Being Agile under a Waterfall Umbrella: Successful Project Management for FP&A Agenda • Introductions • Project Methodologies – Traditional – Agile • Strengths / Weaknesses of each method • Recommended Approach for FP&A Projects • Question & Answer Introductions

• Matt Teinert • Mark Cawi • Director of Accounting & • President, Bakerfield Solutions Financial Reporting, • 150+ projects / 30+ years Digital Turbine (DT) • Solutions include: • Led recent EPM (Host Analytics) • Enterprise Performance Management & ERP (Sage Intacct) projects (EPM) working with Bakerfield • Financial Management / ERP • Experience includes • Merchandise Planning • Reporting & Analysis • Public Accounting • Technology, Hospitality, REIT, and • www.bakerfieldsolutions.com Energy industries • 10 years Military Leadership What is a Methodology?

Methodology noun meth·od·ol·o·gy | \ ˌme-thə-ˈdä-lə-jē : a body of methods, rules, and postulates employed by a discipline : a particular procedure or set of procedures www.Merriam-Webster.com Why use a Methodology

• A project management methodology is essentially a set of guiding principles and processes for managing a project • Your choice of methodology defines how you work and communicate Methodology Benefits

Benefits of a Project Management Methodology • Organizing project times • Providing tools to estimate times and costs correctly • Helping to manage and minimize project risks • Improving the cost-benefit relationship of resources • Developing the team's skills Methodology Approaches

• Traditional (Waterfall / SDLC) • Agile – Scrum – Kanban – Scrumban Traditional (Waterfall / SDLC)

• Fixed Sequence • Linear Processes • Documentation • Upfront Planning • Prioritization Agile

• Iterative, incremental and evolutionary • Focus on “Working Product” • Adaptive • Short Feedback Loops – Frequent Stand-ups (Scrums) • End Users involved throughout project Scrum (Agile)

• Predefined roles – Scrum Master – Product Owner – Delivery Team • Deliverables broken into 1-3 week sprints • Change mid-sprint discouraged • Sprints completed in linear fashion • User Stories Kanban

From Japanese: Kanban is literally translated as sign board or visual signal.

Kanban

• Uses Kanban board to give visibility to tasks • No pre-defined roles • Continuous delivery – as-needed basis – (no predefined sprints) • “Pull” system – New task started only when previous one completed – Work in Progress limited to X tasks per person • Changes allowed at any point Scrumban • Hybrid Framework • Combines – Structure of Scrum – Flexibility and Visualization of Kanban Scrumban

• Iteration (Sprint) • Kanban Board Planning • Continuous Workflow • Sprint specific workload – Pull into “Doing” • Prioritization on • WIP Limits Demand • Team roles not rigid • Assure appropriate • Short lead times (Just analysis before in Time Planning) development Why Traditional Waterfall fails Accounting & Finance • Lack of flexibility / Non-adaptive • Very limited to no mid-process feedback from users • Testing delayed until end

• Users don’t know what they don’t know • Current process does not translate well to future state • Long requirements phase expensive from time & budget perspective Why Agile fails Accounting & Finance • Real-life = Predefined scope with unmovable deadlines • Approval process precedes start of project • Budget & resources often fixed • Need to manage critical path milestones to minimize risk • Agile has higher risk for “Scope Creep” Hybrid Approach

Step 1 Step 2 Step 3 Step 4 Initiate Design Execute Close Hybrid Approach

• Hybrid of Waterfall & Agile (Scrumban) • Used for EPM & ERP implementations • Waterfall umbrella provides structure – Scope / High Level Requirements – High Level Timeline & Milestones • Scrumban used week to week to manage effort during Execute & Close phases Hybrid Approach

Initiate Execute • Streamlined Discovery / Scoping process • Scrumban framework (2-4 hours) • Use of Kanban Board (via Asana.com) • Identify key project Milestones • Typically 1 week Iterations • Initial high level Project Plan • Implementation, Testing & Validation • Establish project budget • End users involved • Multiple revisions (if needed) Design • Abbreviated Requirements / Design Close session (1-5 days) • Training / Documentation / Knowledge Transfer • Confirm Scope • Go-Live • Business Requirements Design Document • Post Go-Live support (Hyper care) (BRDD) • Determine Data Integration requirements • Validate detailed Project Plan Suggested Project Team for ERP or EPM Implementation

Internal Internal Internal Internal Project Executive Subject Matter Application Lead Sponsor Expert(s) Administrator

External External External Data External Project Application Integration Architect Manager Consultant(s) Specialist

*Some or all roles (internal & external) may be part-time depending on project scope Project Touchpoints

• On-site Design Session – Typically Two Days • Stand-Up (Status) Sessions – 1 to 2 times per week – More often if needed • Ad hoc collaboration - two or more team members – As needed • Steering Committee calls – Once per month Questions

Matt Teinert Mark Cawi Director of Accounting & President Financial Reporting Bakerfield Solutions 361-212-4820 317-418-7579 [email protected] [email protected]