TABLE OF CONTENTS

TABLE OF CONTENTS

Purpose of this Guidebook ...................................................3

What Is Agile? ..........................................................................4

Why Esker Uses Agile ............................................................5

Stages of a Typical Esker Project........................................6

Stage 1: Signing the SOW .....................................................7

Stage 2: Project Inception ....................................................8

Stage 3: Foundation Increment .....................................9-12

Stage 4: Increment Delivery .........................................13-15

Conclusion ............................................................................ 16

Additional Resources.....................................................17-18

Glossary .......................................................................... 19-20

About Esker .......................................................................... 21

WHAT IS AGILE?

WHAT IS AGILE?Agile originated as a way to develop software faster and more efficiently through the emphasis of teamwork and rapid delivery of working product features. Scrum is one of the many subsets of Agile that’s used for managing and completing complex projects, and is the approach used by Esker for delivering solutions to our customers.

AGILE VS. TRADITIONAL PROJECT MANAGEMENT

Traditional project management styles typically involve deliverables being hashed out upfront and produced according to a fixed sequence. Agile is a more fluid process that breaks down solution delivery into smaller incremental stages.

The result is two-fold: Our customers not only gain a strong sense of project ownership and collaboration, they can actually see the value of what was produced early and often, rather than only after the project is finished.

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PURPOSE OF THIS GUIDEBOOKBefore getting into specifics about how this whole “Agile” concept works, why it is beneficial to our customers and what a typical Esker-managed project looks like, let’s start by defining exactly what this guidebook is and what it is not.

WHAT THIS GUIDEBOOK IS

This guidebook is an overview of Agile methodology; specifically, how Esker uses its principles (along with Change Management) for project management and solution delivery, and what our customers can expect. Whether you are familiar with Agile but have your doubts, don’t know the first thing about it and want to learn, or need help selling it to management, this guidebook offers value.

WHAT THIS GUIDEBOOK IS NOT

This guidebook is not the bible on all things Agile, nor does it intend to be. Rather than take up your time with page after page of painstaking details, the goal is to get you acquainted with Esker’s use of Agile and Change Management in roughly the amount of time it takes to down a cup (or two) of coffee. Should you wish to dig deeper, other options can be found on the Additional Resources page.

PURPOSE OF THIS GUIDEBOOK

THE AGILE MANIFESTOWhile the roots of Agile can be traced back to the 1970s, it was not until 2001 that a small group of software developers created the Agile Manifesto. In it, they state:

“We have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentation Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.”

STAGES OF A TYPICAL ESKER PROJECTWHY ESKER USES AGILE

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STAGES OF A TYPICAL ESKER PROJECTIn the following pages, we will breakdown the stages of Esker’s Agile methodology as they would occur chronologically during a typical project. Below is graphical representation of those stages, and a snapshot of what you can expect as you read this guidebook.

Throughout, the fundamental practices of Change Management are used to bring together strong executive sponsorship and essential project management to maximize the level of user acceptance and to see your solution fully implemented.

* NOTE: Esker’s Agile terminology may vary from traditional uses and/or meanings. For a list of defined terms, visit the Glossary on pages 19-20.

WHY ESKER USES AGILEAt the root of every successful business project is a good methodology. Think of it as a roadmap for getting a project from Point A to Point Z. Esker Professional Services (PS) has adopted Agile practices into our own methodology as a means to minimize project delays and get customers to their desired destination — go-live — as quickly as possible.

ALIGNING AGILE & PROFESSIONAL SERVICES

After years of following traditional methods to guide our methodology, Esker determined there must be a faster way to deliver custom project requirements. Agile’s principles align with our PS team’s goals, specifically the aspect of delivering the highest-value features ASAP, and introducing change in a planned and controlled manner.

Agile also correlates with Esker’s endorsement of Humphrey’s Requirements Uncertainty Principle, which states:

“For a new software system, the requirements will not be completely known until after the users have used it.”

CUSTOMER BENEFITS

Below are some of the most common benefits Esker stakeholders and end-users report thanks to our Agile and Change Management approach:

§ Receive solution benefits more quickly § Make decisions with full context and the benefit of hands-on user experience § Resources invested in highest-value features § Reduced risk vs. traditional methods § High level of involvement in defining change and creating refinements to produce

an ideal fit for all involved in the business process

STAGE 1: SIGNINGTHE SOW

STAGE 2: PROJECT

INCEPTION

STAGE 3: FOUNDATIONINCREMENT

STAGE 4: INCREMENT

DELIVERY

STAGE 2: PROJECT INCEPTIONSTAGE 1: SIGNING THE SOW

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STAGE 1: SIGNING THE SOW

All Esker projects begin with the signing of a Statement of Work (SOW). The SOW is a general agreement that broadly highlights the pre-sales discussions and establishes the general framework under which the project will be executed. By signing, customers are confirming that the approach defined by Esker aligns with their expectations.

LOW PRESSURE, LOW RISK

Unlike traditional approaches which go through great lengths to dot every “i” and cross every “t” in the early stages of the project (often before the SOW is even signed), Esker’s methodology avoids unnecessary negotiations.

With Agile, customers aren’t forced to make critical decisions early on about super-specific project details. Instead, by agreeing to a broad framework, they are able to accrue information to base their decisions on as the project progresses.

CHANGE MANAGEMENT

It is key during this stage that the Customer build awareness of the change taking place within the organization. Prior to signing the SOW, the Customer team would have gone through the process of recognizing a need to change, building its business case, and selling the change internally to an executive sponsorship group and others.

Now that the project is a reality, the Customer will need to demonstrate the value of the Esker platform to the intended recipients in order to create a desire within the user community to be a part of the change, and to enhance the likelihood of user acceptance and participation.

STAGE 2: PROJECT INCEPTION

During the Project Inception stage, the Esker Engagement Manager (EM) and the Customer Project Manager (PM) prepare and organize the teams and develop an initial sketch of the potential project timeframe.

Closing out this stage is a kick-off meeting which includes a review of the broad project framework, high-level project objectives and a general timeline for the next 2-4 weeks. This is typically the first introduction between Esker PS and Customer teams, allowing all project participants to develop a rapport.

WHO’S INVOLVED IN THE KICK-OFF MEETING?

Esker attendees: § Engagement Manager § Technical Architect § Product Consultant § Sales Representative § Sales Engineer

CHANGE MANAGEMENT

As part of the Project Inception stage the Esker Engagement Manager will discuss Change Management with the Customer Project Manager in order to begin developing a Change Management approach for the project. A project communications plan may be one of the first areas addressed in order to begin marketing the change to the multiple Customer stakeholder groups.

The kick-off meeting also provides any Customer project team members who were not part of the Sales or SOW process with the opportunity to develop an understanding and knowledge of the project activities, enabling them to be a successful part of the delivery of the new solution.

Customer attendees: § Budget Stakeholder(s) § Business Functional Area Stakeholder(s) § IT Stakeholder(s) § ERP Key Technical Resource § Business Functional Area Super-Users

STAGE 3: FOUNDATION INCREMENTSTAGE 3: FOUNDATION INCREMENT

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3.1: ESKER’S TO-DO LIST Before getting the Customer involved in the actual training aspect of the Foundation Increment, there are a number of Esker-specific tasks that must be completed first. These tasks are “hands-off” for the Customer, with Esker running through a technical to-do list that readies our system for what’s to come.

FOUNDATION INCREMENT TASKS PERFORMED BY ESKER:

§ Platform provisioning § Provide space § Instantiate Foundation processes § Manage Cloud infrastructure

3.2: FOUNDATION TRAINING The second stage of Foundation Increment is the training of solution super-users, which includes a demo of Esker’s Foundation platform, as well as having super-users present to Esker the steps completed when processing their live production documents.

BIGGEST BENEFITS OF FOUNDATION TRAINING

Provides contextBy learning how Esker’s platform works early on, super-users gain hands-on context for making decisions regarding future enhancements to their unique solution.

Avoids wasted timeWithout the Foundation Training, the potential for super-users making unnecessary and time-wasting modifications is higher — this stage virtually eliminates that risk.

Establishes a common languageFoundation Training also establishes a “common language” for what’s to come in the next stage, allowing users to not be anchored by their existing processes.

STAGE 3: FOUNDATION INCREMENT

The Foundation Increment stage is where Esker establishes the Foundation platform upon which the entire Customer solution will be built. During this time, Esker also collaborates with the Customer to help them plan and prioritize the Increments that will be delivered, while the Customer team completes training and testing activities so their knowledge of the new system can evolve into expert ability.

Occurring over 8-12 weeks, the activities of the Foundation Increment (pictured below) do not always occur immediately after the kick-off meeting. For example, the process of instantiating the Foundation processes (Stage 3.1) often begins after the SOW is signed whereas the Customer-centric activities begin after the kick-off meeting.

CHANGE MANAGEMENT

Earlier in the project, a schedule for communicating project information was laid out to create a desire to be part of the new solution within the Customer stakeholder groups. A key Change Management activity during the Foundation Increment stage is the project training plan, which will leverage the prior communications to end-users, IT support staff, department managers and executive stakeholders, and will provide these groups with the necessary knowledge and capability to implement a solution with the features they need.

FOUNDATION TRAINING

INCREMENT PLANNING WORKSHOPGap AnalysisAssembling User StoriesIncrement Planning Dashboard

ESKER’S TO-DO LIST

STAGE 3: FOUNDATION INCREMENTSTAGE 3: FOUNDATION INCREMENT

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3.3: INCREMENT PLANNING WORKSHOP The Increment Planning Workshop (IPW) is very much the “meat and potatoes” portion of the Foundation Increment stage. Comprised of a detailed, multi-day agenda drafted by Esker, the IPW involves both sides coming together in order to gain a clear understanding of the solution, documenting the necessary modifications that need to be made, and prioritizing them before they are delivered as Increments.

WHO’S INVOLVED IN THE IPW?

Esker attendees: § Engagement Manager § Technical Architect § Agile and Change Management Expert § Product Consultants § Account Manager

IPW AGENDA

Gap analysisBased on the customizations that were previously discussed during the SOW signing, as well as those brought up by super-users during the Foundation Increment stage, Esker and the Customer conduct a series of work sessions to identify and analyze any functional gaps that may still exist between the Customer’s current process and how Esker’s Foundation platform works.

Assembling user stories Throughout these work sessions any “gaps” that are identified are summarized by Esker into user stories. User stories are typically one to two sentences describing how Esker’s platform can be modified to reach the optimal solution for the Customer. A key part of this process is that the Customer team reviews and confirms each user story to ensure all parties are in agreement. Finally, the user stories are rank ordered according to Customer priorities.

Examples of Accounts Payable user stories: As an AP user I want to be sent a confirmation email acknowledging that my check request has been received by Esker and sent to AP so that it saves me a call to the AP department.

As a cost center manager, I want to be able to view all archived invoices that are assigned to my cost centers so that I can improve my research experience.

Examples of Order Processing user stories: As a CSR I need the system to send an order confirmation upon receipt so that I can reduce the number of Customer inquiries.

As a CSR I would like to have a zip code lookup to verify that the city, state and zip code are valid so that orders are not sent to the incorrect location.

Increment Planning DashboardThe Increment Planning Dashboard (IPD) considers Customer priorities, project budget and user story level of effort to organize an initial project Increment plan for review at the close of the workshop. As one of the final activities of the IPW, Esker and the Customer team typically spend 30-90 minutes reviewing and adjusting the user story rankings in order to provide the greatest value features as early as possible.

At the close of the IPW, the Customer will typically approve the contents of the first Configuration Increment so that PS can continue implementing the project without disruption. One of the many benefits of Esker’s Agile and Change Management approach is that we recognize new user stories will be identified and priorities will change in subsequent Increments — and we offer the flexibility to change and adapt as more experience is gained with the solution.

Customer attendees: § Budget Owner § Super-Users § Key Business Owner § Change Management Owner § ERP Integration Lead

“I can’t say enough about the Professional Services team — we achieved ROI in only three months! They seemed to know the pitfalls before we even got to them.”

Director of Computer Operations, Bag Makers, Inc.

Foundation Increment

0%

20%

40%

60%

80%

100%

120%

140%

% FULL BY INCREMENT

ConfigIncrement

ConfigIncrement

Unbudgeted Unbudgeted Unbudgeted

Source: UDF Source: IPW Source: SOW 100%

STAGE 4: INCREMENT DELIVERYSTAGE 4: INCREMENT DELIVERY

STAGE 4: INCREMENT DELIVERY

Increment Delivery marks the end of the foundational process and the beginning of the iterative phases associated with Agile. In this stage, Esker maintains close contact with the Customer as we configure the solution based on user stories, enable super-users to test and accept the deliverables, and provide any necessary support before go-live.

Following completion of the Foundation Increment stage, the Customer can elect to go live, or choose to implement one or more Configuration Increments prior to production use. The Customer solution will be fully implemented to all users during this stage, fortified by the knowledge and expert abilities of the super-users and other core team members.

The delivery of a single Increment typically takes four weeks. Below is a graphical representation of Increment Delivery and the repeated Define > Develop > Verify cycle that’s involved in the process.

CHANGE MANAGEMENT

Continued hands-on training and user feedback through participation in Project Increment reviews are important Change Management activities during the Configuration Increments. This is where the solution comes together and becomes a reality for the Customer.

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GO LIVE

Increment#1

User feedback+ features list #2Features list #1

Increment#2

User feedback+ features list #3

Increment#3

• Product Vision• Project Definition• Initial Release Plan• Contractual Agreements

ProjectPresales

The Change Management activities carried out previously during the project have given the Customer team the ability to make configuration decisions within the context of their own business and to be highly effective in meeting project implementation goals.

As the project go-live approaches, the Customer team will be completing their training activities and may consider scheduling refresher training or internal showcase events to reinforce the change that is being introduced.

CONFIGURATION

The Increment Delivery process starts with Esker configuring our platform based on the agreed-upon features list of a given Increment. If you think of Esker’s Foundation platform as a ball of clay, this is the stage at which it is molded to fit the unique requirements of the Customer — demonstrating the flexible nature of Esker’s platform versus competitors.

Increment review trainingBefore allowing the Customer to get their hands on the newly configured solution, Esker provides Increment review training to educate the Customer on exactly what Esker did, what they should be testing, etc.

TESTING & ACCEPTANCE

Following configuration, the solution is then given to the Customer for testing. Using sample documents, super-users then test the features to see if they align with the user story. Their feedback is used to either modify the existing user story prior to Increment acceptance or add a new user story to the product backlog.

The objective of this step is to re-establish a baseline functionality for the solution. This not only gives the Customer hands-on experience, it provides the assurance that the platform maintains stability after each Increment. No such incremental testing exists in a traditional project management approach.

“Considering the timeline we gave Esker, the implementation couldn’t have gone any better. The Professional Services team gave us all the tools that we needed, and were able to tweak the system along the way.”

Director of Customer Care and Accounts Receivable, Terumo Medical Corporation

CONCLUSIONSTAGE 4: INCREMENT DELIVERY

Administrator trainingPrior to go-live, Esker provides one last level of administrator training to the super-users. The goal at this point is to have all super-users well versed on the solution functionality and should be self-sufficient in their training of end-users.

GO-LIVE

Once all the features of a given Increment are tested and accepted by the Customer, the project moves to its next phase … go-live! It’s important to note that go-live is not a “fixed” destination within the Agile framework, as Increments can continue to be delivered after go-live is announced.

Unlike traditional approaches, Agile allows the Customer to start using the solution before the final product is complete, as go-live is determined by the available business value after a given number of Increments. And, since the Customer is afforded a high level of involvement throughout, there are no big surprises (e.g., missing features, disconnects between users and project team, etc.).

Life after go-liveGo-live does not signify an ending, but rather, a transition period for how your project moves forward. In the days and weeks following go-live, the Customer can expect:

§ The emergence of new user stories following the completion of previous Increments, which are then prioritized and made into a feature list for a future Increment.

§ A period of go-live support where Esker maintains a presence on-site to ensure the process goes smoothly.

§ A shift from the Esker Project Team to Esker Solutions Support, who are specifically structured to handle ongoing Customer needs after go-live.

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CONCLUSIONWhile no two projects are alike, the Agile and Change Management framework provides a level of consistency to every project Esker manages. Both we and our customers have come to expect good communication, a flexible, uncomplicated plan, and the most optimal solution being delivered in the fastest amount of time with the lowest amount of risk.

Once you get to know Agile and Change Management, you won’t want a project managed any other way. Ready to give it shot? Just let Esker know when and we will be here to help you get started.

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ADDITIONAL RESOURCESADDITIONAL RESOURCES

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ADDITIONAL RESOURCESWhether it’s educational events or technical support courses, Esker provides a number of opportunities to learn more about our methodology and adoption of Agile practices, as well as explore other solutions, optimize your current solution and network with other customers.

ESKER AMERICAS USER CONFERENCE (EAUC)

EAUC is Esker’s largest educational event that joins together customers, partners, prospects and Esker staff. Agenda items include: product updates, breakout sessions, hands-on lab time, 1-on-1 consultations, keynote speakers, customer case studies and after-hours entertainment. Learn more about the next EAUC at www.esker.com/events.

TECHNICAL TRAINING COURSES

Esker offers a variety of technical training courses, refreshed monthly, that provide our customers and partners hands-on classroom training. Courses are offered online or at our U.S. headquarters in Madison, Wisconsin. Current training opportunities can be viewed at www.esker.com.

ESKER TEACHING & REPORTING HOTLINES

Customers utilize the Esker Teach & Esker Reporting hotlines to enhance previous teaching and reporting instructions given during project development, as well as to achieve more accurate document processing on an ongoing basis.

Esker Teach Hotline: Call 800.343.7070, or email teachhotline@esker.com.Esker Reporting Hotline: Call 800.343.7070, or email reportinghotline@esker.com.

Online video tutorials are also available to assist in Teaching:Simple Teaching Tutorial: www.esker.com/simpleteachingtutorialAdvanced Teaching Tutorial: www.esker.com/advancedteachingtutorial

CUSTOMER PORTAL

Esker customers have the opportunity to register to our Customer Portal where they can easily report status updates in order to get the most suitable support from Esker Solutions Support (ESS), quality assurance and R&D resources as needed. Contact your sales rep to request a customer portal account

CONSULT-A-PRO WEBINARS

Want to analyze your current Esker process? Seeking guidance on how to run a report? Esker hosts Consult-a-Pro webinars on a regular basis for customers to get their questions addressed by our Professional Services and Solutions Support staff in an open online forum. Watch your inbox for upcoming webinars.

ESKER ADVOCACY PROGRAM

The Esker Advocacy Program offers customers a host of opportunities to earn points by spreading the good word about their Esker experience. In return, customers can redeem points for a wide range of rewards. Visit www.esker.com/EAP to learn more.

ONLINE RESOURCES

From white papers and eBooks highlighting industry trends and Esker solutions, to press releases and case studies showcasing special announcements and customer success stories, Esker has a wealth of resources in our online database at www.esker.com/knowledge-center so you can expand your knowledge.

GLOSSARYGLOSSARY

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GLOSSARYThis glossary contains vocabulary commonly used during an Esker Customer project. Remember, the following terms are specific to Esker’s adoption of Agile principles and may differ in usage/meaning among other companies and disciplines.

AGILE

Agile is a methodology (originally created for software product development) that values early and frequent feedback from end-users in order to deliver the most valuable features at the earliest available time.

CHANGE MANAGEMENT

Change Management refers to a set of processes used during implementation of a new project that aims to maximize user acceptance and minimize resistance by focusing on the people side of change, rather than just the technical aspects.

FOUNDATION

Foundation refers to the established Esker platform upon which Customer Increments will be built. Following a demonstration of the platform’s standard functionality during the planning process, the Customer can then make decisions about what modifications will be necessary during the IPW.

INCREMENT

An Increment is what’s delivered to an end-user as a result of the work completed during a sprint.

INCREMENT PLANNING DASHBOARD (IPD)

The IPD is an Excel-based tool used to capture, rank order, prioritize, and eventually allocate user stories to be delivered in scheduled Increments.

INCREMENT PLANNING WORKSHOP (IPW)

The IPW is a several-day session where Esker and Customer project teams work together to review the Foundation platform and discuss any additions or modifications the Customer deems necessary. Each modification or addition is captured in a user story, which are then compiled in the initial project backlog when the IPW is completed. User stories will be rank ordered according to priority, and a definitive schedule will be put in place for features to be delivered in the first Increment.

POINTS

Each user story is assigned a relative value number of points which determine how many user stories can be delivered in a given Increment. For example, if 10 points can be included in an Increment, user stories with point totals of 5, 3 and 2 could be included; or, 1 user story with 8 points and one with 2 points.

PRODUCT BACKLOG

The product backlog contains all of the user stories identified for a project that are rank ordered by priority. The initial version is captured as part of the IPD during the IPW.

RANK ORDER

As part of the product backlog, all user stories will be assigned an absolute priority (e.g., 1, 2, 3, etc., as opposed to “very high,” “high,” “medium,” and “low”). An Increment will be defined based on the rank order of user stories and the associated points a user story carries.

SCRUM

Scrum is a framework derived from the principles of Agile development that is used to manage the development of complex products. Scrum emphasizes the delivery of products in short cycles, enabling fast feedback, continual improvement and rapid adaptation to change.

SPRINT

A sprint refers to the period of time during which Esker organizes and delivers an Increment.

USER STORY

User stories are one to two sentences used to describe a new system requirement, feature enhancement or modification a user wishes to make to an existing Foundation platform. User stories are formatted as follows:

As a <user type> I want to <describe feature> so that <this benefit is achieved>

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ABOUT ESKER

ABOUT ESKEREsker is an industry leader in document process automation solutions, helping organizations of all sizes Quit Paper™ and improve how their business information is processed and exchanged via a suite of on-demand and on-premises automation solutions.

Founded in 1985 with 80,000+ customers and millions of licensed users worldwide, Esker operates on a worldwide scale with global headquarters in Lyon, France, and U.S. headquarters in Madison, Wisconsin.

Learn more online at www.esker.com.

World Headquarters: Lyon, France

U.S. Headquarters: Madison, Wisconsin

NOTES

NOTES

NOTES

1212 Deming Way, Suite 350 § Madison, WI 53717www.esker.com