1) Traditionally, design and development were separate processes but agile methodologies aim to combine them through practices like user story mapping and prototyping. 2) Design thinking focuses on understanding problems from the user perspective through techniques like personas and user research to create the right solutions. 3) At SAP, design and development teams work collaboratively using shared principles and practices like product vision, product backlog, and iterative development to better meet user needs.

1. Design
Dev
COMBINING DESIGN AND DEVELOPMENT
MARTIN FASSUNGE & TOBIAS HILDENBRAND | SAP AG | 5 JULY 2012

2. WHERE DO WE COME FROM?
© SAP 2012 | 2

3. Source: SAP
© SAP 2012 | 3 40 YEARS OF SAP…

4. © SAP 2012 | 4 …42 YEARS OF WATERFALL

5. Analyze
Design
Code
Test
Fear of delivery
Year 1 Year 2 Year 3 Year 4
© SAP 2012 | 5 THE WATERFALL – A BUREAUCRATIC APPROACH

6. WHERE ARE WE TODAY?
© SAP 2012 | 6

7. Das Comeback (FOCUS 22/2012, S. 122ff.)
© SAP 2012 | 7 COMPLEMENTING LEAN & SCRUM WITH AGILE ENGINEERING

8. AGILE = “ABLE TO MOVE QUICKLY & EASILY”*
*) Definition from Longman Dictionary of Contemporary English © SAP 2012 | 8

9. Chief Product
product
team
backlog ?
release
backlog
BUT:
sprint “There is surely nothing quite so
backlog useless, as doing with great
efficiency what should not be done
at all” - Peter Drucker
© SAP 2012 | 9 INTRODUCTION OF LEAN, AGILE DEVELOPMENT & SCRUM

10. …SO, WHAT DOES AGILE MEAN
FROM A BUSINESS PERSPECTIVE?
© SAP 2012 | 10

11. 1. Respond to change 2. Quickly
reprioritize
3. Intensive customer
interaction
4. Iterative 5. Right-sized
delivery processes
Source: Charles G.Cobb (2011) - Making Sense of Agile Project
Management,
© SAP 2012 | 11 WHAT DOES ‘AGILE’ MEAN FROM A BUSINESS PERSPECTIVE?

12. WHY CAN„T WE JUST MAKE A MASTER PLAN?
© SAP 2012 | 12

13. far from
alignment anarchy
requirements
complex
complicated .
.
.
simple
close to
alignment
close to far from
certainty technology certainty
© SAP 2012 | 13 REQUIREMENTS SPECIFICATION UNDER UNCERTAINTY

14. Scope
fixed
variable
Teams Timelines
© SAP 2012 | 14 FIXED SCOPE IS AN ILLUSION AND PROMISES FALSE SAFETY

15. Creative
Repetitive
Physical Intangible
© SAP 2012 | 15 PROCESS-WISE, SOFTWARE DEVELOPMENT IS DIFFERENT

16. WHY DO WE LIKE SCRUM?
© SAP 2012 | 16

17. Split organization Split work
into teams
Split time
Risk
Deliver more
frequently Risk Retrospectives
© SAP 2012 | 17 SCRUM REDUCED RISKS DRAMATICALLY

18. Partnership Mutual
Trust
Personal Shared Collaboration
Responsibility Purpose Mindset
© SAP 2012 | 18 SCRUM IS PEOPLE-CENTRIC AND FOSTERS TEAM WORK

19. Lean
Set of principles
ASE
Agile Software
Engineering
Practices Scrum
Project Management
Framework
© SAP 2012 | 19 SCRUM IS CODE-CENTRIC WITH A SHARED SENSE OF QUALITY

20. © SAP 2012 | 20 COMPLEMENTING SCRUM WITH ENGINEERING PRACTICES

21. The
1. Take an Economic View
Principles of 2. Actively Manage Queues
Product Development 3. Exploit Variability
FLOW 4. Reduce Batch Size
5. Apply WIP Constraints
Second generation 6. Control Flow: Cadence
Lean Product and Synchronization
Development 7. Apply Fast Feedback
Donald G. Reinertsen 8. Decentralize Control?
Source: Donald G. Reinertsen (2009) – Lean Product Development
Flow
© SAP 2012 | 21 DON‘T WAIT ANOTHER 40 YEARS

22.  Limited team size  Iterative feedback
 iteration cycles,  empirical process
 limited WIP* control
 Velocity understood
*) WIP = work-in-progress
© SAP 2012 | 22 SCRUM IMPLEMENTS MOST PRINCIPLES OF LEAN

23. …BUT, WHAT ABOUT THE ECONOMIC VIEW?
© SAP 2012 | 23

24. Source: Ash Maurya (2012) – Running Lean
© SAP 2012 | 24 THE LEAN CANVAS TAKES AN ECONOMIC VIEW

25. Iterate…
…but beware of
”vanity metrics”!
Source: Eric Ries (2011) – The Lean Startup
© SAP 2012 | 25 VALIDATED LEARNING INCLUDING THE ECONOMIC VIEW

26. Pivot or Pivot or Scaling,dying
persevere? persevere? or extending?
Problem/ Solution/ Solution/
Solution Customer Market
Fit? Fit? Fit?
1 month 1 month 1 month
© SAP 2012 | 26 EVOLVE BUSINESS MODELS, NOT JUST PRODUCTS

27. WHERE DO REQUIREMENTS COME FROM?
© SAP 2012 | 27

28. Idea White paper Detailed specification
© SAP 2012 | 28 SCIENTIFIC ANALYSIS WITH A DEDUCTIVE APPROACH

29. HOW DOES DESIGN WORK?
© SAP 2012 | 29

30. Development
„Wicked Less wicked Solvable
problem„ problem problem
© SAP 2012 | 30 DIVERGING & CONVERGING TO UNDERSTAND THE PROBLEM

31. WHAT IS DESIGN THINKING?
© SAP 2012 | 31

32. „„A DEVELOPER NEEDS TO BE CURIOUS AND
ALSO DEVELOP EMPATHY FOR END USERS“…
Source: interview with SAP co-founder Hasso Plattner (2012) © SAP 2012 | 32

33. 3. Approach
2. Space
1. People
© SAP 2012 | 33 DESIGN THINKING PILLARS

34. Address the right question …and create the right solution
Customers
Stakeholders
Customers
Stakeholders
© SAP 2012 | 34 SAP‘S DESIGN THINKING APPROACH

35. HOW DO WE COMBINE DESIGN
& DEVELOPMENT TODAY?
© SAP 2012 | 35

36. Product Backlog
Product
Vision
User Story
Mapping
Prototyping
Personas
Synthesis
Teams User Research
© SAP 2012 | 36 COMBINING DESIGN AND DEVELOPMENT IN PRACTICE

37. Design (Thinking) (Lean) Development
Set of shared values and principles
© SAP 2012 | 37 DESIGN & DEVELOPMENT ARE COMPLEMENTARY

38. Thank You!
Contact Information:
Martin Fassunge Dr. Tobias Hildenbrand
SAP AG SAP AG
Dietmar-Hopp-Allee 16 Dietmar-Hopp-Allee 16
69190 Walldorf 69190 Walldorf
T: +49 6227 7-47474 T: +49 6227 7-47474
martin.georg.fassunge@sap.com tobias.hildenbrand@sap.com