CASE STUDY
Agile ERP Implementation: Transforming Air Force Common Services
INTRODUCTION
The ERP Common Services (CS) program aimed to create a core operating environment for the U.S. Air Force. This environment, consisting of standardized hardware, databases, and Enterprise Resource Planning (ERP) software, would allow multiple Air Force ERP systems to build on a shared foundation rather than duplicating infrastructure for each solution.
The Challenge
Traditional Waterfall project management was not suited to the dynamic needs of this program. Hardware acquisition timelines were unpredictable, and the priorities of various mission partners evolved frequently. The challenge was to establish a flexible, scalable approach that would deliver value incrementally while keeping all stakeholders engaged.
Work We Did
M&S Consulting introduced the Scrum framework to manage the program. By adopting Agile, we created a process where teams could build, learn, and adapt quickly.
Agile Framework and Backlog Management
We implemented Scrum practices, including sprint planning, backlog grooming, and regular retrospectives, ensuring that the most critical requirements were prioritized and addressed first.
Agile Coaching and Process Optimization
We guided teams through the transition from traditional project management to Agile, improving communication, transparency, and responsiveness.
Atlassian Suite Integration
We stood up an internal implementation of the Atlassian suite—Jira, Confluence, and Jira Service Desk (JSD, now Jira Service Management)—to provide a seamless Agile project management environment.
- Jira Software was used for sprint tracking, velocity measurement, and burn-down charts.
- Confluence served as a knowledge hub where teams documented processes and linked artifacts to Jira tickets.
- Jira Service Desk provided a portal for mission partners to log support and change requests, with a knowledge base for self-service SOPs.
The Solutions
- Established a shared ERP technology stack to streamline system development.
- Leveraged Jira boards to visualize work and track progress across multiple teams.
- Created a self-service support portal integrated with JSD for partner requests and O&M activities.
- Transitioned repetitive-task teams from Scrum to Kanban for better workflow alignment.
the results
Improved Communication
Stakeholders gained visibility into in-flight work and upcoming priorities.
Enhanced Planning
Teams improved estimation accuracy and delivery cadence using Agile metrics.
Adaptable Framework
Teams with recurring tasks successfully migrated to Kanban boards, reducing overhead and increasing efficiency.
Conclusion
The ERP CS program now operates with an Agile mindset, delivering continuous improvements while meeting the evolving needs of its mission partners. The combination of Scrum, Kanban, and Atlassian tools has built a foundation for scalable, transparent, and effective ERP development.