The document outlines a comprehensive approach for transitioning to an agile framework using LeSS (Large Scale Scrum), highlighting the necessary steps like team workshops, backlog management, and agile ceremonies. It discusses business and technical challenges encountered during the adoption process, emphasizing the importance of cross-functional teams and effective communication. Key deliverables include a structured product backlog, continuous improvement practices, and automation in deployment processes to enhance overall efficiency and quality.

1. LeSS Like Adoption @ SAP
Robert Briese, Agile Coach
Briese SSC UG

2. Robert Briese – Briese SSC
 Certified Scrum Master (2011)
 Certified Product Owner (2012)
 Certified Scrum Professional (2015)
 Certfied LeSS Practitioner (2015)
 Working as IT Consultant since 2002
 Helping companies like SAP,
Vailant, adidas improve agile
understanding and mindset

3. Agenda
 Present initial situation (10 mins)
 Exercise (20 mins)
 Transition approach (20 mins)
 Exercise (20 mins)
 Ways of Working (10 mins)
 Exercise (15 mins)

4. SAP Store on Hybris

5. SAPPHIRE Development Team
Maintenance Development Team
Overview Governance – Technical Workstream
Project Management
Maintenance: N.N, Software: N.N, Education: N.N,
Infrastructure: N.N
Enterprise Architecture
SAP: N.N
Software: N.N, Education: N.N
Overall: N.N
Software
(hybris)
N.N, N.N
DEV Team 2
Change
Management &
Infrastructure
N.N, N.N, N.N
DEV Team 3
HEC TLCs: N.N, N.N
hMS: N.N, N.N
DEV Team 4
QA
SAP: N.N
Education
(hybris)
N.N, N.N, N.N
Maintenance (cont.
improve.) (hybris)
N.N, N.N
Interface & backend
(including BYD Store)
N.N, N.N, N.N
Product Owner: N.N.
DEV Team 1
Product Owner: N.NProduct Owner: N.N

6. Overview Governance – Including Business
Business
N.N, N.N &
& N.N
Program Management
SAP Digital: N.N IT: N.N, N.N Education: N.N
Linked Projects
Payment Hub
Learning in the Cloud
Transformation Program
s-Fin
1DX
Business User Acceptance
Requirements Prioritization
Portfolio prioritization
Technical
N.N
Software
Dev
Team
(C4C)
(InApp)
(SF P&R)
Educati
on Dev
Team
(Learnin
g Hub)
Change Management &
Infrastructure
QA & Project Office
Continu
ous
Improv
ement
(Mainte
nance)
Weekly stakeholder status
report
Programme updates via LTM
Workstream meeting
structure
SM, Blue Printing & Onboarding
N.N
Learni
ng
Hub
N.N
In-App
Lumira
N.N.
C4S
N.N
SF
P&R
N.N
User Experience & Design
N.N, N.N
Operations & content
N.N

7. High Level Program Schedule
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Q1 / 2015 Q2 / 2015 Q3 / 2015 Q4 / 2015
Jan Feb Mar
Q1 / 2016
Major releases
Minor releases
Cont. improvement
Dev
May 2nd
Bluep. Dev Test
Oct 15th
Bluep. Dev Test
Feb 20th (tbc)
“SAPPHIRE”
“D-Code”
“ByD Sunset”
Test
Custom ready (1.30)
Dev
May 2nd
Bluep. Dev
“SAPPHIRE”
“Payment Hub”
Test
Dev
May 2th
“SAPPHIRE” Test
Software
Education
May 30th

8. Program Development & Test Schedule
Feb March April May
CW09 CW10 CW11 CW12 CW13 CW14 CW15 CW16 CW17 CW18
2
3
2
4
2
5
2
6
2
7
0
2
0
3
0
4
0
5
0
6
0
9
1
0
1
0
1
2
1
3
1
6
1
7
1
8
1
9
2
0
2
3
2
4
2
5
2
6
2
7
3
0
3
1
0
1
0
2
0
3
0
6
0
7
0
8
0
9
1
0
1
3
14 1
5
1
6
1
7
2
0
2
1
2
2
2
3
2
4
2
7
2
8
2
9
3
0
0
1
0
4
Go-live 1.30
“customer ready”
27.02.
Test
Deploy.
(ICV)
Prod
Deploy.
Dev/Main
Deploy.
IT Spot
check
UAT
Learning Hub
- Sprint 1
test
Go-live
Version x.y
today
Version 1.31
development/
configuration
testing
PCB
C4S - Sprint 1
Lumira - Sprint 1
IT Test
test Maint. Dev. 1.31
UAT Regression
Test
Deploy.
(ICT)
IT Test
UAT
IT Test
UAT
C4S - Sprint 2
Lumira - Sprint
2
Go-live
Learning Hub - Sprint 2
Version x.y
Version x.y
Test
V-Landscape
Regression Test
T-Landscape
Regression Test
T-Landscape / Staging
Development Test
X-Landscape
Regression Timeline and
go-live in review
Bug Fix
D-Landscape
ISX Upg./Mig
ISV Upg./Mig
east
ern
IT Test

9. Challenge Summary
 Business Challenges (some examples)
 Unclear priority of single features and product capabilities
 Resolved tickets/implemented features show bugs later in the process
 Technical Challenges (some examples)
 Availability and infrastructure faults (performance, closed ports, etc.) are blocking daily
work
 Entire Deployment process takes too long. Often some parts (templates, post-processes
etc.) are missing
 Team members (architects) are busy with manual tasks around build process, code merge
and infrastructure setup/configuration
 High effort of code line merging, resulting in low code quality and many defects
 Setup of test data is a high time consuming process and highly influence from
knowledge-gaps

10. Exercise: How do you start the change?
 Discuss in groups at each table:
 How do you switch to an agile framework?
 What do you focus on?
 What do you do first?
 What pre-requisites do you need?

11. Starting a LeSS Adoption – Larman
Approach
 Perform an informed consent workshop for 3 days, with focus on:
 Educate everyone
 Define “Product”
 Define “Done”
 Have appropriately structured teams

12. Overall Goals of the transitioning to Scrum
 Improve transparency on the overall backlog as well as on what the development
team is currently working on (Sprint backlog)
 Implement a faster delivery of features focusing on value and removing waste
 Enable fast respond to emerging requirements
 Improve the quality of the delivery

13. Prerequisites before starting
 Business and IT needs to agree on a process framework how to work together.
 Stable, dedicated, ideally co-located, cross-functional team(s)
 The team needs to be educated in Scrum and set up a working agreement
definition
 An overall backlog needs to be setup including the technical topics above as well
as business topics (i.e. Success Factors P&R, Payment Hub, etc.)

14. Transition – Proposed Timeline
C4C
1st May 1st June 31st Dec 2015
Scrum
Timeline 2015
FKom & SAPPHIRE Post SAPPHIRE May Post SAPPHIRE H2
Scrum Setup
1st April
Maintenance / SAPHIRE /Payment Hub
In-App Lumira
LH onboarding

15. 2 Days Business Workshop
 First day presentation of requirements
 Second day team creates a User Story Map and defines epics & user stories
 Afterwards team provide high-level estimates
 With the estimates a high-level release roadmap is created
 Once a month a stakeholder alignment will be performed using “Business Value
Game” to prioritize user stories

16. Product Backlog definition Process
 Will be done after
initial training of all
Solution Managers
 Uses the Solution
Blueprint documents
Key Deliverables
People Involved
Feature
Ideation
Grooming /
Epics Breakdown
Theme
Definition
Epics Ordering
Product
Roadmap
 Interim process to
“translate”
requirements from
various documents to
Epics and User Stories
 Grooming of Epics that
are defined in the
Ideation process
 Initial grooming
process to ensure that
the Epics are sized
properly so that they
can be planned in a
product roadmap and
high level costing
 Create an ordered list
of Epics for the next
half of year
 Performed at the end
of each Sprint
 Review and if necessary
adjustment of
Roadmap
 Initial list of Epics and
User Stories
 Creation of additional
Epics and User Stories
 Proper sized Epics and
User Stories that fit in a
product roadmap
 Ordered list of Epics for
the next 3 – 6 months
 Epics placed into
Roadmap broken down
by month
 Onboarding / Solution
Manager
 Solution Manager(s)
 Subject Matter Experts
 Product Owner IT
 Onboarding / solution
Manager
 Solution Manager(s)
 Subject Matter Experts
 Product Owner IT
 SAP Digital Platform
Solution Owner
 Onboarding Manager
 Solution Manager(s)
 Subject Matter Experts
 Product Owner IT
 SAP Digital Platform
Solution Owner
 Product Owner IT
 Architects IT
Key Activities

17. Sprint Backlog definition Process
 First draft User Story
writing
 Focus: Title, Business
Benefit & User Success
Scenario
 Assumptions &
Questions
Key Deliverables
User Story
Business Grooming
User Story
Definition
User Story
Technical Grooming
Product
Roadmap
 Business evaluation for
completeness
 UI Discussion /
Definition
 Validation of Business
Benefit and User
Success Scenario
 KPI / Analytics
 Technical vetting
 Infrastructure technical
tasks
 External (non-Store)
system dependencies
 High level technical
tasks
 Initial sizing exercise
 Automated testing
 Supportability Review
 UI Usability Review
 Automated testing
review
 Operations review
 User Story meets
“Definition of Ready”
 Optional: Story
Pointing
 Business Benefit & User
Success Scenario
Completed
 UI
 KPI / Analytics
Deliverables
 Necessary technical
tasks defined
 Data flow defined and
verified
 Automated test
defined
 UI and Usability
feedback
 Infrastructure /
Operations
requirements
 Ordered Product
Backlog that contains
User Stories, Tasks,
Technical Tasks &
Defects
Key Activities
User Story
Support / Operations Grooming
People Involved
 Onboarding / Solution
Manager
 Solution Manager(s)
 Subject Matter Experts
 Product Owner IT
 Onboarding / Solution
Manager
 Solution Manager(s)
 UI Designer
 Subject Matter Experts
 Product Owner IT
 Product Owner IT
 Architects IT
 QA IT
 External System
Architect
 Product Owner IT
 Support / RUN
 Operations System
Owner
 SAP Digital Platform
Leadership
 Product Owner IT
 Chief Product Owner IT
 Initial set of User
Stories to start the
grooming process

18. Artifacts

19. Timeline for Initial Roadmap Definition and
Ongoing Updates
Jun 8th Jun 22nd Jul 6th Jul 20th Aug 3rd
Initial roadmap Roadmap updates Roadmap updates Roadmap updates Roadmap updates
Jun 17th Jul 1st Jul15th Jul 29th Aug 12th
Team Participants Date /
Duration
Moderator Input Output
Portfolio BO1
BO2
CW 25 / 2h Robert  Portfolio prioritization
 XLS from planning offsite
 Sequenced requirements list
GTM BO3 CW 25 / 2h Robert  GTM blueprints (promotions, …)
 XLS from planning offsite
 Sequenced requirements list
Content Bo4 CW 25 / 1h Robert  Content review results
 XLS from planning offsite
 Sequenced requirements list
Operations BO5 CW 26 / 1h Robert  XLS from planning offsite  Sequenced requirements list
Platform BO6 CW 26 / 2h Robert  List of blueprint left overs
 XLS from planning offsite
 Sequenced requirements list
SAP IT BO7
BO8
CW 26 / 2h Robert  SAP IT issue list
 XLS from planning offsite
 Sequenced requirements list
Initial roadmap alignment meetings
Biweekly roadmap
alignment & update

20. Exercise: What could have been the
challenges of the propose approach?
 Discuss in groups at each table:
 What are the advantages of the approach?
 What are the disadvantages?
 Come up with a list of max. 5 items for each
 What do you think overweighed?

21. Challenges
 Team members didn’t get involved in refinement of the PBIs
 The “needs” where cascaded down from business owners via user stories as a new
form of “requirement documents”
 Business felt uncomfortable with estimates and speed of delivery
 Primary measure of success was speed of delivery and quality

22. Ways of Working

23. Key Success Factors
 One Product Backlog for all teams
 High performing and good aligned feature teams
 A potential shippable product increment every sprint
 High quality through continuous integration and test automation

24. Exercise: Why only one Product Backlog?
 Discuss in groups at each table:
 What is the impact of using one Product Backlog for multiple teams?
 Consider:
 Local Optimization vs. System Optimization
 Generating Highest Business Value as soon as possible

25. Achievements
 Deployment Process was automated to take around 45 mins
 Short lived feature branches were often integrated in the main line and daily
deployed to staging
 For every new/touched feature automated tests were created that run with the
deployment pipeline -> Creation of more than 1000 tests
 Less manual regression needed and better quality
 Great alignment between teams through a set of common working agreements
and establishing communities of practices
 Integration of business in Review, Refinement and Retrospective Meeting
 Aligned Roadmap for all teams with joined refinement and sequencing activities
involving business and IT