Download - Workshop Facilitation - Guide_v07
Blueprinting WorkshopFacilitation and Agile Techniques
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Agenda
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Start A ContentsPurpose of Blueprinting Workshops
08:30 09:30 Prepare for Blueprint WorkshopsAgile techniques
Conduct and Facilitate Blueprint WorkshopsShow and Tell Approach
09:45 11:30 Complete Blueprint Workshops
13:00 14:15 Wrap up and Open Questions
14:30 15:30
15:30 16:00
Purpose of Blueprinting Workshops
The primary objective is to have an approved body of Blueprint deliverables to move into the Realization phase
Ensure that SAP implementation meets your business requirements across stakeholders
Document business requirements that will be implemented during Realization
Workshop is high level (60% captured here) Sandbox goes into more detail (takes it to 80%) Remainder is finalized during Realization up to
configuration baseline Document To-Be business processes Discover, clarify and negotiate solution design Prevent the need for rework during Realization
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Effective Blueprint Planning and Execution
SCHEDULE
Schedule Workshops
Schedule Workshops
PREPAREDistribute Guidelines and Org Structure Materials
Distribute Guidelines and Master Data Materials
Distribute Guidelines and Bus Process Materials
Preparing for Blueprinting Defining the Business
CONDUCT COMPLETEConduct Org Struct. Workshop
Conduct General Requirements Workshop
Conduct Business Process Workshop
Conduct Detailed Requirements Workshop
Recommend and Approve Structure
Complete Business Blueprint
Blueprint Document Review and Sign Off
Supporting Tools – Solution Manager, NA WBSQuestionnaires and Templates
Organizational Structure
Gen. SettingsMaster Date
Business Process
PLAN AND PREPARE
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General Preparation
Good preparation attribute to at least 50% of workshop success Understand the Customer
Understand customer’s business needs and pain points Understand the Value Drivers Get a sense of the business benefits that SAP will bring
Understand the Industry and its Policies / Regulations Understand the Process and Solution Scope the implementation (SOW) Gather output content from any previous process workshops held to date within the
company (e.g., Scoping) - Avoid rework Where applicable, review other readily available information regarding “current
state” of process area, including legacy systems Understand SAP functionalities
Determine Best Practices that can be leveraged Are there any white papers that will facilitate the discussion on this topic? (Sources of information
might include www.help.SAP.com, AMR or your SAP Consultant)
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Your pre-work – Build the Roadmap to where you want to be
Before the workshops even beginKnow what you want to get out of your workshops What information, content are you expecting to produce? What does it look like? Summarize business benefits you need to address? Summarize current pain points that you need to address? What are the anticipated organizational impacts from changing and improving the
process?
Build it and Share itMake sure you and the customers are in agreement on where we need to go and set expectations early
Build a Roadmap for “Acceleration”
Best Practices Preconfigured solutions Based on BC sets and Solution
Documentation
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Rapid Design - Show and Tell Early visualization of solution in Blueprint Iterative development paired with conference room pilots
Value Prototyping Scope is based on Areas of interest / pain
points Presales or Blueprint n-Time Boxed Implementation Periods (4
weeks) Lab environment to configure
Q-Gates as Frequent Inspection Point Defined product and implementation increments n-Time Boxed and inspected at every increment Incremental acceptance across the life cycle
CONDUCT
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Level set all participants at the start of each workshop
At the start of each workshopEstablish goals at beginning of each workshop What will they accomplish by the end of the workshop? Make sure they know the value of their work
Make sure participants understand the process you will use Give them an overview of the entire requirements process Describe the level of work are they focusing on for this session Timeline for accomplishing the work
Set agreed upon ground rules for participation Starting on time One voice at a time Turn off cell phones Decisions – when is it final; when can it be revisited; when should it be
delayed
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Engage the team in Workshop activities
SAP Facilitator Consultant Team Leads
Customer Facilitator
Customer Team Leads
Scribe [Name]
Time Keeper [Name]
Subject Matter Experts
[Name]
Other Attendants
[Name]
Define roles and responsibilities!
Per Scenario
Per Process
Workshop Process – Part 1Solution Demo Approach
Reference• Use
predefined standards and content to illustrate end-to-end processes
• Build on Value Drivers
Visualize• Use
sandbox to show and tell SAP standard key design elements
Listen & Engage• Determ
ine Business requirements and potential Gaps to Standard
Complement• Modify
process models
Verify• Verify
though mock ups or Sandbox Functionality
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Visualize, Engage, Stay Focused! Improve mutual understanding Visualize options Reduce margin of errorby Deriving process models from
Process Model Repository (Solman) Leveraging Best Practices content
to illustrate end-to-end scenarios Leveraging Process Documentation
in Solution Composer to jump start work shop conversation
Building on Value Drivers (BTC deliverables / Business Case)
Utilizing a Sandbox, or Consultant IDES system to present potential solutions
Iterative Approach to Process and Solution Design driven by process de-compositions
Per critical Development
Understanding the Process – Part 1 Mock-Ups in Blueprinting
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Define• Identify
development requirements
• Prepare Functional Specifications
Model• Visualize
Development by using iRise or Snag-IT
Verify• Verify
though mock ups or Sandbox Functionality
• Present Mock Up
• Elicit feedback
Visualize, Engage, Stay Focused! Improve mutual understanding Visualize options Reduce margin of errorby Identifying critical development
items Preparing Mock-Ups to verify Include Mock-Up result in Functional
Specifications
Iterative Approach to verify critical Development Items
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Gathering Requirements – Listen and encourage TalkingGathering InformationRefer - Start with the process flow Provides a good visual of where you are going Can use the flow as a systematic approach to gather all requirements
Visualize – Write, Draw, Go Big, Engage through teamwork Identify what you are focused on Capture responses on board or flip chart Use enough detail to be able to refer back to when building out the Business Process and
Requirements Document
Listen - Ask open ended questions to get information What do you need to do? How does that work? Why is that important?
Use close ended questions to confirm Is this what you mean ….. Will this work?
COMPLETE
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Make deliberate decisions
Getting to a DecisionValidate the information Rephrase what you heard and ask if this is correct
Seek consensus Regroup after Break Outs, let participants present Ask participants if they are in agreement
If yes – sign off and move on to next If no – explore points of disagreement
Don’t expect to get 100% agreement on every point Always confirm decisions before moving to next item
Either repeat the decision or ask one of participants to frame the decision Confirm with other participants – Is this what we decided? Document Key Decision
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Balancing act – getting the information you need in the time allowed
Controlling the flow of the discussionKeep discussion focused on topic at hand Close off side bar discussions on other topics Stick to one voice at a time rule Stay focused on the what – keep them away from the how?
Don’t allow disagreements to become debates If it is a key disagreement that needs to be resolved make parties responsible for finding
resolution
Keep a parking lot for other issues raised Keep track of key issues that need to be addressed later Follow up on when this topics will be addressed Note design issues/questions that you may want to address during breaks or after the session
The balancing act – getting the information you need while keeping the process moving forward.
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Organizational Change Management
Organizational Change Management Starts Here
Make sure participants understand the value of their work Help them put this process in proper perspective to the project
overall Keep the team engaged in the process Make sure that their contributions and efforts are valued Encourage input from participants Be open minded and refrain from absolutes & mandates Work on an elevator speech
What do you want the team to talk about when they return to their organization?
Review workshop outputs and begin populating deliverable templates/tools (WS output documents, key decisions, technical/functional specifications, authorization profiles, business process flows)
Address parking lot items Use Sandbox to capture additional detail (80% level) Hold follow-up meetings (1:1, 1:many) to gain buy-in, to
validate/refine Blueprint requirements, and to obtain closure to open issues
Perform integration sessions to define linkages, input and output handoffs (as required)
Generate and distribute (Email) Business Blueprint section for participant (s)’ and process owner (s)’ review and approval. Give advanced deadline for notice of change or correction. Ensure that all participants agree with change or correction
If no agreement, open an issue and schedule a resolution meeting. Ensure issues identified in workshop are ALL closed
Capture key decisions, obtain Sign-off in written format
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Post Workshop Activities
How to improve and learn?
Prepare for a workshop Practice e.g. Dry Runs Request candid feedback
References CLC soft skill curriculum Workshop Facilitation Guidelines
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Microsoft Office Word Document
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Thank you!
AGILE TECHNIQUES OF BLUEPRINTING
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Current Market Requirements
Economic climate demands for a fast return on investment, often within the same year of the implementation
Business requirements tend to have earlier expiration dates due to the climate changes
Customers ask for implementation acceleration Tactical and tangible results within a strategic
framework An iterative approach with early validation cycles
to conduct projects Projects need to get it right for the first time
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Comparison of AGILE and Waterfall(exemplary, Software Development Methods)
Waterfall Methods Waterfall methods represent the most
structured implementation method, stepping through requirements-capture, analysis, design, coding/configuration, and testing in a strict, pre-planned sequence. Progress is generally measured in terms of deliverable artifacts: requirement specifications, design documents, test plans, code reviews and the like
Agile Methods Break tasks into small increments Don't directly involve long-term planning Iterations are short time frames ('timeboxes‘) Each iteration is worked on by a team through a
full cycle, including planning, requirements analysis, design, coding/configuration, unit testing, and acceptance testing when a working product is demonstrated to stakeholders.
Stakeholders produce documentation as required
Multiple iterations may be required to release a product or new features.
Traditional representatives of Agile approaches are Scrum and eXtreme Programming
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Requirement
Design
Code
Test
Deploy
Maintain
Pros and Cons of Agile
Conditions that challenge Agile Implementation projects with complex system
landscapes and interdependent applications that share data structures and processes, which cannot be replaced separately
Deployment in regulated industries that require detailed planning, documentation and acceptance processes
Initiatives that require long term planning due to organizational strategic commitments
Physically separated project team members, e.g. global deployments, which prohibits co-location and face-to-face meetings
Lack of high-performing teams
Good Practices of Agile Accelerated Delivery
Rapid delivery of value and roadmaps Simplicity and elimination of “waste”
Improving Visibility Development iterations (short time frames / time-
boxed) Frequent inspection Working software (configuration) as measure of
progress Aligning Business to Market Needs
Response to change Continuous delivery of software (configuration)
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Agile methods are not a silver bullet but they help us to re-think the traditional approach
Complementary Acceleration Techniquesper Project Focus
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Q-Gates [Frequent Inspection Points]
Value Prototyping by CoE
SAP Best Practices
Mock Up for Development
Conference Room Pilots Iterative Development Cycles
Rapid Implementation – Show and Tell
Value Based Implementation with BTC services
Innovation Standard Efficiency
Project Characteristics
• High degree of solution innovation
• Ramp up product• Complex solution
design• High volumes
• Implementation of standard SAPproducts and solutions
• Customer agrees to Best Practices implementation as standardizedsolution package
Strategic
• Strategic transformation ofan enterprise
Q-Gates [Frequent Inspection Points]
Complementary Acceleration Techniquesover the Implementation Live Cycle
Presales Value Determination
Enterprise Roadmap
Project Prep Blueprint Realization
Final Preparation
Go Live
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Value Prototyping*
SAP Best Practices
Mock Up for Development
Conference Room Pilots Iterative Development Cycles
Rapid Implementation – Show and Tell
*applies to areas of Interest
SAP and Agile – Key Messages
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Acceleration techniques are known to SAP Acceleration techniques are complementary Acceleration techniques do not modify implementation
phases It is a matter of standardization - so that visualization
techniques and controlled implementation iterations become part of SAPC acceleration DNA