business Process
Procedure (BPP) Document created and
posted in Focused Build
#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
© 2018 IBM and SAP Confidential
End of Sprint Lifecycle: Review Definition of Done 1/2
25
Phase Work Item Definition of Done Deliverable
Both Prepare, Execute, and Document
Workshop
Workshop delivered
Workshop Documentation Template (WSD) posted in Focused Build
WSD (Focused Build)
Both Business/Security Roles Business Role defined
Security Roles required validated by security team
TBD
Explore Complete FIT to Standard Analysis
Explore Change Impact Assessment Change Impacts identified and documented in WSD
Change Impacts reviewed with OCM team
WSD (Focused Build)
Explore Define, Submit, and Disposition
GAP
Gaps dispositioned (deferred, rejected or approved) GAP (Focused Build)
Both Key Data Element Key Data Element Updated to reflect process impacts
KDE Posted in Solman
KDE (Sharepoint)
Both Configuration Configuration Rational Document (CRD)Created, posted in Solman
Configuration Performed
Configuration Functional Unit Tested, (ALM)
CRD (Focused Build)
FUT (Focused Build / SAP Test Suite)
Explore Localization Impact Identified Localization Impacts Identified. Legal Regulatory Status Confirmed.
Gaps created and dispositioned if required, or Config created if
required.
GAP (Focused Build)
CRD/FUT (Focused Build/SAP Test
Suite)
#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
© 2018 IBM and SAP Confidential 26
Phase Work Item Definition of Done Deliverable
Explore Activity Workflow Diagram (AWD) (Process
Flow)
AWD Completed and posted in Focused Build AWD (Focused Build)
Both Governance Risk Controls (GRC) / Process
Controls
Internal controls has identified if process requires any Key
Controls
Processes able to be monitored through GRC are identified
TBD
Both Business Process Procedure (BPP) BPP Updated and posted in Focused Build
BPP turned over and initial review done by training team
BPP
Build WRICEF (Workflow/ Reports/ Interfaces/
Conversions/ Enhancements / Forms)
Functional Technical Spec (FTS) (Merged functional/technical
spec) completed and posted in Solman
Build completed
FUT test complete and results posted (ALM/Worksoft)
Product Owner signoff of FUT results
Conversion team consulted for CDD updates
FTS (Focused Build)
FUT results (Focused Build/SAP
Test Suite)
Both Cutover Impacts Business Cutover Impacts Identified and Documented
Technical Cutover Impacts Identified and Documented
Cutover Strategy Document created/updated
Cutover Strategy - Sharepoint
Both Interim Impacts Assessed and Gaps created Interim state assessed (some waves lives, some not on S/4),
and gaps created and dispositioned
GAP (Focused Build)
Both Reporting Impacts Assessed against strategy Reporting gaps created and dispositioned against standard and
project reporting strategy
GAP (Focused Build)
Explore Opportunities for Robotic Process
Automation Assessed
Opportunities documented as WRICEF GAPS of type “A” for
Automation. Objective of 10 overall, focusing on external
interactions, highly repetitive processes.
GAP (Focused Build)
End of Sprint Lifecycle: Review Definition of Done 2/2
#NP#_J VDf b4I wEP5XSB/Mlgm2Kkp9K1AFHaYDp3HpC0LZDBs1ULMHo3/7WpZc7r777r sf uRsoCrC4gbaKS7AACEJt xoH7UJ cMx0dhrsQTcicYuwjOJ nM Pv8AxhM98BIagPJ v+XAvX8quxNnHqHzV9MkxyLlrZyUpZTP6Klslzo0xLHOr iihJ /uzkc1jRJ 39j+lbr4g8yxd/S0pLpoRbDg/L0Tbcd5LcpPwfnOI Y4VSFlbA4vlr WpEq9Omu36rvFGdt fo5RZxnhNnJ 4I E0uoi87gewlGZ0a7iQHMcmBhFN4qBXRfGeZg/kMLbTuy//92mkeoAD16d06dkQedieen5oY9ekeEqIu5yhMdXvuv8B_#NP#
© 2018 IBM and SAP Confidential
End of Sprint Lifecycle: Execute and Document Demo
• Schedule Demo sessions for 13th/14th day of the sprint (Wednesday/Thursday)
• Demos should show those items that were adjusted/built during the sprint cycle
• Several user stories can be combined into one Demo session depending on audience, scheduling requirements, etc.
• Simpler user stories that did not require adjustment may not even need to be demoed – initially in earlier sprints may default to showing more rather than less.
• Use the User Story / Demo Sign Off Template to document the results of the Demo session and record GPO sign-off. You can record which user stories were covered in the demo, which got full agreement, and what key stakeholders were in attendance, as well as key action items and issues coming out of the demo session.
• After the Demo, record the template in Focused Build by linking it to all appropriate user stories, as well as recording any open issues in Sharepoint.
27
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© 2018 IBM and SAP Confidential
Lessons Learned
1. Having a Reference System ready is critical for the success of the Agile S/4HANA Transformation
2. Do NOT Agile the Methodology. Define the Methodology, Train the Project Team and then Execute As per the Methodology. Conduct a Sprint 0 to make sure the Project Team has understood the Key Concepts
3. Agile Methodology does NOT reduce the rigor or discipline needed in Large Business Transformation Projects → Define the definition of “DONE” early in the project life-cycle.
4. Establishing Agile Methodology might need MORE people, especially from Business.
5. Integrate Security, Training, Testing, Data as part of the Sprint Planning and Execution. Do not wait for the Sprint to be over to fill in the Gaps.
28
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© 2018 IBM and SAP Confidential
Contact Information
29
Shivesh Sharma, Partner (Chemicals & Petroleum), IBMEmail: [email protected]
Frank Ruland, Global Vice President Partner Management Energy & Natural Resources Industries, SAP Email: [email protected]