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Dawn Baker Oracle JD Edwards Matt Geffken SNP GL Associates Oracle Confidential – Internal/Restricted/Highly RestrictedCopyright © 2014, Oracle and/or.

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Presentation on theme: "Dawn Baker Oracle JD Edwards Matt Geffken SNP GL Associates Oracle Confidential – Internal/Restricted/Highly RestrictedCopyright © 2014, Oracle and/or."— Presentation transcript:

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2 Dawn Baker Oracle JD Edwards Matt Geffken SNP GL Associates Oracle Confidential – Internal/Restricted/Highly RestrictedCopyright © 2014, Oracle and/or its affiliates. All rights reserved. | The Agile Enterprise: Accelerate Business Innovation with Agile IT Processes CON7624

3 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Customer Interaction the Agile framework… Self-directed Teams Adaptability Flexibility Iterative Development

4 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | “The best-kept secret in management today: Agile” “Disciplined execution crushes innovation, and innovation by its nature is undisciplined…” “Major management breakthroughs enabled teams to systematically achieve both disciplined execution and continuous innovation.”* *Steve Denning, “The Best-Kept Management Secret on the Planet” ProgrammingMarketingFamily Business

5 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | 10 Ways Agile Can Improve your (non-software) Team Oracle Confidential – Internal/Restricted/Highly Restricted5 Daxko Blog: “10 Ways Agile Can Improve Your (non-software) Team”, Eliminate waste Self-organizing teams Inspect & adapt Outcomes vs. Output Have fun! Eliminate waste Self-organizing teams Inspect & adapt Outcomes vs. Output Have fun! Break things down Work transparency Track your progress Embrace change Daily stand-up meeting Break things down Work transparency Track your progress Embrace change Daily stand-up meeting

6 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Two Agile Journeys…. Enterprise Software Development Oracle Confidential – Internal/Restricted/Highly Restricted6 Software and Implementation Solutions

7 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |7 agile Agile development, an incremental and interactive approach to engineering that enables product development to iterate and pivot to customer and market feedback*. Enterprise software Many customers Time-to-market critical Large distributed team Disciplined execution Iterative-Incremental The Oracle JD Edwards Story…. *The Start-up Owner’s Manual: The Step-by-Step Guide for Building a Great Company, Steve Blank and Bob Dorf

8 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | An Oracle JD Edwards agile story… Challenging goal Large, distributed team New technology ramp Device variations Technical dependency External dependencies New process – Scrum New tools – JIRA+ Just do it. Rework - customer feedback Rework – technology uptake Staffing changes Dependency challenges

9 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Lessons from our Agile story…. Business Alignment Empowered teams Continuous learning Problem-solving framework

10 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Lessons from our Agile story…. “It will seem chaotic for 2 sprints” “Most problems are old problems” “Trust the process” “Take it to the team”

11 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Getting Started with Agile IT…. Enterprise Software Development Oracle Confidential – Internal/Restricted/Highly Restricted11 Get trained and certified Top-down support Teams aligned to business Tooling or Post-its Get backlog and go! Gamify the rollout Get trained and certified Top-down support Teams aligned to business Tooling or Post-its Get backlog and go! Gamify the rollout

12 Improve Business Results Managing your Implementation with Agile IT Processes Matt Geffken | 9/29/2014

13 Improve Business Results Managing your Implementation with Agile IT Processes 1 Introduction 2 Characteristics of a Non-Agile Organization 3 Turning Point 4 Our Agile Implementation 5 Project Examples Agenda | 13 Agile IT Processes 6 Closing and Q&A

14 Introduction Background | 14 Agile IT Processes Director of Business Landscape Transformation (BLT) at SNP  Product Owner for Transformation Backbone Automated, off-the-shelf software for executing ERP Transformation Oracle Validate Integration for JD Edwards Transformation  Director for BLT consultants delivering Transformation Backbone projects  50+ JD Edwards Transformation Project Certified Scrum Product Owner (CSPO) Certified Scrum Master (CSM) Project Management Professional (PMP) My Resume’s Path to Agility:

15 Introduction Bottom Line Up-Front | 15 Agile IT Processes In revealing our path to Agility, you can: Identify key issues created by non-Agile processes Understand what is needed to become Agile In providing real Agile project examples, you can: Determine what an Agile organization should look and feel like Begin to build or improve the framework for delivering your Agile projects

16 Improve Business Results Managing your Implementation with Agile IT Processes 1 Introduction 2 Characteristics of a Non-Agile Organization 3 Turning Point 4 Our Agile Implementation 5 Project Examples Agenda | 16 Agile IT Processes 6 Closing and Q&A

17 Complete set of possible plans  Do you need separate Time, Cost, Quality, Human Resource, Communications, Risk, and Procurement Management Plans?  Do you need them all before you start the project? Complete set of possible features  Low priority features consume considerable design and analysis time Characteristics of a Non-Agile Organization Comprehensive Documentation | 17 Agile IT Processes Working software over comprehensive documentation -Agile Manifesto Result = Schedule Overruns

18 Characteristics of a Non-Agile Organization Misalignment | 18 Agile IT Processes Result = Costly Reworks Requirements Evolve Hope changes are accurately reflected in documentation Infrequent Deliverable Reviews Status meetings aren’t enough Deliverables not aligned with goals Often found in late stages

19 Characteristics of a Non-Agile Organization Poor Focus | 19 Agile IT Processes Result = Task Switching Penalties Limited Prioritization Low priority tasks are delivered along with higher priority items Command and Control Culture Excessive status update and resource leveling meetings 100+% Resource Utilization Many simultaneous tasks Excessive Work in Progress - WIP

20 Improve Business Results Managing your Implementation with Agile IT Processes 1 Introduction 2 Characteristics of a Non-Agile Organization 3 Turning Point 4 Our Agile Implementation 5 Project Examples Agenda | 20 Agile IT Processes 6 Closing

21 Turning Point Slack | 21 Agile IT Processes 1 Slack – Tom Demarco Loss of Slack Task Switching Penalties Schedule Overruns Costly Reworks Our goal was to become as efficient as possible. We lost our slack in pursuit. Slack – the degree of freedom required to effect change. Became reactive, not proactive

22 Turning Point Transformation Needs by Level | 22 Agile IT Processes Open-mindedness Safety and freedom to rebuild Trust Upper Management Remove impediments Cultivate teams Middle Management True belief Thorough understanding Delivery Ground Floor Identifying the need to transform was difficult. Implementing the transformation was even harder…

23 Improve Business Results Managing your Implementation with Agile IT Processes 1 Introduction 2 Characteristics of a Non-Agile Organization 3 Turning Point 4 Our Agile Implementation 5 Project Examples Agenda | 23 Agile IT Processes 6 Closing and Q&A

24 Sent out a Scrum “agent” (me!) to understand the basics  Read books, attended webinars, took certification classes Hired a Certified Scrum Trainer (CSC) to come to SNP  Taught the core team AND management  Provided insights about our organizations specific needs Implementation started with software development teams  “Easiest” fit for Scrum framework and Agile processes As experience grew, rolled Scrum out to our functional teams  Wanted to iron out many of the core, essential practices before “adapting” Scrum to functional groups Our Agile Implementation Approach | 24 Agile IT Processes

25 Lots of moving parts  Adopted JIRA and JIRA Agile to support our Scrum implementation Migrating old issues into estimated, prioritized Stories and Epics  Establishing a rhythm Finding time for Conversation (estimation, planning, scrums, retro’s, etc.)  What’s our velocity? How do we estimate? Obvious bad habits emerged right away  Product Owners still wanted to run “command and control”  “Do we really need to do retrospectives??” – anonymous team members  15 minutes Scrums turning into 30 minute design sessions  Trying to map Story Points to time  Breaking stride – caving to the “Give me one more day to finish this story!” request “Scrum will help you fail in 30 days or less.” – Ken Schwaber c2001 Our Agile Implementation Sprint 0 – Preparing to Fail! | 25 Agile IT Processes

26 Wrapping Scrum around existing engineering practices is not Agile! 1 We lacked:  Pair programming  Early acceptance testing  True self-organization  Estimation Meetings – backlog grooming NOT done during Sprint Planning sessions  Componentized design “It isn’t enough to assume that because a team is ‘doing scrum’ that agile engineering practices will begin to change. They wont. And they don’t.” – Tobias Mayer, The People’s Scrum Our Agile Implementation | Sprint 0 Scrum as a Wrapper | 26 Agile IT Processes 1 Tobias Mayer – The People’s Scrum

27 Our Agile Implementation Current State | 27 Agile IT Processes

28 Retrospectives took us from “Scrummerfall” to Scrum Use the following structure 2 : Set the Stage  State purpose and goal for the session Gather Data  Create a shared picture – a single empirical truth - of what happened Generate Insights  Ask “why?” and determine strength and weaknesses Decide what to do  Pick top items from Generate Insights Close the retrospective  Document the experience and plan the follow-up Our Agile Implementation | Current State Retrospectives | 28 Agile IT Processes 2 Esther Darby and Diana Larsen, Agile Retrospectives

29 Our Agile Implementation | Current State Mapping of a Project Manager’s Responsibilities to Scrum 1 | 29 Agile IT Processes PM ActivityProduct OwnerScrumMasterDev Team IntegrationX ScopeMacro LevelSprint Level TimeMacro Level Help team use time effectively Sprint Level CostXStory/task estimating QualityXXX Human ResourceX CommunicationsXXX RiskXXX ProcurementX 1 Kenneth S. Rubin – Essential Scrum What did we do with our Project Managers?

30 Improve Business Results Managing your Implementation with Agile IT Processes 1 Introduction 2 Characteristics of a Non-Agile Organization 3 Turning Point 4 Our Agile Implementation 5 Project Examples Agenda | 30 Agile IT Processes 6 Closing and Q&A

31 Project Examples Agile in a Project Environment versus Development | 31 Agile IT Processes Similarities Scrum Principles Exist 1  Focus Prioritized backlogs Scrum task boards  Alignment Delivery early and often Frequent conversations  Artful Making Team as whole > sum of parts  Self-organization No internal command and control Differences Rhythm – an alternative beat  Scrum meetings occur less frequently Team members on multiple projects Client unavailability Teams are even more distributed  Both client and internal staff on teams Clients often have waterfall PMO’s  External command and control 1 Tobias Mayer – The People’s Scrum

32 Transformation Backbone – an off-the-shelf software for ERP-aware, holistic, context sensitive, and automated transformation of business applications. Full transactional history conversion Pre-defined transformation content and scenarios Complete audit trail Agile business and technical rule configuration Project Examples JD EdwardsTransformation with SNP | 32 Agile IT Processes

33 Project Examples Transformation Project Delivery Framework | 33 Agile IT Processes

34 Project Examples JD Edwards Transformation | 34 Agile IT Processes Sprint #Sprint GoalsHighlighted Stories Sprint 0 Initiation - Create Conversion Environment Definition of Done, Configure Transformation Backbone customizations, Build Mapping Tables, Create Users, Training, etc. Sprint 1 Convert GL Convert Account Balances (F0902), Convert Transactions (F0911), Set up Master Data Sprint 2 Convert Financials Include Sprint 1, Convert AR (F03%), AP (F04%), FA (F12%) Sprint 3 …Sprint Go-Live-1 …. Delivery additional conversion functionality incremements Sprint Go-Live Convert Entire JDE Configure system for Prod Server, Include conversion goals for prior Sprints

35 Project Examples World to E1 Upgrade Delivery Framework | 35 Agile IT Processes

36 Project Examples World to E1 Upgrade | 36 Agile IT Processes Sprint #Sprint GoalsHighlighted Stories Sprint 0 Initiation - Define Success Path Complete Fit/Gap -> Compile Backlog, Definition of Done, success criteria, set stakeholder expectations, etc. Sprint 1 Base Upgrade Copy and Upgrade DB, Develop test plan, App configuration, Create specs for interfaces, reports, customizations, etc. requiring retrofitting, focus on specific JDE Modules Sprint 2 Integration Include Sprint 1, Integration testing, Add additional functionality from Test Plan, User Training, Retrofitting Sprint 3 …Sprint Go-Live-1 …. Delivery additional test upgrades, build in additional testing Sprint Go-Live Deployment Upgrade system for final time, Final acceptance

37 Improve Business Results Managing your Implementation with Agile IT Processes 1 Introduction 2 Waterfall Issues 3 Turning Point 4 Our Agile Implementation 5 Project Examples Agenda | 37 Agile IT Processes 6 Closing and Q&A

38 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | – Lyle Ekdahl, GM and Senior Vice President, Oracle JD Edwards Oracle Confidential – Internal/Restricted/Highly Restricted38 “Like you, JD Edwards is being impacted by macroeconomic forces and new disruptive technologies. To remain viable, we must continually consider adjustments in our business processes and the technologies we use. One key example is our recent move to the Agile SCRUM development process. The Agile process enables us to rapidly drive innovation and business value into our solutions, thus enabling you to adopt disruptive technologies and new processes that can drive your business success.”

39 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |Oracle Confidential – Internal/Restricted/Highly Restricted39

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