How to get the most from your E-Business Suite Developers
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The document outlines best practices for leveraging e-business suite developers, emphasizing the importance of understanding business requirements and effective project management to ensure successful software solutions. It likens the development process to a factory, highlighting the value of skilled labor, structured methodologies, and appropriate tools in achieving quality outputs. It concludes by stressing the need for proactive development teams that prioritize quality and effective communication to meet business objectives.
How to get the most from your E-Business Suite Developers
- 1. Proprietary and confidential. | 2016 AXIA Consulting™ | All rights reserved. How to Get the Most from your E-Business Suite Developers
- 2. Agenda • Introductions • Who Needs Developers? • Software Factory (An analogy) • Managing the Raw Materials • Transformational Labor • Production Processes • Production Assets • What’s The End Game? • Conclusions
- 3. AXIA Consulting About AXIA Consulting At AXIA Consulting, we understand the importance of choosing a trustworthy partner who takes the time to understand your business and we have the proven ability to deliver meaningful results. With a team of industry experts who average 20 years of experience in the field, AXIA’s accessible business and technology leaders hardness their expertise to solve our clients’ most complex problems. Founded in 2005, AXIA is 100% employee-owned and employs approximately 100 Senior Consultants. We are a global company, delivering results for clients in more than 54 countries over six continents. www.axiaconsulting.net Committed To Excellence AXIA is driven by values and our commitment to excellence, resulting in trusted partnerships and lasting client relationships
- 4. Agenda • Introductions • Who Needs Developers? • Software Factory (An analogy) • Managing the Raw Materials • Transformational Labor • Production Processes • Production Assets • What’s The End Game? • Conclusions
- 5. Who Needs Developers? Definition / Purpose • Development is the set of activities surrounding the definition, design, construction, testing and implementation of components of a software solution. • For our discussion purposes, the software solution in question extends core functionality provided by Oracle EBS modules. • Even a “vanilla” implementation - where customization is explicitly avoided - may entail a substantial automated data conversion effort, which requires a software solution.
- 6. Who Needs Developers? cont. When is it needed? • Development is a critical component of the original implementation of E-Business Suite, and continues with ongoing Support. • Additionally it is needed during: • Upgrades and/or Family Pack Level Patching • Merger/Acquisition-Driven Integration • New Product Launches • Compliance with Regulatory Changes Who needs developers? Practically every organization at some point.
- 7. Agenda • Introductions • Who Needs Developers? • Software Factory (An analogy) • Managing the Raw Materials • Transformational Labor • Production Processes • Production Assets • What’s The End Game? • Conclusions
- 8. Why is Development like a Factory? Manufacturing transforms inputs into valued goods using repeatable processes that, in our modern world, are typically mechanized. In our analogy: • Inputs include raw materials and labor. • Our developers (obviously) provide the transformational labor. • The primary raw materials are business requirements. • The organization’s software development methodology usually defines the production processes and procedures. Many organizations have defined their IT processes and procedures using the ITIL framework. • Production assets (machinery) include development tools and environments. • The value of the produced good is determined by the satisfaction of the consumer. In our analogy, the consumers are the end business users.
- 9. “Software Factory” Side Bar • The term software factory has been used before, but mostly in the context of removing the skilled craftsman, i.e., the software engineer, from the production (i.e., development) process through the use of patterns, templates and framework components. • In other words, the factory term could imply that development becomes a high-volume, low cost assembly process. • This is not the point we are making with our manufacturing-based analogy. Rather, our point is that quality outputs rely on quality inputs, skilled labor, and effective tools & processes.
- 10. Why is Development like a Factory? A Classic SIPOC Diagram
- 11. Agenda • Introductions • Who Needs Developers? • Software Factory (An analogy) • Managing the Raw Materials • Transformational Labor • Production Processes • Production Assets • What’s The End Game? • Conclusions
- 12. Managing Raw Materials What’s the comparison here? • Experienced Material Handlers will understand the products being received • Developers must understand business requirements and ask the right questions up front
- 13. Managing Raw Materials Has this ever happened to you? • Scenario: The need for a complex enhancement is identified during an fast-moving integration project with aggressive time lines. Tasked with many other responsibilities, the business analysts frames out a “back of a napkin” design and reviews it with a remote development team via conference call. The analyst gives the development team “poetic license” to architect a solution that realizes the requirements. Weeks later, a solution is installed for extensive integration testing of the enhancement. Nothing, however, works as expected. • How to Avoid: An EBS developer must discern incomplete, poorly conceived and misleading requirements.
- 14. Managing Raw Materials cont. • How does this apply to Developers? • In a factory, receiving often incorporates an inspection step. Developers must act in the same way as Material Handlers. They have a responsibility to identify non-conforming materials and prevent them from being used. • Relevant Capabilities • Understanding of the business activity that the build unit streamlines or automates. • Communication skills, both verbal and written. • Awareness of the generally accepted methods for extending and customizing EBS.
- 15. Agenda • Introductions • Who Needs Developers? • Software Factory (An analogy) • Managing the Raw Materials • Transformational Labor • Production Processes • Production Assets • What’s The End Game? • Conclusions
- 16. Transformational Labor What’s the comparison here? • Skilled, careful, diligent resources familiar with many of the processes throughout the plant • Use of structured programming techniques can effectively turn all sorts of business requirements into code
- 17. Transformational Labor cont. Has this ever happened to you? • Scenario: Some projects may encourage the Staffing team to select Low Hourly Rate resources. However, the “commodity” approach does not always turn out to be the best option for delivering a solution. We have many seen cases where the Analyst/Developer cycle can spiral out of control for some objects. These delayed objects not only lead to increased project costs, but can threaten project deadlines once these efforts become the “critical path”. • How to Avoid: A low hourly rate does not always translate into a lower project cost. Look for the resources with the highest value.
- 18. Transformational Labor cont. How does this apply to Developers? • The quality of the developer and what he/she does correlates directly with the quality of the solution components produced • Relevant Capabilities • Consistently apply structured programming techniques. • Adhere to programming standards when they exist or implement standards when they don’t. • Architect solutions that are maintainable and extensible. • Make liberal use of comments.
- 19. Agenda • Introductions • Who Needs Developers? • Software Factory (An analogy) • Managing the Raw Materials • Transformational Labor • Production Processes • Production Assets • What’s The End Game? • Conclusions
- 20. Production Processes What’s the comparison here? • Production processes are repeatable and yield output in tight quality tolerances • Presence of a structured methodology
- 21. Production Processes cont. Has this ever happened to you? • Scenario: A team member retrieves the most recent version of an object from the source code repository to begin an enhancement project. When completed, the revised object is installed in a QA environment so that the changes can be verified. Only during testing is it discovered that a set of recent enhancements were never checked into the source code repository by a different external developers. • Related Scenario: An organization plans a release of new and revised system components as part of a complex integration project. Previous external developers were unaware of source object promotion steps, and their work done is not incorporated, leading to a rollback of the release and a delay in the deployment of the enhancements. • How to Avoid: A first-rate developer is aware of IT processes and the importance of the various steps they cover. He/she learns to work within these processes to carry out assigned responsibilities. Such a developer would be able to recognize any methodology shortcomings, and drive the entire team to make improvements
- 22. Production Processes cont. How does this apply to Developers? • Thus, production processes are repeatable and yield output in tight quality tolerances. • To accomplish the same approach to quality, software development activities require analogous governance. This governance is provided by the IT organization’s software development methodology and associated internal processes. • Relevant Capabilities • Familiar with the Organization’s development methodologies and processes • Willing to suggest changes and improvements to the same • Discipline and Consistency on all software development activities
- 23. Agenda • Introductions • Who Needs Developers? • Software Factory (An analogy) • Managing the Raw Materials • Transformational Labor • Production Processes • Production Assets • What’s The End Game? • Conclusions
- 24. Production Assets What’s the comparison here? • Automation components that improve productivity and quality • Development tools used to improve efficiency and ensure quality of all developers on the team
- 25. Production Assets cont. Has this ever happened to you? • Scenario: During an R12 upgrade, a third-party development team attempts to identify custom Oracle Forms and Oracle Reports objects affected by data model changes. Unaware of tools that facilitate the analysis, the development team attempts to manually inspect all *.fmb and *.rdf objects and fails to identify some remediation needs in the process. • How to Avoid: Having the appropriate tools at his/her disposal makes an EBS developer more productive. The caveat, however, is that the developer in question can make skillful use of those tools.
- 26. Production Assets cont. How does this apply to Developers? • Obviously, having the appropriate tools at his/her disposal makes an EBS developer more productive. The caveat, however, is that the developer in question can make skillful use of those tools. • Relevant Capabilities • Quickly grasps the architecture of a particular tool and gains awareness of its capabilities. • Adapts and translates skills acquired using one vendor’s tool for use of another vendor’s tool when the tools in question offer analogous functionality. • Is able identify other automation opportunities based on both current process shortcomings and the arrival on new offerings from tool vendors.
- 27. Agenda • Introductions • Who Needs Developers? • Software Factory (An analogy) • Managing the Raw Materials • Transformational Labor • Production Processes • Production Assets • What’s The End Game? • Conclusions
- 28. What’s the End Game? Has this ever happened to you? • Scenario: An outsourced development team is engaged to support and extend EBS, beginning with a key phase of the initial implementation effort. The development team needs to work well with the consultants/business analysts and deliver in accordance with the project timelines. Defects and re-work must be kept to a minimum. • How to Achieve: Work with development partners to help them identify and select the resources to serve your organization. Develop relationships with the development team, perhaps via the team lead role. Invite development team members to participate in requirements and design walk-throughs. Train your development partners in your IT processes and tools.
- 29. What’s the End Game? cont. So what can you do with the right developers? • Avoid unnecessary cycles of the Design-Develop-Test-Fix flow of activities. • Avoid excessive project management of development activities • Achieve “critical path” milestones • Delight end users with functionality that supports the achievement of business objectives • Minimize the total cost of development and the total cost of ownership for EBS customizations
- 30. Agenda • Introductions • Who Needs Developers? • Software Factory (An analogy) • Managing the Raw Materials • Transformational Labor • Production Processes • Production Assets • What’s The End Game? • Conclusions
- 31. Conclusions • The development role, particularly when filled by high- aptitude techno-functional resources, can contribute significantly to the success of EBS-centered projects • A mindset that views development as a “commodity” service may lead to missed opportunities for transformational enhancements to EBS or, even worse, greater risk of project failure • An organization that outsources the development function cannot abdicate the responsibilities that support, drive and direct development activities: Tools, methodologies and requirements still must be provided
- 32. Conclusions cont. • The ideal development team member profile • High Aptitude • Intellectually Curious • High Work Ethic / “Healthy” Perfectionism • Proactive approach • Paradigm Changes • Emphasize aptitude over specific skill sets • Ensure that the requirements gathering and documentation of functionality is performed well • Inspect methodologies and internal processes to ensure that they facilitate achievement of end-state goals • Be willing to invest in tools • Be a Gatekeeper!
- 33. Contacts For more information, visit http://www.axiaconsulting.net/ or give us a call at 866.937.5550 AXIA Consulting is a global provider of business and technology solutions focused on maximizing investments and delivering results. With experience across multiple industries and more than 54 countries, AXIA’s senior team helps organizations tackle tough challenges, from large-scale ERP implementations and post-merger integrations, to organizational change and more.