collaborate 2012 - the never ending road of project management presentation collaborate 12 v3

The Never-Ending Road of Project Management

John Perkins

Director, Applications and Services

john.perkins@chain-sys.com

COLLABORATE 12 – OAUG Forum

Session 9899 – Wednesday (4/25/2012 – 11:00 AM)

CHAIN•SYS

AgendaSession Objectives

CHAIN•SYS Overview

Technology and Project Management Trends

R12 Development Issues

Development Methodology

Project Management Disciplines

Best Practices and Lessons Learned

Questions

Session ObjectivesProvide pertinent and targeted information for project teams inproject management and resource planning.

Provide a project management strategy and requirements toaddress R12 implementations and agile development projects.

Discuss a development methodology that provides proven tools andtechniques to manage an R12 project.

To review reporting project progress with a focused metricsscorecard.

Provide specific guidelines and lessons learned based on actualexperiences.

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 EBSand ERP implementations. We maintain strong technical and domain expertise.Partnership with Oracle CorporationOracle Platinum Partner

Oracle EBS, Database and Middleware products ResellerOracle EBS Mobility Solution Provider

Oracle University Authorized Education ProviderOracle Consulting Services Partner

Development Platformse•chain™ ERP/SCM Suite for 11 Verticals with 50+ Implementations

appLOAD™ Family of Productivity Tools for Oracle eBS R12/11i

Custom Development

CHAIN•SYS Overview

Information Technology TrendsCloud Computing

Infrastructure FlexibilityBusiness Application Portability

Reduce Expenditures and Control IT Resources

Mobility Business Applications Gain VisibilityRevenue Growth from $15 Billion to $58 Billion by 2014Multiple Platform Challenge and Device ProliferationSecurity and Governance Issues

Convergence of Cloud, Mobile Computing and Social NetworkingWeb as a PlatformLocation-AwareApplications

Analytics/Business IntelligenceNext-GenerationAnalyticsBig Data

Project Management TrendsAgile Development Methodology

Hybrid Models Blending Waterfall and AgileOrganizational MethodologiesIterative and Adaptive Testing

Customer-focused Project ManagementBusiness Value CriteriaFocus on Communications

Skilled IT ResourcesStrong Technical Skills with Domain ExpertiseAvailable Supply of Resources – Technical and Functional

Right Information at the Right TimeVirtualization of Project TeamsIntegrated Project Team Effort

Collaboration Software Solutions

Agile Development MethodologyAgile development represents a group of softwaredevelopment methodologies that promotesiterative development, open collaboration, andprocess adaptability throughout the life-cycle ofthe project.

Impact on Project Management

Focus on the Individuals andinteractions over processes and tools.

Working software over comprehensivedocumentation.

Customer collaboration over contractnegotiation.

Responding to change over following aplan.

Agile and Waterfall Projects – Attribute Comparison

R12.1 Implementation Project IssuesThere are no “greenfield” R12.1 implementations.

Application changes result in business process changes that directly impact data requirementsand 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 technicallevel.Reporting, custom objects and data interfaces need to be evaluated during requirementsdefinition.

Chain-Sys Implementation StrategyHybrid 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.

Chain-Sys Implementation MethodologyThe CHAIN•SYS Implementation Methodology (IM) is a phased approach to address Oracle R12 upgrade orimplementation projects. Communications, change management and testing are integral components for each phase.

Planning andProject Initiation

Identify business and ITstakeholders.Develop project scope andmanagement plan to definesystem requirements.Develop work breakdownstructure.Resource identification andmapping.Establish budget and developproject plan.Perform kick-off meeting tocreate businessunderstanding and a firmfoundation for client

acceptance.

RequirementsGathering and

Analysis

Conduct RequirementsWorkshops.Build stakeholderownership.Document all businessrequirements, organizationand COA structure.Identify all requiredtechnical activities, includingpatches and scripts.Prepare requirements,functional and technicaldesign documents.Obtain managementapproval on final scope.

Configuration andDevelopment

Review requirements anddesign documents.Configure required systeminstances for project.Custom objectsdevelopment and testing.Develop data mappingdocument for applications.Perform data mapping andtool configuration.Perform unit testing.Cleanse and transform dataas defined in mapping.Complete system and datamigration to the test and

training instances.

CRP/UAT

Verify that the applicationand data was migrated.Adjust any configurationand/or transformationsettings.Perform CRP and issueresolution process.Develop userdocumentation and training.Develop UAT scripts andperform issue resolution.Perform and documentsystem integration and useracceptance testing.

Production andGo-Live

Review cutover strategy and dataloading execution.Pre-validate system, customobjects/reports and data prior toloading to any target instance.Perform pre-Go Live checklistand validations.Validate that the system and datawas successfully migrated.Complete and reviewdocumentation for the project andobtain sign-off.Support post-productionactivities.

DefaultValue

Transform

Validation

Required

Cleanse

Application Mapping Sheet

Table Name Column Name Table Name Column NameLogicalEntity

Logical

Attribute

XML

ElementName

File ColumnNo / Name

DataType

Data

Format Length LOV & FKDefaultValue

Open

Issue(s)

MTL_SYSTEM_ITEMS_INTERFACE

ASKSYS.IMINVENTORY_ITEM_ID

ORGANIZATION_IDLAST_UPDATE_DATELAST_UPDATED_BYCREATION_DATECREATED_BYLAST_UPDATE_LOGINSUMMARY_FLAGENABLED_FLAGSTART_DATE_ACTIVEEND_DATE_ACTIVEDESCRIPTIONBUYER_IDACCOUNTING_RULE_IDINVOICING_RULE_IDSEGMENT1SEGMENT2SEGMENT3SEGMENT4SEGMENT5SEGMENT6SEGMENT7SEGMENT8SEGMENT9SEGMENT10SEGMENT11SEGMENT12

INVENTORY_ITEM_ID

ORGANIZATION_IDLAST_UPDATE_DATELAST_UPDATED_BYCREATION_DATECREATED_BYLAST_UPDATE_LOGINSUMMARY_FLAGENABLED_FLAGSTART_DATE_ACTIVEEND_DATE_ACTIVEDESCRIPTIONBUYER_IDACCOUNTING_RULE_IDINVOICING_RULE_IDSEGMENT1SEGMENT2SEGMENT3SEGMENT4SEGMENT5SEGMENT6SEGMENT7SEGMENT8SEGMENT9SEGMENT10SEGMENT11SEGMENT12

Target Template: INV Item Creation 12.1.1 Source Application: Ask Man-Man Make Item

This template is used for creation and update of item master in master and childorganizations including revision control and material / material overhead cost.Item categories can also be loaded through this template.

Emphasis and rigor needs to be followed during the requirements and mapping process in order toensure a successful data migration.

Implementation Cycle

ERP Projects – Why Projects Fail

Project Management – Keys to SuccessScope 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.

Project PlanningScope is Clear and Understood.

Confirm Project Goals and Objectives.

FunctionalitySupport level

Evaluate upgrade vs. re-implementationBuild Business Case

Develop Project Charter

Define scope, goals and objectivesSuccess value measuresSigned approval by key stakeholders and SMEs

Define functional and technical teams

CommunicationsEstablish project team portal using collaborate tools (e.g., SharePoint).

Schedule presentations (project kick-off, phase kick-off, steeringcommittee reviews).

Define stakeholders, audience, reporting requirements.

Develop a stakeholder strategy for each identified stakeholder group.

The strategy should define communications requirements acrosstechnology, methods and time frequency for each stakeholder.

Evaluate the effectiveness of communications during the project life cycle.

Develop Performance Reporting requirements.

Communications – Performance ReportingDevelop 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 ofscope, time and cost.

Apply EVA will enforce the project discipline of tracking actual project performance againstbaseline costs and dates.

Use EVA metrics to measure project health and project performance.

Estimate at Completion calculation forecasts true project costs based on projectperformance.

Perform schedule and cost variance calculations.

Change Management

Change Management – Stakeholder Management

Risk ManagementPerform 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 projectdefinitions 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.

Risk Management – Issue Log

The Project Issue Log

Maintained by PM resource.Reviewed at least weekly by ProjectTeam.Project Team may forward criticalissues to Steering Committee fordisposition.Issue review included in a SteeringCommittee meetings.Organized by Established Priority.

Project Management – Best PracticesDeploy a consistent, reliable and repeatable methodology for upgrades or implementations thatincorporates project planning, stakeholder commitment and a controlled scope (PMBOK).Establish a comprehensive project team that includes representatives from business andtechnology. Do not compromise on resource requirements.Conduct scope and requirements workshops during the planning, requirements and designphases. This process should incorporate R12 delta sessions, custom objects (RICE) evaluationand technical infrastructure evaluation.

Stress team building and collaboration for agile projects to maximize productivity of the projectteam.Perform formal project sponsor sign-off at completion of each project phase, including the ProjectCharter and project plan.

Rehearse migration and cutover procedures.Perform proper training for business and IT organizations groups and enforce strict UATprocesses.

Build stakeholder ownership.

Project Management – Agile Best PracticesIterative 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 Deliveredwith Each Iteration and Release.

Break Requirements into Progressively Detailed Specifications with More Detail for Near-TermDeliverables.

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 theProject Room.

Lessons Learned Review after Each Release or Iteration.

• A project management process that fully embraced a change management focus.

Lessons Learned• Design and execution of a proper methodology by a dedicated team will achieve the establishedresults and meet business objectives.

• Obtain executive management sponsorship to establish an effective Steering Committee and achievebusiness user participation.

Engage the right technical and business staff. Business personnel are required to validate testresults 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. Establishmultiple instances.Post production support and monitoring (e.g., disk space, table spaces, session waits, alert log,archive space) must be managed.

Governance

CHAIN•SYS

ChangeControlChangeControl

Joint Developmentand Execution

Teaming

Project RiskIdentification

Risk Management

Managementof Scope

Deliverables Reviewedand Verified

Structure to Manage Plan,Risk, Quality and Issues

Communications

Communication of Status,Issues and Activities

Resources

Assigned and AvailableKey Personnel

Clearly Definedand Managed

Project Management – Critical Success Factors

Quality Assurance

Governance

MicrosoftPowerPoint Presentation

IM Methodology

Scope

Questions

Answers