Glossary

The agile project management methodology Scrum is clearly defined when something is sufficiently formulated for processing and when something is sufficiently processed. These are the Definition of Ready (DoR) and the Definition of Done (DoD). Criteria are defined so that the team receives sufficient information about the work and the product owner receives a proper increment or product.
Criteria for the definition of ready can be:
• Acceptance criteria are named
• User story has been rated (story points) and is smaller than xSP
• A mockup is available and can be used for implementation
Criteria for the definition of done can look as follows:
• User story acceptance criteria were taken into account
• Complete documentation of the increment is available
• Successful unit test
• Mobile responsive
• Clean code according to pattern XYZ
• Works in test system with live data and can be transferred to productive

Both rules are defined by the Scrum Team in the first sprint and adjusted and honed over the course of the project so that the quality is able to increase in proportion to the DOR and DOD. It should be noted that the definition of ready, concerns the product owner first as he is responsible for the formulation of the individual user stories and must create them according to the DOR. The definition of done, affects the development team, because it delivers the finished increment to the product owner who must comply with the DOD.

Dynpros is one of the main technologies in the interaction between the user and the SAP ERP system. The elements that can be displayed on a standard screen are specified by SAP. However, these can be edited by using tools. They have certain properties that are similar in different transactions. The “Save data” function, for example, is nearly always mapped using the Save icon in the standard bar of the SAP GUI. Other functions are controlled using the pushbuttons in the application toolbar. This is how the dynamic program helps improve usability.

IoT steht für „Internet of Things“ und beschreibt die Entwicklung von Gegenständen die durch eine technologische Erweiterung von
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The steering committee consists of the user representative (key user), client and supplier representative, who together form the project’s decision-making body. Other names for this group are “Steering Committee”, “Steering Board”, “Steering Committee”, “Steering Committee”, “Control Board” or simply “Decision Board”. In addition to making decisions, the steering committee serves as a contact for escalations and reports. The tasks of the steering committee include: defining a clear project goal, appointing a project manager, approving the project plan and reporting to the management.
The decisions already mentioned include the approval of change requests, changes to the project scope as well as dates and costs. Prioritizing tasks and adopting corrective actions are also part of the decisions of the steering committee.

Portfolio management in the context of project management, forms the link to line organization. The portfolio management summarizes all projects in an overview and forms the basis for operational and strategic decisions in this context.
These decisions are often taken by management, department management or an in-house steering committee, which both allocates resources and decides on the prioritization and life cycle of the projects.
In addition to the costs or the commitment of resources, factors for this can also be compliance with deadlines and the strategic relevance for the company context. The variable titled here as strategic relevance can consist of differently weighted key figures: values ​​such as increasing product quality, customer satisfaction, employee satisfaction, cost efficiency or opening up new markets can be incorporated here. The weighting is then a decision that is made at the top management level.

The project manager is responsible for the planning, management and control of the project. The project manager leads the interdisciplinary project team and is responsible for achieving the defined goals. Communication is a big and important building block. In addition to team leadership, reporting is also one of the core tasks.
How strong the role of the project manager in your authority is, depends on the organizational form of the company. In the pure project organization, the role is equivalent to a manager and thus has an important position in the company. If there is a staff project organization, the role of the project manager does not have so many responsibilities and is therefore considered a weak position.

Project reporting is an essential part of project controlling. It includes collecting, processing and making available project progress and project results in a defined rhythm. There is no formula for ideal-typical reporting. Targeted reporting is always based on the intended use and is structured in a target-oriented manner. In practice, these reports are mostly designed for clients, contractors, user and supplier representatives.
The most important characteristics of efficient reporting are: usability, flexibility, comprehensibility, transparency and unmistakable data. A good report offers little to no room for interpretation.

The project cycle defines the life cycle of a project and is usually composed of five different phases: the initial, definition, planning, implementation and final phase. Different phase models can be applied to a project, with the entire scope of work being assigned to different phases in all models. This clarifies which work packages are due in which phase. Both the waterfall model and the V-model are among the best-known phase models and are regularly used in classic project management. There is no project without a life cycle, regardless of whether classic or agile project management.

The name of the software manufacturer SAP stands for “systems”, “applications” and “products” in data processing and was founded by five former IBM employees. The world’s fourth largest software manufacturer from Germany specializes in the handling of all business processes in companies, such as bookkeeping, controlling, sales, purchasing, production, warehousing. SAP now also offers software solutions in the financial sector, data warehousing and database solutions (e.g. SAP HANA, Max DB).
For a long time, SAP R / 3 was the manufacturer’s only ERP software. The core of the software consists of five modules that are functional, but not architecturally separate: FI (Finance), CO (Controlling), SD (Sales and Distribution), PP (Production Planning) and HCM (Human Capital Management). The Business Suite complements these five core modules with a range of other products. The acronyms ERP, CRM, SCM and SRM are used by SAP to designate their own software packages.
Since 2007, SAP has also been offering medium-sized solutions. “SAP Business One” is a solution for small to medium-sized companies (1-100 employees). Business One has its own GUI technology, is platform-bound and currently only runs on Microsoft Windows.
With the help of the software solutions from SAP, different application systems for different areas, such as procurement, finance and sales, can be combined in one system. This means that large companies in particular, gain momentum, flexibility and efficiency. By using the automation of ERP SAP software there is an additional potential to increase the productivity of a medium or small company enormously. By optimizing the flow of goods, the use of various SAP ERP systems also ensures that delivery times are better met.
Examples from everyday company life:
• Simplify order processing in sales and service
• Avoid unnecessary stocks
• Optimization of the material flow by realigning the logistics processes
Overall, the transparency, efficiency and dynamics of all business processes in the company are increased. This means: well-founded decisions and good cooperation in the business association.

A project scope describes a scope of services. This is based on the requirements or tasks of the product, the service and the desired results that a project has to provide as a goal.
A good scope description defines which products and services the project is unable to provide. The construction of a single-family house can serve as an example. Before the house is built, it is determined exactly how the house should look and which materials should be used. The plans determine how many rooms, windows, floors etc. the house should have and where they are placed. But requirements that the house should not have are also recorded. If all requirements are met, the project scope is reached.

 

Scrum is an agile methodology in the field of project management, which can be applied flexibly to various projects. It differs from classic project management in that there is no longer any project management that distributes the tasks to the team members. Furthermore, Scrum has no classic project phases, but rather so-called “sprints”. These are runs that can take anywhere from one to four weeks. The goal is to have a potentially available product at the end of each sprint, which matures with the number of sprints until it is finished.

Roles in the Scrum
Scrum has three roles that are directly involved in the Scrum process. The first role is the product owner. This puts the technical requirements on the project and is responsible for ensuring that they are always re-evaluated and prioritized. As a rule, the customer provides the product owner, as he has a product request. It is irrelevant whether the development is carried out by an external service provider or whether a company develops the product itself, because someone is always the “customer”.
Another role is the Scrum Master. This is responsible for ensuring that the scrum process is adhered to. The Scrum Master also tries to remove obstacles that endanger a sprint goal or project implementation.
The third role is the development team or, in German, the development team. The development team is responsible for the implementation or development. In contrast to conventional project management, not everyone is assigned a specific task, but each team member chooses the task that they feel most up to. Everyone is equal and everyone takes full responsibility for their chosen task.

All roles together form the Scrum Team.

The scrum process
The scrum process consists of several artifacts and meetings. The Product Owner maintains a list of requirements, which is called the Scrum Product Backlog. Before each new sprint, the product owner must determine which requirements are to be implemented in the run. Up to this point, all requirements must be clearly and unambiguously formulated, for example in the form of user stories. In natural language and a few sentences, these express the requirement according to the principle “who am I and what do I want”. The selected user stories are then transferred to the so-called Sprint Backlog and thus disappear from the Product Backlog.

All user stories from the Sprint Backlog are discussed in a Sprint Planning Meeting between the development team and the product owner. The Scrum Master moderates the meeting and ensures that all requirements are met. As soon as the planning is completed and a sprint goal is formulated, everyone from the development team takes a task from the sprint backlog. The user stories are developed within a sprint and discussed in several meetings. The development team meets during the sprint execution every morning for a 15-minute meeting called Daily Scrum. Here they briefly state the status and current status of their user story.

Reflection in the scrum
At the end of a sprint, a sprint review and a sprint retrospective are carried out. The Sprint Review deals with the previous sprint and serves to approve the user stories. The entire Scrum team takes part in this appointment, and optionally the stakeholders can also be invited. The product owner checks whether the increment, i.e. a potentially deliverable product, corresponds to the definition of done – means whether the increment corresponds to the jointly developed definition of completed
The Sprint Retrospective will then take place, in which only the Development Team and the Scrum Master will take part. In the retrospective, the development team reviews the last sprint to prepare for the upcoming sprint. Problems encountered are discussed in the meeting, but things that went particularly well are also highlighted. The retrospective serves to optimize the cooperation of the development team and not to repeat past mistakes. After the retrospective, the next sprint begins immediately until the project is completed.