how "agile" helps localization with an old dilema

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“How Agile helps Localization with an old Dilemma!”

Matthias Caesar, iLocIT!

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Outline - The Project

Localization of SAP Applications at a German DAX30 company Past Present Future

… and why Agile?

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Many HEADs, No ownerad-hoc, ‘after-thought’,no planning, no awareness

Past

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Main reasons for looking at “Agile”

a) The time-to-market for a Change or a Fix is ~200 days due to functional as well as technical system landscape complexity

b) There is a back-log of ~200 tickets. Business grows weary of this

c) Ping-pong between DEV and QAS systems causes too much disturbances

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5Put the project (back) on track!

But which track,

actually?

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Agile and Localization

Oh no, this means more frequent and much smaller handoffs, so much more overhead!

….

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The “Agile Manifesto” – the basics

“Agile” methodologies value:

Individuals and interaction over Processes and tools

Working software over Comprehensive documentation

Customer collaboration over Contract negotiation

Responding to change over Following a plan

That is, while there is value in the items on the right, the items on the left are valued more.

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“Agile” methods compared to Waterfall

Key characteristics of ‘Waterfall’ • Plan-Ceremony driven • Command and control management • Single pass waterfall (Sequential model) • Success = compliancy predictive plan • Progress = ‘deliverables’

– Specs/design/code/reviews/signatures

• Resisting/blocking ‘change’

Key characteristics of ‘Agile’ • End-user representative working in one

multidisciplinary team with developers and tester(s); preferably co-located

• Servant-leadership Subtle control • Iterative-incremental process, MoSCoW,

continuous integration, prototyping • Success = business value • Progress = working software • Progressed understanding is factored in

immediately analyze design

build

test

A

D

C

T

A

D

C

T

A

D

C

T

A

D

C

T

Iterationsor ‘Sprints’

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Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License

“Agile” methods compared to Waterfall

Key characteristics of ‘Waterfall’ • Plan-Ceremony driven • Command and control management • Single pass waterfall (Sequential model) • Success = compliancy predictive plan • Progress = ‘deliverables’

– Specs/design/code/reviews/signatures

• Resisting/blocking ‘change’

Key characteristics of ‘Agile’ • End-user representative working in one

multidisciplinary team with developers and tester(s); preferably co-located

• Servant-leadership Subtle control • Iterative-incremental process, MoSCoW,

continuous integration, prototyping • Success = business value • Progress = working software • Progressed understanding is factored in

immediately analyze design

build

test

A

D

C

T

A

D

C

T

A

D

C

T

A

D

C

T

Iterationsor ‘Sprints’

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“Agile” terminology, mechanics and principles

The core mechanics • Roles Agile Team

– Scrum Master – Product Owner – Agile Core Team 3-9 people

• Events – Sprint Planning – Daily Scrum – Sprint Review (Demo + Retrospective)

• Artefacts – Product Backlog – Sprint Backlog – Progress Trends

The core principles • Shared Visual workspace

– Remove all physical barriers – Transparency & Visual Management – Face-to-face communication

• Self-organizing – Empowered cross-functional Teams – Incremental design and architecture – Inspect & adapt

• Empiricism – Closed-loop process control – Knowledge from experience – Detect & eliminate variances

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“Agile” terminology, mechanics and principles

The core mechanics • Roles Agile Team

– Scrum Master – Product Owner – Agile Core Team 3-9 people

• Events – Sprint Planning – Daily Scrum – Sprint Review (Demo + Retrospective)

• Artefacts – Product Backlog – Sprint Backlog – Progress Trends

The core principles • Shared Visual workspace

– Remove all physical barriers – Transparency & Visual Management – Face-to-face communication

• Self-organizing – Empowered cross-functional Teams – Incremental design and architecture – Inspect & adapt

• Empiricism (Pragmatism) – Closed-loop process control – Knowledge from experience – Detect & eliminate variances

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Facts on “Agile” methodologies Gartner (2010): ‘Agile is now a mainstream, mature and proven set of

development methods. SAP AG adopted Agile methodologies internally back in 2009 Gartner (2012): ‘Traditional projects need to look past the development

process to find valuable practices in Agile’ SAP (2012) says amongst others: “With an Agile approach you gain buy-in and

build confidence through early review cycles: receive early and frequent confirmation on requirements”

SAP AG (2012) claims Agile has been used successfully in projects of various sizes / scope

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Agile SAP Ways of Working

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What does a Sprint look like?

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What roles are impacted by “Agile” Ways of Working?

Most Impacted• Business user / ‘Product owner’

• System Architect

• ‘SCRUM Master’

• Template Development team member

• Testers

• Functional Enhancement Project Manager

Impacted• Change Manager

• Project manager

• Trainers

• Application Support

• Application Operations

• Translators

• Documenters

• Security team

• Master Data team

• Business analysts

Synergies

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almost ONE ownerScheduled

Present

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Agile! – what change(d)? Localization became part of the planning Localization starts with the project (not after) Localization is needed to meet the goal Localization workflow (semi-)automated (future)

Agile

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ONE, and only one, OWNER

Synchronized

Future

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Good Luck!

and…

Thank you 15 April 2023

iLocITIm Papenkamp 20D-44267 Dortmund

p +49.231.9159631f +49.231.9159694e info@iLocIT.de

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