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

  • The Never-Ending Road of Project Management John Perkins Director, Applications and Services CHAIN•SYS COLLABORATE 12 – OAUG ForumSession 9899 – Wednesday (4/25/2012 – 11:00 AM)
  • 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
  • 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.
  • CHAIN SYS OverviewCHAIN 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 Corporation Oracle Platinum Partner Oracle EBS, Database and Middleware products Reseller Oracle EBS Mobility Solution Provider Oracle University Authorized Education Provider Oracle Consulting Services PartnerDevelopment Platforms e•chain™ ERP/SCM Suite for 11 Verticals with 50+ Implementations appLOAD™ Family of Productivity Tools for Oracle eBS R12/11i Custom Development
  • 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
  • Project Management TrendsAgile Development Methodology Hybrid Models Blending Waterfall and Agile Organizational Methodologies Iterative and Adaptive TestingCustomer-focused Project Management Business Value Criteria Focus on CommunicationsSkilled IT Resources Strong Technical Skills with Domain Expertise Available Supply of Resources – Technical and FunctionalRight Information at the Right Time Virtualization of Project Teams Integrated Project Team Effort Collaboration Software Solutions
  • 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.
  • Agile and Waterfall Projects – Attribute Comparison
  • 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.
  • 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.
  • 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 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.
  • 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) NameThis 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.MTL_SYSTEM_ITEMS_INTE ASKSYS.IMRFACE 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.
  • Implementation Cycle
  • ERP Projects – Why Projects Fail
  • 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 realizedChain-Sys leverages these guiding principles to balance Scope, Cost, Quality, Risk and Resources.
  • 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
  • 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.
  • 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.
  • Change Management
  • Change Management – Stakeholder Management
  • 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.
  • 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.
  • 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.
  • 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.
  • 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
  • Questions Answers