This document provides a lessons learned report for a project to implement Oracle <Client Name> for a client to support their recruiting and onboarding processes. The summary identifies strong communication, managing scope changes, user testing, and involvement of local and corporate resources as success factors. Primary challenges included effective communication with corporate, project documentation management, resource commitment, and project management. Recommendations include encouraging strong communication between globally dispersed teams, having consistent user participation throughout the project, and managing scope, risks, and issues in a timely manner.

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Lessons Learned Report
Project id – <Client Name> Implementation
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2. Project id – <Client Name> Implementation Lessons Learned Report
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3. Project id – <Client Name> Implementation Lessons Learned Report
V1.0 01-Aug-2013 Page ii
Table of Contents
1 PURPOSE OF THE LESSONS LEARNED REPORT...............................................................................1
2 PROJECT BACKGROUND...............................................................................................................1
3 EXECUTIVE SUMMARY.................................................................................................................1
3.1 SUCCESS FACTORS...............................................................................................................................2
3.2 PRIMARY CHALLENGES.........................................................................................................................2
3.3 RECOMMENDATIONS...........................................................................................................................2
4 LESSONS LEARNED ......................................................................................................................3

4. Project id – <Client Name> Implementation Lessons Learned Report
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1 PURPOSE OF THE LESSONS LEARNED REPORT
Throughout each project life cycle, lessons are learned and opportunities for improvement are
discovered. As part of a continuous improvement process, documenting lessons learned helps project
teams discover the root causes of problems that occurred and avoid those problems in later project
stages or future projects. Data for this report was gathered by surveying the project team and
stakeholders.
The objective of this report is to gather all relevant information for better planning of later project
stages and future projects, improving implementation of new projects, and preventing or minimizing
risks for future projects.
Project lessons learned reports are saved on the project’s SharePoint site so that they can be easily
referenced by project managers, project team members, sponsors, and stakeholders.
Ultimately, the goals of the lessons learned exercise are:
 List successes to document what went right
 Document what can be improved upon
 Streamline processes based on this information
 Communicate this information to project management and user community
2 PROJECT BACKGROUND
<Client Name> (<CLIENT NAME>), with the assistance of Oracle Consulting, reviewed and analyzed the
current Human Resource (HR) Recruiting and Onboarding processes along with best practices to
implement a future state of the Recruiting and Onboarding process to support <CLIENT NAME>’s current
and growing needs. Oracle <Client Name> was implemented to support this process and integrations
were developed to support and automate data sharing between Oracle <Client Name> and ORACLE HR.
3 EXECUTIVE SUMMARY
Effectively communicating across various cultures, time zones, and processes/tools is a challenge and
<Client Name> absolutely critical to the success of the project implementation.
 The project manager should connect stakeholders across the extended team to demonstrate a
clear commitment to building strong relationships and a common goal for project success.
 Project documents and key deliverables should be created, distributed, reviewed, updated and
approved in different project phases accordingly.
 The project manager has full responsibility to verify that the project moves in the right direction
by building a team that supports local talent working jointly with the corporate team.
 Key users must be involved and committed throughout the project lifecycle.

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3.1 SUCCESS FACTORS
 Strong support during the transition phase helped educate and prepare users for post go-live
activities.
 Scope changes from the Chinese government were effectively managed.
 Local communication and collaboration was strong and thorough.
 A SharePoint site was created to centrally manage and store data.
 Team resources were knowledgeable and skilled.
 User testing was well planned and executed.
 High quality deliverables were distributed.
 Time spent with local and corporate resources were essential to the design and ultimate success
of this project. Very few issues (relative to the size of the project) were encountered.
3.2 PRIMARY CHALLENGES
 Effective communication with Corporate
 Project documentation management
 Resource commitment
 Project management
3.3 RECOMMENDATIONS
 Encourage strong communication between team members who are globally dispersed.
 User participation should be consistent throughout the project lifecycle.
 Manage scope creep, risk and other issues timely and effectively.

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4 LESSONS LEARNED
The Categories below were considered during the Lessons Learned Session.
 Integration Management
 Scope Management
 Time Management
 Cost Management
 Quality Management
 Human Resource Management
 Communication Management
 Risk Management
 Procurement Management
 Roles and Responsibilities
 Project Methodology
 Architecture/Technical Solution
 Training
 Testing / QA
 Change Control/Change Requests
 Knowledge Transition
 Project Reporting
 Deployment
Lessons Learned Log
ID Category Situation Description
Impact on
Project
Analysis or Cause Improvement Recommendations
LL-001 Communication/Risk Mgmt Feedback from Security team
needed at project start.
Security impact on
project delayed.
The analysis that was
provided by Security was
delayed because they were
not involved in the project
from the start.
Ensure that the Security department is
included in project initiation and design to
resolve any security related issues that must
be addressed from the beginning. This
participation can reduce risk to the project
and prevent significant changes to the
project after it has started.
LL-002 Communication/Risk Mgmt Resources from Career
Site/Marketing and Web
Design should be engaged
from project start.
Potential risk to the
project and possible
effect on project
scope and plan with
late involvement.
Delay in project timeline
and risk to project’s timely
success.
Additional resources impacted for this
project should be identified early and
included throughout the project. Their
deliverables should be included in the
project plan and timeline to ensure effective
project delivery.
LL-003 Communications Mgmt Communication plans and
training plans were created
late in the project.
These plans were
not assigned in a
timely fashion.
Miscommunication
occurred and delivery of
documents was untimely.
Develop communications and training plans
and assign ownership for development and
execution.

7. Project id – <Client Name> Implementation Lessons Learned Report
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Lessons Learned Log
ID Category Situation Description
Impact on
Project
Analysis or Cause Improvement Recommendations
LL-004 Time Mgmt Interface testing/completion
was not given adequate time.
Delay in project
schedule.
Users did not have enough
time to thoroughly test and
complete UAT.
Determine the correct amount of time for
interface testing/ completion – ensure time
is accounted for in project timeline.
LL-005 Time Mgmt Project timeline dates were
missed
Delay in
implementation
Strict dates were not set or
adhered to accommodate
changes in scope or
changes is deliverable due
dates.
Set project update milestones and pre-set
dates / time for updates.
LL-007 Time Mgmt Users were not aware of time
required for on-going and go-
live support.
User’s schedules
were impacted
negatively.
Impact to resource
scheduling.
Better prepare for the required time needed
for ongoing support (HR / IT) for post go live
support.
LL-008 Procurement Mgmt Experienced consultants were
needed during the
implementation.
Errors and issues
were not resolved in
a timely manner.
Consultants were not part
of the project team.
Hire a consultant in the future to provide
guidance and expertise for rollouts.
LL-009 Quality Mgmt/Knowledge
Transition
Product features were
implemented without in
depth knowledge of their
consequences.
Setup could have
been designed and
implemented more
effectively.
The impact of the OLF
(organization, location,
function) was not clearly
explained and may have led
to inadequate setup and in
addition contributed to
confusion on the project.
Fully explain the impact of all features that
are to be implemented so users have a
strong knowledge of their effects.
LL-010 Communication
Mgmt/Knowledge Transition
Key resources should be
informed and engaged in
activities that affect significant
parts of the project.
Lack of knowledge
transferred to key
individuals.
Key resource participation
was needed during parts of
the project which may have
let to miscommunication
and confusion for users.
Ensure that all appropriate team members
are involved with process mapping sessions
so that they can fully understand their
impact.
LL-011 Roles and
Responsibilities/Knowledge
Transition
The appropriate resources did
not have access to key
functionality during testing.
Knowledge transfer
was not adequately
completed.
Resources did not have
access to the correct
permissions/responsibilities
which reduced the
effectiveness of the team.
Train applicable users on all functionality as
it pertains to their roles and responsibilities
prior to go-live.
LL-012 Roles and
Responsibilities/Knowledge
Transition
<Client Name> Consultant was
the only one fully informed
about setup and performed
them in test and production.
Users are not
knowledgeable
about setups and
how they impact
functionality.
Users know little about
creating or changing
processes in transitions.
Users should have been knowledgeable and
had the ability to perform all setups in
production as applicable.