For More Details Visit us: https://www.chainsys.com

2. The Never-Ending Road of Project Management
John Perkins
Director, Applications and Services
CHAIN•SYS
john.perkins@chain-sys.com
COLLABORATE 12 – OAUG Forum
Session 9899 – Wednesday (4/25/2012 – 11:00 AM)

3. Agenda
Session Objectives
CHAIN SYS Overview
Technology and Project Management Trends
R12 Development Issues
Development Methodology
Project Management Disciplines
Best Practices and Lessons Learned
Questions

4. Session Objectives
Provide pertinent and targeted information for project teams in
project management and resource planning.
Provide a project management strategy and requirements to
address R12 implementations and agile development projects.
Discuss a development methodology that provides proven tools and
techniques to manage an R12 project.
To review reporting project progress with a focused metrics
scorecard.
Provide specific guidelines and lessons learned based on actual
experiences.

5. CHAIN SYS Overview
CHAIN SYS is a fast growing technology, products and management consulting company.
Established in 1998 and headquartered in Lansing, MI, with more than 350+ engineers and 100+
customers worldwide. We possess rich experience and maintain products that accelerate Oracle EBS
and ERP implementations. We maintain strong technical and domain expertise.
Partnership with Oracle Corporation
Oracle Platinum Partner
Oracle EBS, Database and Middleware products Reseller
Oracle EBS Mobility Solution Provider
Oracle University Authorized Education Provider
Oracle Consulting Services Partner
Development Platforms
e•chain™ ERP/SCM Suite for 11 Verticals with 50+ Implementations
appLOAD™ Family of Productivity Tools for Oracle eBS R12/11i
Custom Development

6. Information Technology Trends
Cloud Computing
Infrastructure Flexibility
Business Application Portability
Reduce Expenditures and Control IT Resources
Mobility Business Applications Gain Visibility
Revenue Growth from $15 Billion to $58 Billion by 2014
Multiple Platform Challenge and Device Proliferation
Security and Governance Issues
Convergence of Cloud, Mobile Computing and Social Networking
Web as a Platform
Location-AwareApplications
Analytics/Business Intelligence
Next-GenerationAnalytics
Big Data

7. Project Management Trends
Agile Development Methodology
Hybrid Models Blending Waterfall and Agile
Organizational Methodologies
Iterative and Adaptive Testing
Customer-focused Project Management
Business Value Criteria
Focus on Communications
Skilled IT Resources
Strong Technical Skills with Domain Expertise
Available Supply of Resources – Technical and Functional
Right Information at the Right Time
Virtualization of Project Teams
Integrated Project Team Effort
Collaboration Software Solutions

8. Agile Development Methodology
Agile development represents a group of software
development methodologies that promotes
iterative development, open collaboration, and
process adaptability throughout the life-cycle of
the project.
Impact on Project Management
Focus on the Individuals and
interactions over processes and tools.
Working software over comprehensive
documentation.
Customer collaboration over contract
negotiation.
Responding to change over following a
plan.

9. Agile and Waterfall Projects – Attribute Comparison

10. R12.1 Implementation Project Issues
There are no “greenfield” R12.1 implementations.
Application changes result in business process changes that directly impact data requirements
and rules.
Address technical hardware and software requirements (OATM, database upgrade, JRE)
Underestimating time and effort for extraction, transformation and loading of data.
Complexity with existing customizations and changes in table structures.
Accounting for setup considerations with legal entities, ledgers and journals in R12.1.
Business needs to review impact of R12.1 changes to Suppliers, Banks and Invoice Lines
(additional line hierarchy).
Critical to provide converted data early in the implementation process.
Mapping of prior Oracle versions or legacy systems to R12.1 data models is detailed.
Migration of historical and open transactions needs to be evaluated on a business and technical
level.
Reporting, custom objects and data interfaces need to be evaluated during requirements
definition.

11. Chain-Sys Implementation Strategy
Hybrid methodology combining features of OBA (Oracle Business Accelerators) and OUM
(Oracle Unified Method).
Eliminate complexity associated with OBA implementations.
Utilize user-friendly templates (OUM) for data collection and documentation requirements.
Identify scope and identify areas where OUM features can complement the OBA methodology.
Develop the project plan including the OUM tasks identified in planning.
Assign responsibility for the task and connect the activity to a deliverable.

12. Chain-Sys Implementation Methodology
The CHAIN SYS Implementation Methodology (IM) is a phased approach to address Oracle R12 upgrade or
implementation projects. Communications, change management and testing are integral components for each phase.
Planning and Requirements Production and
Gathering and Configuration and
Project Initiation CRP/UAT Go-Live
Development
Analysis
Identify business and IT Conduct Requirements Review requirements and Verify that the application Review cutover strategy and data
stakeholders. Workshops. design documents. and data was migrated. loading execution.
Develop project scope and Build stakeholder Configure required system Adjust any configuration Pre-validate system, custom
management plan to define ownership. instances for project. and/or transformation objects/reports and data prior to
system requirements. Document all business Custom objects settings. loading to any target instance.
Develop work breakdown requirements, organization development and testing. Perform CRP and issue Perform pre-Go Live checklist
structure. and COA structure. Develop data mapping resolution process. and validations.
Resource identification and Identify all required document for applications. Develop user Validate that the system and data
mapping. technical activities, including Perform data mapping and documentation and training. was successfully migrated.
Establish budget and develop patches and scripts. tool configuration. Develop UAT scripts and Complete and review
project plan. Prepare requirements, Perform unit testing. perform issue resolution. documentation for the project and
Perform kick-off meeting to functional and technical Cleanse and transform data Perform and document obtain sign-off.
create business design documents. as defined in mapping. system integration and user Support post-production
understanding and a firm Obtain management Complete system and data acceptance testing. activities.
foundation for client approval on final scope. migration to the test and
acceptance. training instances.

13. Application Mapping Sheet
Target Template: INV Item Creation 12.1.1 Source Application: Ask Man-Man Make Item
DefaultValue
Transform
Validation
Required
XML
Cleanse
Logical Logical Element File Column Data Data Default Open
Table Name Column Name Table Name Column Name Entity Attribute No / Name Type Format Length LOV & FK Value Issue(s)
Name
This template is used for creation and update of item master in master and child
organizations including revision control and material / material overhead cost.
Item categories can also be loaded through this template.
MTL_SYSTEM_ITEMS_INTE ASKSYS.IM
RFACE
INVENTORY_ITEM_ID INVENTORY_ITEM_ID
ORGANIZATION_ID ORGANIZATION_ID
LAST_UPDATE_DATE LAST_UPDATE_DATE
LAST_UPDATED_BY LAST_UPDATED_BY
CREATION_DATE CREATION_DATE
CREATED_BY CREATED_BY
LAST_UPDATE_LOGIN LAST_UPDATE_LOGIN
SUMMARY_FLAG SUMMARY_FLAG
ENABLED_FLAG ENABLED_FLAG
START_DATE_ACTIVE START_DATE_ACTIVE
END_DATE_ACTIVE END_DATE_ACTIVE
DESCRIPTION DESCRIPTION
BUYER_ID BUYER_ID
ACCOUNTING_RULE_ID ACCOUNTING_RULE_ID
INVOICING_RULE_ID INVOICING_RULE_ID
SEGMENT1 SEGMENT1
SEGMENT2 SEGMENT2
SEGMENT3 SEGMENT3
SEGMENT4 SEGMENT4
SEGMENT5 SEGMENT5
SEGMENT6 SEGMENT6
SEGMENT7 SEGMENT7
SEGMENT8 SEGMENT8
SEGMENT9 SEGMENT9
SEGMENT10 SEGMENT10
SEGMENT11 SEGMENT11
SEGMENT12 SEGMENT12
Emphasis and rigor needs to be followed during the requirements and mapping process in order to
ensure a successful data migration.

14. Implementation Cycle

15. ERP Projects – Why Projects Fail

16. Project Management – Keys to Success
Scope is realistic and managed
Stakeholders are committed
Work and schedule are predictable
Team is performing
Business benefits are realized
Risks are mitigated
Delivery service organization benefits are realized
Chain-Sys leverages these guiding principles to balance Scope, Cost, Quality, Risk and Resources.

17. Project Planning
Scope is Clear and Understood.
Confirm Project Goals and Objectives.
Functionality
Support level
Evaluate upgrade vs. re-implementation
Build Business Case
Develop Project Charter
Define scope, goals and objectives
Success value measures
Signed approval by key stakeholders and SMEs
Define functional and technical teams

18. Communications
Establish project team portal using collaborate tools (e.g., SharePoint).
Schedule presentations (project kick-off, phase kick-off, steering
committee reviews).
Define stakeholders, audience, reporting requirements.
Develop a stakeholder strategy for each identified stakeholder group.
The strategy should define communications requirements across
technology, methods and time frequency for each stakeholder.
Evaluate the effectiveness of communications during the project life cycle.
Develop Performance Reporting requirements.

19. Communications – Performance Reporting
Develop Performance Reporting requirements.
Evaluate stakeholders reporting and delivery requirements.
Establish communications management plan.
Create a bridge between the diverse stakeholders involved in the project,
connecting organizations, different levels of expertise and differing project interest.
Utilize Earned Value Analysis for project performance reporting
Earned ValueAnalysis is an objective method to measure project performance in terms of
scope, time and cost.
Apply EVA will enforce the project discipline of tracking actual project performance against
baseline costs and dates.
Use EVA metrics to measure project health and project performance.
Estimate at Completion calculation forecasts true project costs based on project
performance.
Perform schedule and cost variance calculations.

20. Change Management

21. Change Management – Stakeholder Management

22. Risk Management
Perform risk management assessment during project planning.
Develop a risk register recording all risks that may impact the project.
For each identified risk, perform a probability and impact analysis based on established project
definitions for risk probability and impact (qualitative risk analysis).
Establish a risk mitigation strategy and monitor the identified risks throughout the project life cycle.
Establish a tool from project initiation to log issues. This tool should be collaborative in nature
(e.g., SharePoint).
Provide clear instructions for SMEs on how to capture and store supporting detail.
Assign a priority to each issue and a PM resource will manage the log (e.g., critical, high, medium,
low).
Assign a resource as the owner of each identified risk.

23. Risk Management – Issue Log
The Project Issue Log
Maintained by PM resource.
Reviewed at least weekly by Project
Team.
Project Team may forward critical
issues to Steering Committee for
disposition.
Issue review included in a Steering
Committee meetings.
Organized by Established Priority.

24. Project Management – Best Practices
Deploy a consistent, reliable and repeatable methodology for upgrades or implementations that
incorporates project planning, stakeholder commitment and a controlled scope (PMBOK).
Establish a comprehensive project team that includes representatives from business and
technology. Do not compromise on resource requirements.
Conduct scope and requirements workshops during the planning, requirements and design
phases. This process should incorporate R12 delta sessions, custom objects (RICE) evaluation
and technical infrastructure evaluation.
Stress team building and collaboration for agile projects to maximize productivity of the project
team.
Perform formal project sponsor sign-off at completion of each project phase, including the Project
Charter and project plan.
Rehearse migration and cutover procedures.
Perform proper training for business and IT organizations groups and enforce strict UAT
processes.
Build stakeholder ownership.

25. Project Management – Agile Best Practices
Iterative Delivery Process with Defined Release Planning.
Integrated PM Role Addressing Change and Risk Management (Limit Rollout Risk).
Dedicated Customer with Availability Equal to the Project Team’s Availability.
Team Collaboration with Project Team and Co-Location within the Same Area.
Develop a Release Plan That Sets Up the Product Burndown and Functionality to be Delivered
with Each Iteration and Release.
Break Requirements into Progressively Detailed Specifications with More Detail for Near-Term
Deliverables.
Overlapping and Parallel Execution Activities (Design/Construct/Test) with Flexibility.
Frequent Daily Standups with Project Team Members.
Visual Status Delivery – Kanban Visuals to Display Progress and Issues that are Displayed in the
Project Room.
Lessons Learned Review after Each Release or Iteration.

26. Lessons Learned
• Design and execution of a proper methodology by a dedicated team will achieve the established
results and meet business objectives.
• A project management process that fully embraced a change management focus.
• Obtain executive management sponsorship to establish an effective Steering Committee and achieve
business user participation.
Engage the right technical and business staff. Business personnel are required to validate test
results and are critical in UAT.
Provide adequate resources to review and test reports, interfaces, customizations and extensions
(RICE) in end-to-end testing.
Manage project scope and focus on driving standard processes and technology.
Focus on extensive testing of new business processes, reporting and impacted interfaces.
Plan multiple tests for new business processes, key features and interface requirements.
Choose hardware that mirrors current production environment for testing and validation. Establish
multiple instances.
Post production support and monitoring (e.g., disk space, table spaces, session waits, alert log,
archive space) must be managed.

27. Project Management – Critical Success Factors
Structure to Manage Plan,
Joint Development Governance Risk, Quality and Issues
and Execution
Teaming Communications
Project Risk Communication of Status,
Identification Microsoft Issues and Activities
CHAIN SYS
PowerPoint Presentation
Risk Management IM Methodology Resources
Assigned and Available
Key Personnel
Management
of Scope ChangeControl
ChangeControl
Quality Assurance
Clearly Defined Deliverables Reviewed
and Managed Scope and Verified

28. Questions
Answers