dawn baker oracle jd edwards matt geffken snp gl associates oracle confidential –...

Dawn Baker Oracle JD Edwards

Matt GeffkenSNP GL Associates

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |

The Agile Enterprise:Accelerate Business Innovation with Agile IT ProcessesCON7624


Customer Interaction

the Agile framework…

Self-directedTeams

Adaptability Flexibility

Iterative Development


“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” www.forbes.com

ProgrammingMarketing Family Business

http://www.forbes.com/

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Internal/Restricted/Highly Restricted 5

10 Ways Agile Can Improve your (non-software) Team

Daxko Blog: “10 Ways Agile Can Improve Your (non-software) Team”, www.daxko.com

• 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

http://www.daxko.com/


Two Agile Journeys….

Enterprise Software Development Software and Implementation Solutions

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | 7

agileAgile 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


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


Lessons from our Agile story….

Business Alignment

Empoweredteams

Continuous learning

Problem-solving framework


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”


Getting Started with Agile IT….

Enterprise Software Development

• Get trained and certified

• Top-down support

• Teams aligned to business

• Tooling or Post-its

• Get backlog and go!

• Gamify the rollout

Improve Business Results

Managing your Implementation with Agile IT Processes

Matt Geffken | 9/29/2014

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

| 13Agile IT Processes

6 Closing and Q&A

Introduction

Background


•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:

Introduction

Bottom Line Up-Front


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


1 Introduction


3 Turning Point


5 Project Examples

Agenda


6 Closing and Q&A

• 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


Working software over comprehensive documentation

-Agile Manifesto

Result = Schedule Overruns


Misalignment


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


Poor Focus


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

Task Switching Penalty =

Mechanics of moving to a new task +

Rework due to inopportune abort +

Immersion time for think-intensive tasks +

Frustration (emotional immersion) +

Loss of team binding effect

-Slack, Tom Demarco


1 Introduction


3 Turning Point


5 Project Examples

Agenda


6 Closing

Turning Point

Slack


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

Turning Point

Transformation Needs by Level


• 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…


1 Introduction


3 Turning Point


5 Project Examples

Agenda


6 Closing and Q&A

•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


•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


Sprint0 – Preparing to Fail!


Our 1st Burndown Report

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 | Sprint0

Scrum as a Wrapper


1 Tobias Mayer – The People’s Scrum


Current State


Retrospectives took us from “Scrummerfall” to Scrum

Use the following structure2 :•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


2 Esther Darby and Diana Larsen , Agile Retrospectives

Our Agile Implementation | Current State

Mapping of a Project Manager’s Responsibilities to Scrum1


PM Activity Product Owner ScrumMaster Dev Team

Integration X

Scope Macro Level Sprint Level

Time Macro Level Help team use time effectively Sprint Level

Cost X Story/task estimating

Quality X X X

Human Resource X

Communications X X X

Risk X X X

Procurement X

1 Kenneth S. Rubin – Essential Scrum

What did we do with our Project Managers?


1 Introduction


3 Turning Point


5 Project Examples

Agenda


6 Closing and Q&A

Project Examples

Agile in a Project Environment versus Development


Similarities•Scrum Principles Exist1

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

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


Project Examples

Transformation Project Delivery Framework


Project Examples

JD Edwards Transformation


Sprint # Sprint Goals Highlighted Stories

Sprint0 Initiation - Create Conversion Environment

Definition of Done, Configure Transformation Backbone customizations, Build Mapping Tables, Create Users, Training, etc.

Sprint1 Convert GL Convert Account Balances (F0902), Convert Transactions (F0911), Set up Master Data

Sprint2 Convert Financials Include Sprint1, Convert AR (F03%), AP (F04%), FA (F12%)

Sprint3…SprintGo-Live-1 …. Delivery additional conversion functionality incremements

SprintGo-Live Convert Entire JDE Configure system for Prod Server, Include conversion goals for prior Sprints

Project Examples

World to E1 Upgrade Delivery Framework


Project Examples

World to E1 Upgrade


Sprint # Sprint Goals Highlighted Stories

Sprint0 Initiation - Define Success Path Complete Fit/Gap -> Compile Backlog, Definition of Done, success criteria, set stakeholder expectations, etc.

Sprint1 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

Sprint2 Integration Include Sprint1, Integration testing, Add additional functionality from Test Plan, User Training, Retrofitting

Sprint3…SprintGo-Live-1 …. Delivery additional test upgrades, build in additional testing

SprintGo-Live Deployment Upgrade system for final time, Final acceptance


1 Introduction

2 Waterfall Issues

3 Turning Point


5 Project Examples

Agenda


6 Closing and Q&A


– Lyle Ekdahl, GM and Senior Vice President, Oracle JD Edwards

“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.”

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