how "agile" helps localization with an old dilema
TRANSCRIPT
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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’
Your company logo here This work by iLocIT! is licensed under a
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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Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License
“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 [email protected]
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