Brent Atkins, Cris Hadjez An Agile BI Approach: Mead Johnson Uses Better Data to Push Boundaries and Increase Customer Value Session # 3544
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1 Brent Atkins, Cris Hadjez An Agile BI Approach: Mead Johnson Uses Better Data to Push Boundaries and Increase Customer Value Session # 3544
2
3 itelligence BI Practice Capabilities True Data to Decision capability supporting transactions to analytics data movement and content development BI Landscape Sizing, Deployments, Assessments, Migrations & Optimization BI Content development using HANA, SAP & Non-SAP data sources Single source partner for software, services, support and hosting Solution Offerings SAP BI Strategic Consulting Review of existing BI needs for the business and planned initiatives to craft a Roadmap with recommended sequential efforts SAP BI Service Packages Query analysis, report templates, dashboards & mobile Strategic Dashboard Initiative - Production ready interactive dashboard (SAP/Non-SAP) SAP BusinessObjects Assessments - Maximize current investment by identifying opportunities for current adoption and future growth or plan your move to SAP BI4.1 SAP BusinessObjects Install, Upgrade & Migration Services Provide a production ready SAP BIP implementation while enabling BIP landscape support
4 Delivery Effort & Scope BI Program Solution to Maturity Curve Tactical BI Strategic BI Optimize Leverage Cost Enhance Discover BI Value
5 Characteristics of Agile Development Courtesy of Wendy Hildebrandt found on projectmanagement.atwork-network.com
6 Challenges with Agile BI Learning Agile for BI is not well defined ; originally conceived for SW development Feeling comfortable with your baby is ugly Most people are better editors than they are authors ; initial set of requirements are rarely the final set delivered Agile BI is viewed as project. Effective organizations understand that BI must be treated as a program with interdependent projects/sprints ROA metrics are difficult to establish or measure if the organization is not prepared for it Data standardization and integration is rarely a priority ; it s common to see that the team who structures the data is not the same team who analyzes the data Does a sphere of influence approach culturally work better? What is the data governance plan? Is there a metadata repository? An effective BI Program must have a strategy and infrastructure that can support it
7 People over Process Frequent and Fast Feedback Embrace Change Incremental Development The day we begin a project is the day we have the least amount of information... why make FIRM decisions at this time? Go Fast, Never Hurry Inspect and Adapt Accept that you can't get it right up front! Validate Assumptions Fast
8 LEARNING POINTS Agile in a regulated environment may require a culture change Agile delivery results in a higher quality product Agile does not mean less documentation or planning Faster and cheaper not always an outcome but can be Time to value can be realized throughout the project
9 SDLC METHODOLOGIES Agile Manifesto Less Agile Manifesto Time to Value MJN Agile SDLC Converge to meet business needs as well as compliance! Waterfall / BRUF More Waterfall / BRUF
10 BEST PRACTICES Business and IT commitment must be established before the project begins Scope changes/additions should come at a tradeoff of both time and cost Each sprint should be able to deliver business value independently of other sprints SCRUM methodology to track progress and to resolve issues
11 KEY LEARNINGS Find balance between high-level and detailed requirements up front Informal testing should reflect formal testing There can be too many releases to production Reserve time in latter sprints to accommodate fixes in prior sprints Plan and budget for a we didn t know sprint
12 PILOT DELIVERY METRICS 140% 120% 125% 100% 80% 80% 65% 60% 40% 20% 0% Requirements Met Cost vs. Budget Delivery Time
13 MJN AGILE TESTIMONIAL This is a far superior process which I believe we will deliver a much better result from what we have seen in the past. The level of business and IT interaction and commitment is key to this methodology working. One without the other, this fails. Ability to modify and correct in-process to get our desired results prevents surprises at the end. - Director, Global Supply Chain Processes
14 STAY INFORMED Follow the ASUGNews team: Tom Chris Craig
15 SESSION CODE 3544
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