Jan,
It wold be great if what you’ve described could be elaborated within the Agile Roadmap description. Specifically:
- Agile Roadmap - 1.5 Scope Statement - requirements gathering approach (e.g. obtaining customer sign off for project scope) a bit contradicts with agile/SCRUM principles. Rather it might be a sign off (refinement) of a product log (or even a product backlog portion for first sprints). Also, there are no references from scope statement/customer requirements to product backlog or user stories. At the same time other documents like “Agile Project and Sprint Backlog.XL”S do have references to user stories and backlog. I assume Scope Statement description/chapters should be a bit re-designed to comply with Agile principles/methodology (in similar manner it's already described under 2.16 "Baseline Build" deliverable).
- Agile Roadmap - 1.9 Execution, Monitoring, and Controlling of Results - Activities could be adjusted more to Agile/SCRUM principles - e.g. change management approach is less strict – backlog grooming/refinement activities are performed on ongoing basis instead of suddenly appearing CRs; a project status is communicated via the demonstration of a workable product increment rather than via “paper-only” status reports etc.
- Agile Roadmap - deliverables 2.15, 2.16 refer to "fully functional environment to demonstrate the standard functionality" - the statement is shy of details which environment is meant here - most probably this should be a development environment. If not, then there should be an activity before this one to build this environment; if yes, then the deliverable 2.23 might need to take place before 2.15, 2.16
I’ve also noticed some inconsistences in RDS Roadmap:
- RDS Roadmap - 2.2 - activities include Agile activity "Conduct Scrums Meetings" – assume activity should be removed because RDS does not follow Agile approach.
- RDS - 3.2. "Sprint initiation" – the same comment as above.
In general, ASAP 8 is a nice blend of an implementation methodology (from SAP itself), project management methods and techniques (from PMBOK) as well as value and business case management approaches (from PMI PgMBOK, OGC MSP and OGC MoV). In my opinion, what could make ASAP even more complete is:
- a bit more details in the area of procurement management (like it’s outlined in PMBoK). Procurement aspect is especially important for companies which do not use SAP (but rather other vendors) services for ERP implementation. For instance, guidelines regarding specific vendor selection criteria, which for SAP projects should be focused on implementation/configuration skills rather than on installation skills, like outlined in these posts: http://www.r3now.com/more-on-vendor-selection-criteria-and-methods-for-erp-project-success/, http://scn.sap.com/people/bill.wood/blog/2010/11/09/sap-implementation-partner-or-company-selection-criteria
- an embedment of PM soft competencies (you've mentioned this topic in one of your replies). Possibly, IPMA behavioural competences (http://www.ipma.ch/assets/ICB3.pdf) could be used as a baseline.
Thanks.
Cheers,
Alexey