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Figure 1: E-Business Suite Implementations Prior to upgrading to R12, ITCs complete 11.5.10.2 included: Oracle Financials, AP, AR, GL, iExpense, PO, iProcurement, Cash Management Oracle HRMS: Core, SSHR Oracle Projects: Costing, Billing, Project Resource Management, Project Management, Project Intelligence Oracle CRM: Telesales, Teleservice, iSupport Reporting: Oracle Portal/Noetix
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Geographically, IT Convergence has operations in the United States, Mexico, Argentina, Singapore and China. ITC plans to implement Performance Management, Incentive Compensation, iRecruitment, Fixed Assets and Project Collaboration in the near future. Upgrading to Oracle Applications R12 is giving to IT Convergence the tools it needs to better manage its global operations. Specifically, R12 is giving our Finance department improved visibility and control over our revenue streams and payment processes. HRMS R12 functionalities allow us to better manage our global workforce, and Oracle Projects R12 improves our ability to manage projects that encompass multiple countries and/or multiple continents. Finally, Oracle CRM R12 enables us to deploy a dynamic sales and marketing funnel which in turn enhances our ability to project revenues.
Project Scope
Given the global nature of ITCs Oracle footprint, keeping the upgrade in scope was essential to the projects success. To keep the project in scope we ensured that each of the following elements was tied to the overall project objectives: Applications Only existing applications & modules we upgraded Sites All ITC offices were included Process Re-engineering No processes were to be reengineered during the initial upgrade Customizations Only existing customizations were migrated Interfaces All existing interfaces were migrated Architecture The existing functional and technical architecture remained the same Data Conversion No data conversion was necessary Testing Existing processes and functionalities were tested, recycling 11.5.10 test scripts Funding/sourcing The upgrade depended 100% on internal resources Training and end-user Education Training focused on GAPs between 11.5.10 and R12
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When we began the project, we also identified a lack of skilled personnel who had the ability to contribute to the R12 project. The answer is to provide this training, which will not only strengthened the project, but it strengthened ITCs ability to offer R12 solutions after completing our own implementation. Another method of minimizing constraints was to freeze new enhancements to the existing Oracle EBusiness Suite to fixes for bugs and other types of maintenance activities. Likewise, development of new Noetix reports was frozen, and users provided with additional Noetix training.
Risk Analysis
The Project Team identified a number of risks at the outset and took the steps to mitigate each of these risks. Risks that surfaced as the project was in process were tracked and resolved through the Risk and Issue Management process.
Figure 3: Risk and Issues management Since ITC was doing a straight upgrade not a reimplementation -- to Oracle Release 12, neither new interfaces nor data conversion was necessary. However, the upgrade to R12 required integration with our existing Oracle Portal solution, and this meant that we would need to test several integration points.
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Presently ITC does not have a hot-back up hardware site available to support either the upgrade or the eventual R12 Environment. This meant that any loss of availability in the primary environment would result in a total loss of availability of the R12 environment, until ITC could locate another physical environment. The most effective way to guard against this was to develop comprehensive disaster recovery plans that could be implemented quickly and efficiently in the event of an emergency. System and Network Availability Unexpected interruptions in system and/or network availability had the potential to delay the upgrade unnecessarily. The best way to mitigate this risk was to administer the hardware and software environment used for the upgrade as an as-production environment and to reinforce ITCs high availability requirement with its network. The transition to production started early on this project since the R12 upgrade required several pre upgrade steps. The first step was moving the concurrent manager from the database server to the application server, then an operating system upgrade was necessary and finally a database upgrade from 9i to 10g was done.
Figure 5: Technical steps for the upgrade to R12 The decision to set up 12.0.5 as the last RUP was important because this would freeze our strategy and would allow us to plan future roll up patches application after the go live date.
Results
The results were excellent. We had a smooth production deployment with a low amount of service requests (SR) opened through our helpdesk or via iSupport. We resolved the requests that we did receive in an average of one business day. To be proactive, our team was ready to handle a large volume of SR and related-phone calls, but fortunately these preparations were not necessary. During the first month, we resolved approximately 100 SRs, taking an average of 1 business day to close each request. The fiscal year closure was delayed by 2 business days because some AP processes failed and we had to rely on Oracle support resolve those issues.
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Thirty days after the implementation there were only six remaining open issues, all of which were low priority and with a workaround in place. The upgrade to Release 12 upgrade was a success and the company is now able to plan for R12 innovations such as the Multiple Organization Access (MOAC) for our Shared Services Center in Argentina. While were happy that the upgrade was successful, we learned some important lessons, which we share below.
Lessons Learned
Plan Realistically Looking back, one of the key elements to success was the realistic project plan that we developed. We did this by considering all the changes to the data model that would impact both customizations and reporting in R12. With this information in focus, we were able to allocate enough time and resources for each phase of the project.
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From the very beginning of the upgrade, your Project Team began preparing the transition plan. This allow us to get early approval from to the steering committee and secure full support from each of the departments involved. We included our Marketing department in this phase, drawing upon their expertise to communicate the transition to clients that relied on iSupport to open tickets with our Support Services division. We also worked with Marketing to communicate with internal users such as consultants and our Shared Services Center who needed to enter and process items such as expense reports. Location, Location, Location Timing, Timing, Timing The timing of our actual upgrade was just as important as everything else. Our assessment plans had led us to conclude that the upgrade would result in five days of downtime. Therefore, we planned during the Christmas-New Years holiday, when activity would be low. Fortunately, things went better than expected, we were able to have the application up and running within 4 days; one day less than planned.
Figure 7: R12 Transition to Production plan Do it By the Book Another key piece of advice is to reinforce the knowledge base of your functional team by making sure that all of them have read and understood the pre-upgrade functional steps, which are vital for the success. Since the fiscal year finishes on December 31st, pre closing was done each week and a final pre-close was completed before the downtime. Keep Them in the Loop Also remember to let Oracle Support know that youll be doing a R12 upgrade. They will assign a Customer Care Manager or Lead that will support your upgrade and will speed up Service Requests within Oracle Support. Quick Guides Our communication plan was truly successful, and it included corporate emails, remote training and delivering Quick Guides (see Figure 8) for reference created in collaboration with our Marketing department.
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Start at the Top One of the differentiators of this project was the complete involvement of the executive team, not just the IT manager, not just the CIO, not just the CFO, but the entire executive team, including the CEO. This of course isnt a novel piece of advice, but we can vouch for the fact that its tried and true. The executive support we enjoyed through each phase of the implementation allowed us to make fast decisions and proactively resolve issue that otherwise would have become trouble spots. This top-to-bottom cooperation provides a good example of how a team with great people can tackle big challenges to make impact and add value to the company.
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