Traditional SAP waterfall projects also have many other areas of ceremony or waste. Some examples are:
Overproduction
Examples: Business process requirements in Business Blueprint that never get used; Developing flat reports in BI instead of OLAP-Oriented reports
Rework
Examples: Blueprinting sessions that are ineffective or missing key personnel; Defects and misunderstood requirements identified late in the waterfall process
Waiting
Examples: Developers waiting on Functional and Technical Specifications; Extra Processes and Artifacts that do not add business value (e.g. Multiple forms and approvals)
Intellect
Examples: Having too many people on the project team
Challenges with Traditional Waterfall SAP
All IT processes eventually accumulate “ceremony” and “waste”. Waterfall methodologies are no exception. LSAP© is specifically designed to use Lean principles and Agile techniques to lean out the Accelerated SAP (ASAP) methodology, while preserving its integrity.
Traditional SAP waterfall projects are challenged to “go to market” and realize value quicker than they currently do. LSAP© is specifically designed to use Lean principles and Agile techniques to increase time to market, using an iterative, incremental delivery approach.
Traditional SAP waterfall projects are additionally challenged to be flexible enough to incorporate changing business requirements during the project life-cycle. Usually, changing requirements mid-implementation equates to significant cost and/or time overruns. LSAP© is specifically designed to allow for changing business environments, usually at minimal additional expense or time.
When an implementation is 80% of its way to completion, there is a possibility that it could be ready to “go live”, if all the work accomplished until that point had been prioritized in order. This is because approximately 20% (at minimum) of all requirements identified in Business Blueprint never actually get used in production. The LSAP© methodology requires the business to be “entrenched” with the project team, and to continuously prioritize their “wish list” or “backlog” of requirements. This allows for the possibility of eliminating much of the wasted project team work effort.
Traditional SAP waterfall projects also have many other areas of ceremony or waste. Some examples are:
Examples: Business process requirements in Business Blueprint that never get used; Developing flat reports in BI instead of OLAP-Oriented reports
Examples: Blueprinting sessions that are ineffective or missing key personnel; Defects and misunderstood requirements identified late in the waterfall process
Examples: Developers waiting on Functional and Technical Specifications; Extra Processes and Artifacts that do not add business value (e.g. Multiple forms and approvals)
Examples: Having too many people on the project team