Uploaded byMahesh Vallampati
ERP Manager meets SDLC and CMMI
The document discusses the role of ERP managers and the challenges they face in the context of software development life cycles (SDLC) and capability maturity model integration (CMMI). It emphasizes the importance of adopting an iterative CRP approach to ERP implementations to avoid cost overruns and improve operational maintenance efficiency. Additionally, it outlines the complexities of ERP systems and stresses the need for understanding these complexities to successfully manage and implement ERP solutions.
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ERP Manager meets SDLC and CMMI
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- 2. About the Speaker MaheshVallampati Career Director, Oracle Applications and Technologies at Coach America Senior Practice Manager at SmartDog Services Senior Sales Consulting Manager at Hotsos (2 years)Senior Sales Consulting Manager at Hotsos (2 years) Director of DBA Services at Eagle Global Logistics (2 years) Practice Manager at Oracle in Consulting(9 years) Papers Several papers presented at Collaborate and at 3 Oracle Open Worlds Published in Oracle Magazine Education Master’s in Electrical Engineering, Texas A&M University
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- 4. Agenda The Solution Perspective ERPManager Challenges SDLC Overview ERP Manager to SDLC MappingERP Manager to SDLC Mapping CMMI Overview ERP Manager to CMMI Mapping Adapting to SDLC and CMMI Defining Complexity Next Steps Q&A
- 5. Acronyms But First, someAcronyms SDLC – Software Development Life Cycle CMMI – Capability Maturity Model Integration CMF – CMMI Model FoundationCMF – CMMI Model Foundation ERP – Enterprise Resource Planning CRM – Customer Relationship Management AIM – Application Implementation Method
- 7. Solution Perspective What isan ERP Solution? ERP Solution is a combination of Standard Functionality Customization to Standard FunctionalityCustomization to Standard Functionality Extended Functionality Key Difference between a customization and an extension Customization Impacted by App Upgrade Extension Not Impacted by App Upg.
- 9. Ownership Challenge The BiggestChallenge – Ownership Who owns the solution Is it the Software VendorSoftware Vendor Implementation Partner ERP Manager
- 10. The History Challenge •ERP Implementation history – Missing Documentation/Information • Requirements • Gap Mapping to Requirements • Business Justification for the Gaps • Customization Mapping to Gaps• Customization Mapping to Gaps • History of Req., Gaps and Customizations • Resource Mapping to Customizations • Comprehensive List of Customizations • Be able to establish the causal connection – Requirements Gaps Customizations Programs
- 11. Ongoing Challenge • Estimation –History of effort levels for maintaining customizations – Activity Based Costing for customizations – Cost Per Customization • Activity Categories – Software Development Life Cycle– Software Development Life Cycle – Support – Work Requests • Method – Be able to evidence a method for managing customizations - SDLC – Be able to evidence capability and maturity- CMMI
- 13. What is SDLC? SDLC– Software Development Life Cycle Process for creating or altering software Used in System Engineering Information SystemsInformation Systems Software Engineering Outcome of SDLC A high quality system Meets or Exceed customer expectation Focus Development only historically Includes Maintenance also
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- 16. SDLC Any SDLC Methodis usually Comprehensive SDLC is usually “tailored” for each organization A new focus on Maintenance and Support SDLC traditionally ended with deploymentSDLC traditionally ended with deployment Uses the waterfall method of software development
- 18. AIM and SDLC OracleAIM Method
- 19. AIM and SDLC AgainAIM is usually tailored for an implementation Important documents in the implementation are usually identified ahead of time These documents are maintained during the course ofThese documents are maintained during the course of the project
- 20. Iterative CRP andFlows Approach Even Oracle AIM which is focused on Oracle ERP can be quite cumbersome. Oracle AIM is a waterfall method based on traditional SDLCSDLC Waterfall method can be time consuming and expensive Iterative CRP Method has become a de-facto method Flows based implementation which mimic an entire business process has become the norm
- 21. Iterative CRP Method–Define Resolutions to Exceptions – Revise Configurations – Revise Test Scripts – Revise Process Documents – Identify Test Data – Define Resolutions to Exceptions – Revise Configurations – Revise Test Scripts – Revise Process Documents – Identify Conversion Data – Project Team Training – Define Instance – Business Flow Review Pre-CRP Activities – Project Team Familiarized – Exceptions Identified – Process Decisions Made – Configurations and Processes Unit Tested – Remaining Exceptions Identified – Integrated Testing of Configurations and Processes Completed – Production-Ready Configuration Identified CRP 1 – Familiarization and Exception Identification CRP 2 – Unit Testing CRP 3 – Integration Testing CRP Outcomes
- 22. Iterative CRP Method ConfirmationDefinitionTransitionValidationElaboration Process Solution and Configurations Pre-Live Testing Production Acceptance and Migration To Production Future Business Model Business Flows R E Q U I R E M To Production Production Integration Training Conv. CRP 2 CRP 3CRP 1 M E N T S FIT/GAP Business Systems Testing (BST) Systems Integration Testing (SIT) User Acceptance Testing (UAT)
- 23. A high levelSDLC Process for ERP
- 24. Other SDLC likeProcesses Rapid Application Development (RAD) Joint Application Design (JAD) Software prototyping Extreme Programming (XP)Extreme Programming (XP) Object Oriented Programming (OOP) End User Development (EUD) Open Source Development Agile Development
- 25. Iterative CRP Iterative CRPhas become the de-facto approach Gives the user a “feel” of the system Manual steps that need to be automated can be setup as custom RICE componentsas custom RICE components Issues and show stoppers can be identified early Business Process flows and training documents can be aligned
- 26. A note onO&M Operations and Maintenance have become important Cost reduction and efficiencies are getting a renewed focus Success criteria has begun to include these costs asSuccess criteria has begun to include these costs as well A system that meets expectations but add significant O&M costs is now deemed a failure
- 27. SDLC Summary ERP Implementationshave evolved into an iterative CRP Approach with select AIM/SDLC deliverables If you are not implementing iterative CRP, you will have cost overrunshave cost overruns Operations and Maintenance costs have a renewed focus
- 29. CMMI CMMI A process improvementApproach Used mostly in software engineering Enables organization to identify where they areEnables organization to identify where they are Provide a roadmap to get to a higher level of performance or competence or capability
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- 32. CMMI Evolution CMMI forDevelopment – August 2006 CMMI for Acquisition – November 2007 CMMI for Services – February 2009 CMMI Product Suite 1.3 – in 2010CMMI Product Suite 1.3 – in 2010
- 33. CMMI Components CMMI ComponentERP Manager Role Development Describes how products and services need to be developed. This can be used toneed to be developed. This can be used to define approach for developing and maintaining customizations and enhancements Acquisition This can be used to define how software components can be acquired when replacing existing systems Services Can be used to define how services will be developed and delivered.
- 34. ERP Development CMMIMaturity 25% 30% 35% 40% 45% %ofMarket 0% 5% 10% 15% 20% 25% %ofMarket Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 CMMi Levels Our estimation Bell Curve
- 36. ERP Manager Responsibilities OngoingSupport Usability (How do I do something?) Break Fixes (Things are Broke) CustomCustom Standard Customization to standard Work Requests Net New Functionality Business Support Assisting with Business Operations
- 37. ERP Manager Responsibilities RequirementsManagement Configuration Management Maintain additional setups Maintain integrity of setupsMaintain integrity of setups RICE List Maintenance Upgrade Planning Manage cost of system operations
- 38. CMF and ERPManager Abbr. Name Area ERP Manager Role REQM Requirements Management Engineering Gather, Track and Maintain requirements over lifecycle PMC Project Monitoring and Control Project Management Maps to Project Management and PMP Framework PP Project Planning Project Management Maps to Project Management and PMP Framework CM Configuration Management Support Maintain Setups MA Measurement and Analysis Support Measure and Manage various aspects of delivery PPQA Process and Product Quality Assurance Support Related to testing and compliance OPD Organizational Process Definition Process Management More of an assist in this area than responsible CAR Causal Analysis Support Root cause analysis of issues
- 39. Does CMMI Matterfor ERP Managers? An increasing number of implementation vendors are being appraised at various CMMI Levels Appraised not certified CMMI Benchmarking will reveal new insightsCMMI Benchmarking will reveal new insights Support efficiencies Configuration consistency Cost of support as a function of complexity The higher the complexity, the harder to achieve CMMI and hence costs are higher
- 40. Does CMMI Matterfor ERP Managers? It depends CMMI is frequently used as a benchmarking tool Proactively benchmarking yourself reveals two things It indicates awareness and an approach to understandIt indicates awareness and an approach to understand what is being delivered It provides a roadmap for ongoing improvement Any ERP Manager who wants to achieve the two objectives need to evaluate CMMI
- 41. Does CMMI Matterfor ERP Managers? ERP issues tend to have these root causes Business Process maturity that is implemented Configuration does not match to business process executionexecution Customizations and enhancements do more harm than good The ERP software itself has stability issues Quality of Support not up to par Being able to triage it is crucial for survival
- 43. Why complexity matters SDLCand CMMI seems rational and tends to make sense However measuring an ERP System without the complexity perspective would be sub-optimalcomplexity perspective would be sub-optimal Complexity can characterize an implementation in many ways and impact Schedule Success ROI Maturity as perceived by SDLC and CMMI
- 44. Complexity of ERPSystems Factors that impact complexity of ERP Systems Maturity of ERP Software User willingness to adopt new processes Capability of implementation partnerCapability of implementation partner Maturity of the IT organization supporting it Business Operations Management capability to adopt new processes Completeness of solution Interface t o other systems Customization to the ERP System
- 45. Why Complexity matters Beforeembarking on SDLC and CMMI, understanding the complexity is important The underlying symptoms will have to be addressed Applying SDLC and CMMI to unhappy users,Applying SDLC and CMMI to unhappy users, incomplete solutions, immature implementation, software that is not ready but yet being used could be an exercise in travesty
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- 47. Managing Expectations Source: PanoramaConsulting Group
- 49. Next Steps Understand thecomplexity of the system Perform activity based costing of the work performed App UI Support App SupportApp Support Data Fixes Work Request Trouble Tickets More categories Strive for a Level 2 CMMI which will provide a basic level of sanity if chaotic
- 50. Next Steps Adopt theSDLC method that makes most sense to your organization Traditional SDLC is simply just not possible Iterative CRP adoption will be keyIterative CRP adoption will be key Pragmatism is key in the whole approach Good luck!!