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Agile webinar pack (2)
This document discusses the differences between waterfall and agile development approaches for SAP projects. It notes that it is not an "either/or" debate, as both approaches have advantages and neither is suitable for all situations. The document outlines some of the benefits of each approach, such as shorter time to market with agile but more extensive testing and change management with waterfall. It then discusses five fundamentals for becoming more agile with SAP: creating an enabling environment, building an agile development model, using smart bundling strategies, automating processes and shifting testing left, and focusing on culture change.
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Agile webinar pack (2)
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- 3. Waterfall Agile & It isn’tan OR debate.
- 4. Waterfall Agile & It isn’tan OR debate. more Nor is it an “all or nothing” debate
- 5. Run,Support & Maintain Timeto Market Decide Design Build Test Stabilize Waterfall Long release cycles with many sub-projectswithin a release. Programsof work affect multiple business functions are requireextensive testing and business change management.
- 6. Run,Support & Maintain Timeto Market Decide Design Build Test Stabilize Waterfall Long release cycles with many sub-projectswithin a release. Programsof work affect multiple business functions are requireextensive testing and business change management. Panorama Consulting 2012 ERP Report TechEd 2014 questionnaire – 370 responses 12% 32% 41% 15% SAP ReleaseFrequency Monthly Quarterly 6 Months 9-12 Months Average ERP Implementation Time Reasonsbehind extended durations 2012 2011 Initial project scope was extended 29% 17% Organizational issues 20% 14% Data issues 17% 14% Resource constraints 17% 13% Trainingissues 15% 10% Technical issues 14% 7% Conflicts in priority of project 12% 10% Unrealistictimeline 11% 8% Vendor functionality issues 4% 8%
- 7. Run,Support & Maintain Timeto Market Decide Design Build Test Stabilize Waterfall Long release cycles with many sub-projectswithin a release. Programsof work affect multiple business functions are requireextensive testing and business change management. What if the next Uber, Netflix or Airbnb turns up in your marketplace here? ?
- 8. Run,Support & Maintain Waterfallcompetitive advantage Time to Market Vision Roadmap User Stories & Backlog Build Test Stabilize,Run, Support & Maintain Continuous / Agile Smaller releases are informed by an over-archingvision and softwareroadmap. Sprints of work may be isolated to specific business functions whilst still carrying their own integrationelement. The same activitiesare carried out, but on a continuous basis. Shorter Time to Market cycles Ability to Pivot Decide Design Build Test Stabilize
- 9. Run,Support & Maintain Waterfallcompetitive advantage Time to Market Vision Roadmap User Stories & Backlog Build Test Stabilize,Run, Support & Maintain Continuous / Agile competitive advantage Shorter Time to Market cycles Ability to Pivot Decide Design Build Test Stabilize Ability to Pivot
- 10. At regular intervals,the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Simplicity - the art of maximizing the amount of work not done is essential. The best architectures, requirements, and designs emerge from self-organizing teams. Working software is the primary measure of progress. Continuousattention to technical excellence and good design enhances agility. Businesspeople and developers must work together daily throughoutthe project. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changingrequirements, even late in development. Agile processes harness change for the customer's competitive advantage. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. The Agile Manifesto
- 11. Environment is a critical Enabler Buildan Agile Dev Model Create a Smart Bundling Strategy Automate and Shift Quality Left Culture First 5 fundamentals to becoming more agile with SAP
- 12. Move to more frequentreleases first Gradually increasing the pace builds team momentum and forcesa change in attitude Create hyper-connected communications Being frequently connected is fundamental to becoming more agile Start with a vision and roadmap Then let that inform your Dev plan Becoming more agile requires a mindset shift. Simply saying “we’re going agile” won’t be enough. Culture First
- 13. Environment is a critical Enabler Inorder to deliver at a faster pace, you need an environment that enables slow and fast moving changes to be delivered separately D T P
- 14. In order todeliver at a faster pace, you need an environment that enables slow and fast moving changes to be delivered separately Environment is a critical Enabler D T P D T requires robust parallel development
- 15. In order todeliver at a faster pace, you need an environment that enables slow and fast moving changes to be delivered separately Environment is a critical Enabler Culture First D T P D T requires robust parallel development merge without re-key
- 16. D T P Inorder to deliver at a faster pace, you need an environment that enables slow and fast moving changes to be delivered separately D T requires robust parallel development detect conflicts across parallel systems in real-time manage conflicts without CSOL merge without re-key Environment is a critical Enabler
- 17. D T P Inorder to deliver at a faster pace, you need an environment that enables testing on production-like data fast, reliable full or partial copy Environment is a critical Enabler
- 18. D T P Inorder to deliver at a faster pace, you need an environment that enables testing on production-like data virtualize pristine test systems P fast, reliable full or partial copy Environment is a critical Enabler
- 19. Dev Ops Business Streamline the wayyour business people, developers and operations teams interact because this is fundamental to agility. Find a way to track requirements (or user stories) well before Dev work starts Describe requirements with metadata to enable prioritization and reporting Once requirements enter the Dev process, your need complete visibility of all Dev activity to manage sprint and to collaborate back with the business Build an Agile Dev Model
- 20. Dev Ops Business Create a linkagebetween the way that work is managed and the actual objects that are being worked on – real-time change control Build an Agile Dev Model Create a link between the actual change (SAP transport) and the way it is described in your Dev management tool Improve build integrity by analyzing the content of transports (objects) to understand interdependencies Build an Agile Dev Model
- 21. Dev Ops Business Connect requirements withactual Dev activity Connect Dev activity with technical objects Requirements Activity Objects Build an Agile Dev Model Build an Agile Dev Model
- 22. It’s what youdon’t do that makes the difference – build a ‘hopper’ and start to manage what goes in to a sprint deliberately Build a ‘Hopper’ Lean Six Sigma Throughput WIP Dev management process and tools need to be able to ‘drip feed’ the pipeline – independently of transports Build an Agile Dev Model Create a Smart Bundling Strategy
- 23. Improve your bundlingability and more importantly, un-bundling ability Intelligently bundle what goes in to a Sprint Gain control of what can exit a Sprint (deployment)Ability to perform ‘late unbundling’ requires knowledge of interdependencies Build an Agile Dev Model Create a Smart Bundling Strategy
- 24. Maintaining pace indefinitelyrequires a slick Dev process. Automation is crucial to this. Dev Automated deployment from Dev > Test Workflow of approvals for deployments (with an audit trail) Preserve sequencing manage overtakes More precise deployment of the build and assisted cut-over Build an Agile Dev Model Automate and Shift Quality Left
- 25. In order todeliver working software frequently and welcome late changing requirements, shifting testing ‘left’ becomes critical Test Test automation is not Black and White - you don’t have to automate everything or nothing Focus on managing issues out early in the Dev process Embed automated checks in your change control process Content driven testing enables more efficient regression testing and means you can focus on making the right scripts better Build an Agile Dev Model Automate and Shift Quality Left
- 26. Build 1 2 3 4 5 6 1 2 3 4 5 1 3 4 5 6 7 8 9 Stabilize,Run,Support & Maintain F BIG parallel waterfall projectTest 6 F Roadmap 1 FWhat are these things? Transports? Remedy Tickets? Jira Tasks? Rows in Excel? Build an Agile Dev Model Automate and Shift Quality Left In order to deliver working software frequently and welcome late changing requirements, shifting testing ‘left’ becomes critical
- 27. Environment is a critical Enabler Buildan Agile Dev Model Create a Smart Bundling Strategy Automate and Shift Quality Left Culture First 5 fundamentals to becoming more agile with SAP
- 28. Questions…? Approve | Automate| Collaborate Sequence| Back-out Risk Guard | Deep Impact Analysis Test Impact Radar | Business ImpactAnalysis Dev Enforcer | 20+ Analyzers Multi-track | Merge | Cutover System Copy | Archive | Scramble go.basistechnologies.com/DevOpsDemo Diego Lo Giudice Principal Analyst Application Development & Delivery James Barter DevOps Solution Director Basis Technologies james.barter@basistechnologies.com