Implementing Oracle Learning Management a Study

1. Implementing Oracle Learning Management � a Study Shreedutta Raut Dan Rodgers Oracle OpenWorld September, 2008

2. 1 Agenda About Forsythe About our training needs Why Oracle Learning Management Forsythe�s Implementation Approach OLM configurations and Solutions Using Content Management Implementation Challenges Summary

3. Proven IT infrastructure integrator 37 years of providing data center solutions to  enable innovation, reduce cost and  manage risk Strong tradition as a trusted, independent  advisor North American base with international reach 800+ employees 44 offices in the U.S. Canada (4 offices) and UK presence Support 36% of Fortune 100

4. 3 Forsythe Vision

5. 4 KEY TAKEAWAY: We have evolved through our relationships with our customers and our core expertise. We grew our business because our customers trusted us and asked us to do this. Our growth comes from your growth. ================== Today, we are unique: We are IT infrastructure strategists with core competencies in IT economics and execution Technical depth across the infrastructure, Single point of contact in a complex IT marketplace Our Company Evolved From A Financial/Business Foundation To understand how we help our customers, it�s important to understand where we came from and how we evolved with our customers. The success we generate for our customers is rooted in our history. We started with a financial and mainframe legacy world, where we learned mission critical, highly available, and highly redundant economic disciplines. Our evolution took place based on the mutual trust between us and our customers. They asked us to be a greater part of their technology investments, and now we apply our foundational disciplines to the interdependencies between multiple technologies. The next stage has been to help our customers gain greater strategic alignment out of their technology investment. Our customers are asking us to support them internationally, and we�re making the initial investments for that next step in our evolution. Summary We stay really close to our customers�We have a lot of customers today that have been doing business with us for over twenty years because we continue to evolve with our clients. We are looking forward to providing more, increasingly impactful solutions to our customer base. It�s the culmination of our deep and proven history that allows us to generate results that deliver economic impact and pragmatic execution. Our business model is validated by 38 consecutive years of profitability�including post-2000. It was difficult to find a profitable technology firm post 2000. The reason we were profitable is because many of our customers were contracting, and they needed help reducing their operating expenses and we were there to help them. Our model is focused on the economics and execution of optimizing the IT infrastructure. KEY TAKEAWAY: We have evolved through our relationships with our customers and our core expertise. We grew our business because our customers trusted us and asked us to do this. Our growth comes from your growth. ================== Today, we are unique: We are IT infrastructure strategists with core competencies in IT economics and execution Technical depth across the infrastructure, Single point of contact in a complex IT marketplace Our Company Evolved From A Financial/Business Foundation To understand how we help our customers, it�s important to understand where we came from and how we evolved with our customers. The success we generate for our customers is rooted in our history. We started with a financial and mainframe legacy world, where we learned mission critical, highly available, and highly redundant economic disciplines. Our evolution took place based on the mutual trust between us and our customers. They asked us to be a greater part of their technology investments, and now we apply our foundational disciplines to the interdependencies between multiple technologies. The next stage has been to help our customers gain greater strategic alignment out of their technology investment. Our customers are asking us to support them internationally, and we�re making the initial investments for that next step in our evolution. Summary We stay really close to our customers�We have a lot of customers today that have been doing business with us for over twenty years because we continue to evolve with our clients. We are looking forward to providing more, increasingly impactful solutions to our customer base. It�s the culmination of our deep and proven history that allows us to generate results that deliver economic impact and pragmatic execution. Our business model is validated by 38 consecutive years of profitability�including post-2000. It was difficult to find a profitable technology firm post 2000. The reason we were profitable is because many of our customers were contracting, and they needed help reducing their operating expenses and we were there to help them. Our model is focused on the economics and execution of optimizing the IT infrastructure.

6. 5 Forsythe Integrated Solution Offerings

7. 6 KEY TAKEAWAY: We can help customers reduce costs, so they can reinvest. We improve service levels. We mitigate risk. NOTE TO SPEAKER: Customize this slide based on your audience. There are more case studies on the website, and we�re continually publishing new case studies. Tell these in a storytelling mode � use your best stories. ============================= For example: We have been helping clients reduce operating expenses to reinvest for over 30 years. $93M storage cost savings over the next 2.5 years for a business unit of one of the largest US banks. Based on a strategy that does not change the underlying architecture�rather, it increases efficiency of resource use and application data alignment. $22.6M server consolidation savings over the next 3 years for a client with global database complexity of thousands of instances. Achieved through consolidation of Oracle, SQL Server, and Sybase environments on five platforms (Solaris, AIX, HP-UX, Windows, Linux), reducing the server footprint from 942 to 286. $6.5M savings annually for a large insurance company through reduction of 80% of Tier 1 storage capacity. 50% reduction in tape backup and increase in recoverability service levels for a large financial institution. $2.5M annual savings strategy to address 200% year-over-year storage growth, for a Chicago financial institution. $1M savings per month for a 10,000 handset IPT deployment at a national risk services and staffing consulting company. $20M savings annually by optimizing and consolidating maintenance contracts at a $50B pharmaceutical company. KEY TAKEAWAY: We can help customers reduce costs, so they can reinvest. We improve service levels. We mitigate risk. NOTE TO SPEAKER: Customize this slide based on your audience. There are more case studies on the website, and we�re continually publishing new case studies. Tell these in a storytelling mode � use your best stories. ============================= For example: We have been helping clients reduce operating expenses to reinvest for over 30 years. $93M storage cost savings over the next 2.5 years for a business unit of one of the largest US banks. Based on a strategy that does not change the underlying architecture�rather, it increases efficiency of resource use and application data alignment. $22.6M server consolidation savings over the next 3 years for a client with global database complexity of thousands of instances. Achieved through consolidation of Oracle, SQL Server, and Sybase environments on five platforms (Solaris, AIX, HP-UX, Windows, Linux), reducing the server footprint from 942 to 286. $6.5M savings annually for a large insurance company through reduction of 80% of Tier 1 storage capacity. 50% reduction in tape backup and increase in recoverability service levels for a large financial institution. $2.5M annual savings strategy to address 200% year-over-year storage growth, for a Chicago financial institution. $1M savings per month for a 10,000 handset IPT deployment at a national risk services and staffing consulting company. $20M savings annually by optimizing and consolidating maintenance contracts at a $50B pharmaceutical company.

8. 7 Forsythe Partners

9. 8 Employee Ownership at Forsythe Founded in 1971, Forsythe has been employee-owned via an Employee Stock Ownership Plan (ESOP) since 1988 and became a 100-percent employee-owned company in March 2006. Every Forsythe employee becomes a part-owner after two years of service. The company pays into each employee�s ESOP account annually; no individual contribution is required.

10. 9 The IMPACT of Ownership Ownership is reflected in Forsythe�s culture of IMPACT�Integrity, Mutual respect, Passion for excellence, Accountability, Customer focus and Teamwork. This holds for our work with customers, partners and each other. � At Forsythe, we know that the IMPACT of employee ownership promotes long-term relationships and success�for us, for our partners and for our customers.

11. 10 Forsythe�s Focus on Training We are committed to developing Forsythe employee-owners Forsythe�s product is our people Experience they bring Skills that they provide to our customers Certifications required for vendor and customer relationships �Developing our People� is one of six company objectives

12. 11 Forsythe�s Approach to Training Organization Development & Training provides: Organization development & change management Leadership & Executive Development Technical Training for business and technology skills Instructor Led Programs developed and delivered in-house, hosted on Oracle eBusiness Third-Party, online eLearning including desktop, business, and certification level technical training & support Third party & vendor training in business & technical skills Completed certifications are tracked via Oracle competency

13. 12 On-boarding New Hire Programs Structured on-boarding program designed to: Effectively integrate new hires into Forsythe and in their respective teams Be delivered by the hiring manager and team-based mentors Leverages existing online training & job aids resources Includes �Foundations� training events for All new hires Specialty programs for solutions consultants, sales representatives, and new managers, providing consistent approach for all

14. 13 Forsythe E-business Environment Oracle Applications � 11.5.10 Oracle HR, Advanced Benefits Self Service for Employees and Managers Learning Management - 11i.OTA.J.1 Oracle9i Release 9.2.0.6.0

15. 14 Why Oracle Learning Management

16. 15 Forsythe�s Implementation Approach Phase I � Set up and use OLM features Phase II - Setting up LCMS Next Steps We needed to plan what we want to do with OLM in order to take implementation decisions.eg, what kind of courses we plan to run classroom/online? How we integrate with HR eg using competencies ? Are we planning to hold financial information eg are we cross charging depts? Are you going to create invoices? How are we managing tasks between users who are learning admins, sysadmins, users? What will be the resource types and resources required for training? We followed Oracle implementation guide to define these phases. We did not configure and set up all OLM features at one time. Initially we did all mandatory setups. After that as per Forsythe training requirements, we started to configure and use different features of OLM. We followed Oracle OLM implementation guide which says that its OK to follow certain activities over the time. Phase 2 was implementing LCMS where we purchased a new software to create training content. It was much less efforts that some other the apps modules where there are extensive setups required before you start using basic functionality. We needed to plan what we want to do with OLM in order to take implementation decisions.eg, what kind of courses we plan to run classroom/online? How we integrate with HR eg using competencies ? Are we planning to hold financial information eg are we cross charging depts? Are you going to create invoices? How are we managing tasks between users who are learning admins, sysadmins, users? What will be the resource types and resources required for training? We followed Oracle implementation guide to define these phases. We did not configure and set up all OLM features at one time. Initially we did all mandatory setups. After that as per Forsythe training requirements, we started to configure and use different features of OLM. We followed Oracle OLM implementation guide which says that its OK to follow certain activities over the time. Phase 2 was implementing LCMS where we purchased a new software to create training content. It was much less efforts that some other the apps modules where there are extensive setups required before you start using basic functionality.

17. 16 Configurations Define Training Resources Flexfield, segments and value set. Define Lookups Created Training Centers, Trainers Use them as Training Resources Documentation � User and Implementation Guide, Metalink Notes 332195.1, 308703.1, 374677.1, 374715.1

18. 17 Solutions Management of a unified Learning Catalog in one location Create Courses, Offerings, Classes, Enrollments Track and manage Facilities and Resources for the class Schedule Classroom Training

19. 18 Course Catalog

20. 19 Solutions Enrollments for groups and self enrollment Class and enrollment tracking and waitlists Structured Learning Paths and Learning Certifications Creating Tests Restrict Learner Access Send Notifications Announcements

21. 20 Need for Learning Content Management Need to develop Learning Content of our own organization Manage the Content and reuse it Online Courses and track the progress

22. 21 Setting up Content Management Set Profile option OTA: Oracle Online Learning Option Licensed Setup Content Servers Install SCORM Adapters Build Content Define Content Management Standards

23. 22 Choosing LCMS vendor Compliant with industry standards SCORM/AICC and Oracle Learning Management Content creation Vendor Support Student experience Collaboration between teams Security and Access levels Reporting Implementation Help

24. 23 Successful Import

25. 24 Managing Content

26. 25 Other tools used for Content Development Adobe Captivate, flash, PhotoShop Techsmith SnagIt Roland Cakewalk Sony Vegas studio MS Powerpoint with Producer

27. 26 Implementation Challenges Issues with self-service pages navigation Error: Cannot Display Page LMS:Commit Error� OLM needs different schema files than ADL SCORM files Can not build schema 'http://www.imsproject.org/xsd/imscp_rootv1p1p2' located at 'imscp_rootv1p1p2.xsd' No interface or API provided for large number of courses to upload and update at one time No integrated solution from Oracle for LCMS

28. 27 Nice to have features Pre-course material for Learners Mandatory Enrollment for certain Courses/Learners Course/Class Evaluation Enhanced Course search

29. 28 Customizations Custom reports Oracle reports Discoverer reports Dashboards Personalization

30. 29 Lessons Learned Phased approach works well depending on requirements and schedules Test the SCORM/AICC content from Vendors before buying it Categorize Courses and Content Keep consistency in naming, look and feel for courses

31. 30 Summary Implementation steps are not difficult User-friendly Interface Easy to Maintain Not many Support Issues

32. 31 Next Steps For Consulting Division Create and track Skill-sets Track resources Match Jobs Consultant project performance information

33. 32 Next Steps For HR Manage Companywide Competencies Appraisals Recruiting Succession planning