Software development lifecycle (SDLC) has traditionally been used for in-house systems or custom-developed software. Capability Maturity Model Integration (CMMI) has been used specifically in software engineering to demonstrate the maturity of an organization's software development process. Implementations of packaged enterprise software bring a unique set of challenges that need to be viewed from the different perspectives of SDLC and CMMI. This presentation demonstrates how ERP managers can articulate their development and support process within the context of SDLC and CMMI.

1. Mahesh VallampatiMahesh Vallampati

2. About the Speaker
Mahesh Vallampati
Career
Director, Oracle Applications and Technologies at Coach America
Senior Practice Manager at SmartDog Services
Senior Sales Consulting Manager at Hotsos (2 years)Senior Sales Consulting Manager at Hotsos (2 years)
Director of DBA Services at Eagle Global Logistics (2 years)
Practice Manager at Oracle in Consulting(9 years)
Papers
Several papers presented at Collaborate and at 3 Oracle Open
Worlds
Published in Oracle Magazine
Education
Master’s in Electrical Engineering, Texas A&M University

3. Contact Information
Mahesh Vallampati
mvallamp@yahoo.com

4. Agenda
The Solution Perspective
ERP Manager Challenges
SDLC Overview
ERP Manager to SDLC MappingERP Manager to SDLC Mapping
CMMI Overview
ERP Manager to CMMI Mapping
Adapting to SDLC and CMMI
Defining Complexity
Next Steps
Q&A

5. Acronyms
But First, some Acronyms
SDLC – Software Development Life Cycle
CMMI – Capability Maturity Model Integration
CMF – CMMI Model FoundationCMF – CMMI Model Foundation
ERP – Enterprise Resource Planning
CRM – Customer Relationship Management
AIM – Application Implementation Method

7. Solution Perspective
What is an ERP Solution?
ERP Solution is a combination of
Standard Functionality
Customization to Standard FunctionalityCustomization to Standard Functionality
Extended Functionality
Key Difference between a customization and an
extension
Customization Impacted by App Upgrade
Extension Not Impacted by App Upg.

9. Ownership Challenge
The Biggest Challenge – Ownership
Who owns the solution
Is it the
Software VendorSoftware Vendor
Implementation Partner
ERP Manager

10. The History Challenge
• ERP Implementation history
– Missing Documentation/Information
• Requirements
• Gap Mapping to Requirements
• Business Justification for the Gaps
• Customization Mapping to Gaps• Customization Mapping to Gaps
• History of Req., Gaps and Customizations
• Resource Mapping to Customizations
• Comprehensive List of Customizations
• Be able to establish the causal connection
– Requirements Gaps Customizations Programs

11. Ongoing Challenge
• Estimation
– History of effort levels for maintaining customizations
– Activity Based Costing for customizations
– Cost Per Customization
• Activity Categories
– Software Development Life Cycle– Software Development Life Cycle
– Support
– Work Requests
• Method
– Be able to evidence a method for managing customizations
- SDLC
– Be able to evidence capability and maturity- CMMI

13. What is SDLC?
SDLC – Software Development Life Cycle
Process for creating or altering software
Used in
System Engineering
Information SystemsInformation Systems
Software Engineering
Outcome of SDLC
A high quality system
Meets or Exceed customer expectation
Focus
Development only historically
Includes Maintenance also

14. SDLC
Wikipedia - SDLC

15. SDLC
Wikipedia - SDLC

16. SDLC
Any SDLC Method is usually Comprehensive
SDLC is usually “tailored” for each organization
A new focus on Maintenance and Support
SDLC traditionally ended with deploymentSDLC traditionally ended with deployment
Uses the waterfall method of software development

18. AIM and SDLC
Oracle AIM Method

19. AIM and SDLC
Again AIM is usually tailored for an implementation
Important documents in the implementation are
usually identified ahead of time
These documents are maintained during the course ofThese documents are maintained during the course of
the project

20. Iterative CRP and Flows Approach
Even Oracle AIM which is focused on Oracle ERP can
be quite cumbersome.
Oracle AIM is a waterfall method based on traditional
SDLCSDLC
Waterfall method can be time consuming and
expensive
Iterative CRP Method has become a de-facto method
Flows based implementation which mimic an entire
business process has become the norm

21. Iterative CRP Method– Define Resolutions
to Exceptions
– Revise
Configurations
– Revise Test Scripts
– Revise Process
Documents
– Identify Test Data
– Define Resolutions
to Exceptions
– Revise
Configurations
– Revise Test Scripts
– Revise Process
Documents
– Identify Conversion
Data
– Project Team
Training
– Define Instance
– Business Flow
Review
Pre-CRP
Activities
– Project Team
Familiarized
– Exceptions Identified
– Process Decisions
Made
– Configurations
and Processes
Unit Tested
– Remaining
Exceptions Identified
– Integrated Testing of
Configurations and
Processes
Completed
– Production-Ready
Configuration
Identified
CRP 1 –
Familiarization
and Exception
Identification
CRP 2 –
Unit
Testing
CRP 3 –
Integration
Testing
CRP
Outcomes

22. Iterative CRP Method
ConfirmationDefinition TransitionValidationElaboration
Process
Solution and
Configurations
Pre-Live
Testing
Production
Acceptance
and
Migration
To Production
Future
Business
Model
Business
Flows
R
E
Q
U
I
R
E
M To Production
Production
Integration Training Conv.
CRP 2 CRP 3CRP 1
M
E
N
T
S
FIT/GAP
Business Systems
Testing (BST)
Systems Integration
Testing (SIT)
User Acceptance
Testing (UAT)

23. A high level SDLC Process for ERP

24. Other SDLC like Processes
Rapid Application Development (RAD)
Joint Application Design (JAD)
Software prototyping
Extreme Programming (XP)Extreme Programming (XP)
Object Oriented Programming (OOP)
End User Development (EUD)
Open Source Development
Agile Development

25. Iterative CRP
Iterative CRP has become the de-facto approach
Gives the user a “feel” of the system
Manual steps that need to be automated can be setup
as custom RICE componentsas custom RICE components
Issues and show stoppers can be identified early
Business Process flows and training documents can be
aligned

26. A note on O&M
Operations and Maintenance have become important
Cost reduction and efficiencies are getting a renewed
focus
Success criteria has begun to include these costs asSuccess criteria has begun to include these costs as
well
A system that meets expectations but add significant
O&M costs is now deemed a failure

27. SDLC Summary
ERP Implementations have evolved into an iterative
CRP Approach with select AIM/SDLC deliverables
If you are not implementing iterative CRP, you will
have cost overrunshave cost overruns
Operations and Maintenance costs have a renewed
focus

29. CMMI
CMMI
A process improvement Approach
Used mostly in software engineering
Enables organization to identify where they areEnables organization to identify where they are
Provide a roadmap to get to a higher level of
performance or competence or capability

30. CMMI
CMMI - Wikipedia

31. CMMI
CMMI - Wikipedia

32. CMMI Evolution
CMMI for Development – August 2006
CMMI for Acquisition – November 2007
CMMI for Services – February 2009
CMMI Product Suite 1.3 – in 2010CMMI Product Suite 1.3 – in 2010

33. CMMI Components
CMMI Component ERP Manager Role
Development Describes how products and services
need to be developed. This can be used toneed to be developed. This can be used to
define approach for developing and
maintaining customizations and
enhancements
Acquisition This can be used to define how software
components can be acquired when
replacing existing systems
Services Can be used to define how services will
be developed and delivered.

34. ERP Development CMMI Maturity
25%
30%
35%
40%
45%
%ofMarket
0%
5%
10%
15%
20%
25%
%ofMarket
Level
0
Level
1
Level
2
Level
3
Level
4
Level
5
CMMi Levels
Our estimation
Bell Curve

36. ERP Manager Responsibilities
Ongoing Support
Usability (How do I do something?)
Break Fixes (Things are Broke)
CustomCustom
Standard
Customization to standard
Work Requests
Net New Functionality
Business Support
Assisting with Business Operations

37. ERP Manager Responsibilities
Requirements Management
Configuration Management
Maintain additional setups
Maintain integrity of setupsMaintain integrity of setups
RICE List Maintenance
Upgrade Planning
Manage cost of system operations

38. CMF and ERP Manager
Abbr. Name Area ERP Manager Role
REQM
Requirements
Management
Engineering
Gather, Track and Maintain
requirements over lifecycle
PMC
Project Monitoring and
Control
Project Management
Maps to Project
Management and PMP
Framework
PP Project Planning Project Management
Maps to Project
Management and PMP
Framework
CM
Configuration
Management
Support Maintain Setups
MA
Measurement and
Analysis
Support
Measure and Manage
various aspects of delivery
PPQA
Process and Product
Quality Assurance
Support
Related to testing and
compliance
OPD
Organizational Process
Definition
Process Management
More of an assist in this area
than responsible
CAR Causal Analysis Support Root cause analysis of issues

39. Does CMMI Matter for ERP
Managers?
An increasing number of implementation vendors are
being appraised at various CMMI Levels
Appraised not certified
CMMI Benchmarking will reveal new insightsCMMI Benchmarking will reveal new insights
Support efficiencies
Configuration consistency
Cost of support as a function of complexity
The higher the complexity, the harder to achieve CMMI
and hence costs are higher

40. Does CMMI Matter for ERP
Managers?
It depends
CMMI is frequently used as a benchmarking tool
Proactively benchmarking yourself reveals two things
It indicates awareness and an approach to understandIt indicates awareness and an approach to understand
what is being delivered
It provides a roadmap for ongoing improvement
Any ERP Manager who wants to achieve the two
objectives need to evaluate CMMI

41. Does CMMI Matter for ERP
Managers?
ERP issues tend to have these root causes
Business Process maturity that is implemented
Configuration does not match to business process
executionexecution
Customizations and enhancements do more harm than
good
The ERP software itself has stability issues
Quality of Support not up to par
Being able to triage it is crucial for survival

43. Why complexity matters
SDLC and CMMI seems rational and tends to make
sense
However measuring an ERP System without the
complexity perspective would be sub-optimalcomplexity perspective would be sub-optimal
Complexity can characterize an implementation in
many ways and impact
Schedule
Success
ROI
Maturity as perceived by SDLC and CMMI

44. Complexity of ERP Systems
Factors that impact complexity of ERP Systems
Maturity of ERP Software
User willingness to adopt new processes
Capability of implementation partnerCapability of implementation partner
Maturity of the IT organization supporting it
Business Operations Management capability to adopt
new processes
Completeness of solution
Interface t o other systems
Customization to the ERP System

45. Why Complexity matters
Before embarking on SDLC and CMMI, understanding
the complexity is important
The underlying symptoms will have to be addressed
Applying SDLC and CMMI to unhappy users,Applying SDLC and CMMI to unhappy users,
incomplete solutions, immature implementation,
software that is not ready but yet being used could be
an exercise in travesty

46. ERP Implementations

47. Managing Expectations
Source: Panorama Consulting Group

49. Next Steps
Understand the complexity of the system
Perform activity based costing of the work performed
App UI Support
App SupportApp Support
Data Fixes
Work Request
Trouble Tickets
More categories
Strive for a Level 2 CMMI which will provide a basic
level of sanity if chaotic

50. Next Steps
Adopt the SDLC method that makes most sense to
your organization
Traditional SDLC is simply just not possible
Iterative CRP adoption will be keyIterative CRP adoption will be key
Pragmatism is key in the whole approach
Good luck!!