Downloaded 74 times
Uploaded byAgileSparks
Agile meets Enterprise ERP
This document discusses achieving agility with ERP systems. It notes that most ERP software is still implemented on-premise rather than cloud-based. It advocates splitting organizations into small, cross-functional teams and splitting work into small, prioritized increments to deliver working software frequently with customer feedback. Achieving agility requires balancing centralized control with distributed responsibilities. Testing approaches like the testing pyramid can help close the feedback loop between business users and IT implementations. Starting with business-IT alignment and providing separation of concerns into micro-projects helps ERP systems evolve agilely over time.
More Related Content
Agile meets Enterprise ERP
- 1. Agile Meets ERP AutomaticBusiness Fault Detection Amir Weinberg President & CTO
- 2. Begin with theEnd in Mind Business IT Alignment Know when to apply iterations Use tools that suite the job
- 3. 2012 Report :Type of ERP Software 58% On-Premise ERP Traditional ERP hosted off-site 5% SaaS ERP Other 16% 21% Panorama Consulting: ERP Report 2012
- 4. Salesforce Growth Number of Customers 120000 100000 80000 60000 40000 20000 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Source: http://www.salesforce.com/company/milestones/
- 5. Goal is BusinessAgility http://www.vmware.com/files/pdf/VMware_Business_Agility_and_the_True_Economics_of_Cloud_Computing_White_Paper.pdf
- 6. Level of ITAgility Business IT Alignment DevOps Agile Delivery
- 7. Agile ERP Delivery 10and above product owners Implementation teams are not programmers Minimum viable product is a monster No out-of-box unit testing No practical way to wrap implementation with new test No continues integration
- 8. Long Term Misalignmentof ERP
- 9.
- 10. Achieving Agility Split yourorganization – small, cross-functional, self-organizing teams Split your work – small list, ranked together with customer, effort relatively estimated Split time – fixed length iterations deliver potentially shippable increments, fast feedback from customer Centralized Control Distribution of Responsibilities
- 11. Objections Cross-team interference Resource allocationat global level Coordinating strategic changes Distribution of knowledge
- 12. Case of RealProject ERP Evolution Colmobil IT Foundation Self manage project Work with Valire to Alignment clean business leaks Continues Yet to be seen ... Improvement
- 13. Automatic Business FaultDetection ERP Evolution Valire IT Foundation QA Detecting Business Alignment Leaks in Production Continues Centralized Live Improvement Business Knowledge
- 14. Testing Pyramid User's Acceptance System Tests Business Process Validation
- 15. Closing the FeedbackLoop Business Feedback Requirements Usage Validation Requirements Validator ERP Implementation IT Feedback
- 16. Take A Way ITagility is about Business IT alignment ERP Agility is easier to start at the alignment phase Provide separation of micro-projects Valire help maintain control while distribution of power
- 17.
- 18.
- 19. Response Time VsAdaptability
- 20. Lean Startup http://steveblank.com Teachingcustomer development and the lean startup – topological homeomorphism
Editor's Notes
- #2 About myself About Valire About the discussion Meaning of opening video Relevant environment in consideration
- #4 The translation of “storm” into numbers
- #5 Look at the growth The significant news is the fact they are changing the large enterprise
- #6 Is Agile and cloud the same thing? No if you are IT person Yes if your business guy Is cloud SaaS is the answer to agility?
- #7 Describe three levels of agility It is agreed that ultimate goal is the business – the difference is where you assume is your main challenge Agile delivery requires new methods for packaged application DevOps addressed in SAP (if we ignore integrations) Main emphasize should be on Business-IT
- #9 Enterprise ERP usage time is measured by many years Most of the IT focus is on the implementation. Misalignment usually come later. Misalignment is experienced by: Gaps in existing process Inability to adapt Slow IT response time
- #10 I like to use this evolution diagram because it provide business perspective on the ERP Three stages IT Infrastructure – Initial project Alignment - “Stabilization” Improvements – note the split/breakdown
- #11 Taken from SAP Emphasize business involvement in the teams and activity CIO moves gauge agility means to push further left
- #12 IT management's objections
- #21 Lean Startup is an example of Business IT alignment method Things to take Looking at interrelations of business agility and IT agility Things to skip Small company → corporate strategy level Key goal is maximize pivot