Lessons Learned – Keys to a Successful Implementation

1. Lessons Learned – Keys to a Successful Implementation Atlanta OAUG January 21, 2005 Atlanta, Georgia

2. Presenters: • Paul Frangoulis, CPA, PMP • Oracle Practice Leader, TITAN Technology Partners • 11 years of Oracle experience • Currently managing both an upgrade to 11.5.10 and a new implementation including Fins, OM, Mfg. • Don Driggs, Solution Beacon • 8 yrs. Oracle Financial Apps experience (implementations & upgrades) • Frequent Presenter at OAUG • Co-Author of Special Edition – Using Oracle 11i • Lourdes Godfrey • StratITgy International • 20+ years ERP implementation experience • 12+ years ERP project management experience • 7 years Oracle Financial Apps experience (implementations & upgrades) Lourdes Godfrey

3. Keys include: • Active Executive Support • Adopt a “Project” mentality • Realistic expectations / business case • Recognize risks & plan accordingly • Dedicated, knowledgeable resources • Tackle key design decisions early • Willingness to change • Test everything • System Architect • Clarity in communication • Effective Project Management Lourdes Godfrey

4. 1. Executive Support • Form an Executive Steering Committee • Include key Executive Stakeholders • Define roles & responsibilities of Steering Committee members • Assign overall responsibility to the project sponsor • Involve in key decisions • Use them to get the organization behind the project • Update Steering Committee monthly on progress / issues Lourdes Godfrey

5. 2. Adopt a “Project” mentality • Recognize the difference between project work (start, end, scope, budget) and on-going maintenance. • Adopt project controls; project charter, project plan, status reporting, budget, resource and risk management. • Provide leadership…. Paul Frangoulis

6. 3. Realistic Expectations • Develop a realistic project charter stating: • realistic costs • timeline • benefits • Break large project down into manageable chunks or phases. • Identify project risks and potential issues that may derail the project. Lourdes Godfrey

7. 4. Recognize risks and plan accordingly • Identify risks early. Brainstorming is a good technique. Rank them. • Assess probability & impact of each risk • Identify contingency plans that make sense along with triggers to activate. • Revisit each risk in the weekly project meeting, use green light, yellow light, red light to indicate status. Paul Frangoulis

8. 5. Dedicated, Knowledgeable Resources • Assign knowledgeable “Super Users” who will be empowered to make decisions. • Super Users must be 100% dedicated. • Super Users should understand current challenges as well as be visionaries. • Use back-fill resources if necessary to free up Super Users’ time • Assign “Subject Matter Experts (SME’s)” to support Super Users in areas that are not their area of expertise. • Assign key users to supplement Super Users. Lourdes Godfrey

9. 6. The System Architect • Assign a person who grasps the vision and the technology to pull it all together. • A person who has “been there and done that”. • It can be the project manager, but the role requires a completely different skill set. • This should be your second team member, the PM is the first. Paul Frangoulis

10. 7. Resolve Key Design Issues early • Define Key Flexfields • Define Organization Structure • Define Purchasing Approval Rules • Create Necessary Documents • Checks • Invoices, Statements • Purchase Orders • Assign a timeframe by which each decision must be made & identify consequences of delays Don Driggs

11. 8. Willingness to Change • If you are changing your Chart of Accounts all accounting processes and interfaces will change! • Identify processes that will change early, and define new processes • Ensure executive support for process changes is communicated to all users. • Document process changes. • Test process changes during UAT. Lourdes Godfrey

12. 9. Test Everything! • Business Processes • Document Printing • Reports • Interfaces • Converted Data Don Driggs

13. 10. Effective Project Management • Develop project plan early – preferably as part of developing the business case or project charter (realistic expectations) • Project plan includes budget, schedule, communications plan, risk management plan, and resource plan – not just gantt chart • Manage the plan – just because it is on paper doesn’t mean people will do what’s on the plan! • Remove obstacles to progress, communicate, resolve issues, motivate, LEAD! Lourdes Godfrey

14. 11. Clarity in communication • The project plan must be understandable to the stakeholders. Have a detailed plan, but also have a “one pager” if possible. Pictures work best. • Break down the barriers, between IT and Business, and within IT. • Make project assignments clear. • Meet formally, and informally, ask questions. Paul Frangoulis

15. IT Proverbs: • Good things rarely “just happen”. • Know that tough times will come. • Don’t let ‘em get you down…stay positive • As a leader, be prepared to step up…. and you are all leaders. • The project will end… because all projects do. • And finally… “get er done” Paul Frangoulis

16. Questions ???

17. Contact Us…. Paul Frangoulis • TITAN Technology Partners • 770-329-0836 (cell) • PaulFrangoulis@ttpartners.com • Don Driggs • Solution Beacon • 828 327-2443 or 828 234-3929  (cell) • ddriggs@solutionbeacon.com • Lourdes Godfrey • StratITgy International • 256-341-5970 or 404-312-8668 (cell) • godfreyhouse@mindspring.com