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Upgrade best-practices-rabobank-wp-1945966

  1. 1.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    "The successful upgrade of Siebel, Rabobank's business­critical CRM system, without any disruption to our business users, has proven our product strategy for a packaged solution." René Steenvoorden CIO, Rabobank Siebel CRM Upgrade Best Practices at Rabobank Oracle White Paper October 2012 Executive Overview Upgrading a large enterprise system such as Siebel CRM is a significant undertaking for a business. The larger the deployment in terms of company size, number of applications, and number of users, the more complex is the CRM implementation and the more complex is the upgrade process. This paper offers a set of best practices, based on the actual experience of the upgrade at Rabobank, spread across five phases to ensure a successful, on time and under budget Siebel CRM upgrade. Some of the key success factors for Rabobank’s Siebel CRM upgrade were engaging the right people with the right expertise, ensuring a strategic partnership between major stakeholders and vendors, and running several trial upgrades. This paper is intended for both business managers and implementation project managers within the Information Technology department typically responsible for deploying and maintaining Siebel CRM instances. The Scope of Upgrades Defining the upgrade scope is a critical step to plan out your entire project. Siebel upgrades can be classified as two major types: Major Upgrade Major upgrade refers to upgrading Siebel CRM application across two different major releases. For example, upgrading from Siebel 7.8 to 8.1.1 is a major upgrade. Based on specific business needs, customers can choose one of the following scenarios when performing major upgrade:
  2. 2.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     A three­way strategic partnership between Rabobank, IBM, and Oracle directly contributed to the major success of Rabobank’s Siebel CRM 8.1.1 upgrade a. Like­to­Like Upgrade: upgrade infrastructure, base software, OS and hardware, without picking up new features and functionalities b. Value­Add Upgrade: in addition to infrastructure and base software upgrade, implement new features and functionalities Minor Upgrade Minor upgrade refers to upgrading Siebel CRM application across two minor releases, but at the same major release level. For example, applying a Siebel 8.1.1.7 Fix Pack on top of Siebel 8.1.1 is considered a minor upgrade. In the case of the Rabobank upgrade, they successfully upgraded from Siebel CRM 7.8.2.11 to Siebel CRM 8.1.1.3 release in 2011. The upgrade was run as a ‘Like­to­ Like’ upgrade, with very limited functional changes that are required by the business. The Rabobank Upgrade In the case of the Rabobank upgrade, they successfully performed a major upgrade by upgrading from Siebel CRM 7.8.2.11 to Siebel CRM 8.1.1.3 release. The upgrade was run as a ‘Like­to­Like’ upgrade, with very limited functional changes that are required by the business. Since the Siebel CRM implementation in Rabobank is business critical, additional changes such as new hardware and move to an active­active data center configuration have been performed during the upgrade project to make the Siebel system and architecture disaster tolerant. The key business drivers for Siebel 8.1.1 upgrade include lowered TCO, improved manageability and system stability. Based on the analysis conducted in 2009, the Steering Committees decided to jointly implement Siebel 8.1.1 upgrade project. In 2011, Rabobank successfully upgraded from Siebel CRM 7.8.2.11 to Siebel CRM 8.1.1.3 release. Here are the key indicators to illustrate the magnitude of Rabobank's Siebel implementation: • 22.000 concurrent users during peaks • 50 million Siebel transactions per week • 16.5 million customer service requests per year • 2 million call reports per year • Many complex interfaces with huge business importance Siebel CRM Upgrade Best Practices at Rabobank Page 3
  3. 3.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                       • Major financial loss for Rabobank when Siebel is not available • Usage of other components in combination with Siebel: o OBPM (Workflow Management), BPEL (Integration Layer), OBIEE (Reporting), BI Publisher (ad­hoc reporting) o WebCenter Content (Content Management) o IBM DB2 and IBM MQSeries In terms of server infrastructure, Rabobank has an Active­Active twin Data Center where each site has a Siebel Server implementation on P7 AIX 6.1. The DBMS is DB2 v9 on z­NEXT using GDPS. Rabobank took the upgrade opportunity to overhaul its data center by converting it from an Active­Passive configuration to an Active­Active twin configuration due to legal regulations and the criticality of Siebel CRM for the business. Given the enormity and complexity of this scope, functional changes were limited to only those enforced by technical updates and by adoption of minor (low hanging fruit) features. Rabobank did chose to upgrade in a big bang scenario. Rabobank was able to bring up their new production system over one weekend. This was largely by adopting certain best practices recommended by Oracle and Rabobank’s other partner, IBM and perfected with the help of Rabobank’s seasoned staff. Upgrade Project Phases and Best Practices It is recommended that an upgrade project be divided into five phases: 1) Planning & Definition Phase, 2) Assessment & Analysis, 3) Development & Test Phase, 4) Go­Live Phase, and 5) Post Go­Live Phase. I. Strategy Planning Phase Upgrades must be a part of the company’s long­term business goals and of technology vision. Business goals may include implementing new business processes to increase user productivities, promoting products, generating revenue and increasing market share. Technology vision may include streamlining IT investments, minimizing down time, and reducing total cost of operation. Such initiatives and goals identify business drivers and set priorities which are used in the planning and defining the scope of the upgrade. Strategy Planning Best Practices In order to uptake new platform and technology with reduced risk, Rabobank defined a risk mitigation strategy for their Siebel 8.1.1 upgrade project: Siebel CRM Upgrade Best Practices at Rabobank Page 4
  4. 4.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      • Perform a like­to­like upgrade to move to the new platform and technology, then uptake new functionalities in the future • Implement high available architecture over two data centers to protect business continuity of production system All stakeholders in Rabobank had active involvement. They were fully engaged and had a continuous representation in the project meetings and they were committed to the success of the organization for the long­term. Moreover, the three­way strategic partnership between Rabobank­Oracle­IBM directly contributed to the major success of Rabobank’s upgrade. On behalf of Rabobank, IBM managed the project under responsibility of the Rabobank Steering Committee and provided key resources for architecture planning, project management, and delivery management. Oracle as the product solution vendor provided in­depth product knowledge, architecture, and operation support. II. Assessment & Analysis Phase The upgrade assessment provides valuable input into subsequent steps as well as a detailed rendering of the level of effort involved to complete the upgrade. Several activities need to take place during this phase: gap analysis, configuration assessment, defining implementation scenarios, and trial upgrade. 1. Gap analysis refers to an exercise where business owners run through all of their existing end­to­end business processes against the out­of­the­box installation of the new version and document the gaps. This produces an exact scope for business process engineering requirements which will become the basis for test planning and go­live validation. Key functionalities were discovered during this phase for future test planning. 2. Detailed repository and configuration assessment need to be done in order to estimate the level of complexity of the repository upgrade. It is recommended that the development team analyzes the configuration changes and estimates the amount of development effort required to resolve repository changes. During this time the database administrator needs to analyze the schema changes and other database related impact in order to estimate the system impact during production upgrade. In addition, risk assessment is part of this exercise. All this information combined will help in estimating resources, timeline and costs. 3. Determining implementation scenarios is very helpful to prepare for the upgrade testing and execution. Assessment & Analysis Best Practices In addition to the above, the Rabobank upgrade team performed the following steps in order to scope out the entire project: Siebel CRM Upgrade Best Practices at Rabobank Page 5
  5. 5.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         CRM is considered a mission­critical system of an organization. Upgrading CRM systems periodically not only allows customers to take advantage of the advanced research and development in computer hardware, software and business process engineering. But perhaps most importantly, allows customers to enhance their business processes and operational efficiencies to stay competitive and ensure continued success of their business. • Determine the complexity of the upgrade based on the Siebel modules implemented, number of integration points, number of interfaces, total number of scripts, and number of user­interface scripts. • Run several trial upgrade exercises prior to the actual Go­Live date and track and resolve upgrade issues meticulously. • Assemble a cross­functional upgrade team that is proficient in the technologies introduced in the latest release of Siebel 8.1.1 and understands Siebel architecture and performance best practices. Stakeholders must be available to help on the entire project. Efficient and clear communication among all different parties is required to ensure the project can be run smoothly. III. Upgrade Execution & Testing Phase The upgrade phase is the longest phase and it has a tendency to become even longer if not managed properly. During this phase the software is upgraded and it’s critical to track and resolve issues quickly and effectively. If defect fixes in features with multiple dependencies are not tracked and tested correctly, they could potentially create landmines during final testing and deployment when it’s too late to solve problems without jeopardizing the whole schedule. It is recommended that a solid defect tracking system be used effectively for even the minor bug fixes. Performance, Scalability and Reliability (PSR) testing must be conducted after the functionality has been verified. The PSR test environment must resemble to the production environment in settings, configuration and the database for the results to be meaningful. Particularly during testing all stakeholders must be readily available to troubleshoot, resolve issues and make decisions. Bi­weekly or even daily test review meetings are recommended to make quick decisions and progress. Upgrade Execution & Testing Best Practices The Rabobank team put focus and a lot of effort on the following factors: 1. The performance of new Siebel release needs to be the same as it was on the old Siebel release or better. 2. The scalability of the new system with the new software is able to handle 22.000 concurrent end users. 3. Stick to the disaster tolerant requirements Siebel CRM Upgrade Best Practices at Rabobank Page 6
  6. 6.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   The development team had full commitment, engagement and support from Oracle and other stakeholders. Short lines with all functions of the Oracle organization as well as at the executive level, ensured that roadblocks were lifted as quickly as possible. IV. Go-Live Phase The Go­Live phase ideally lasts the shortest possible time required by IT Operations team to upgrade the production technology infrastructure and Siebel CRM software. This will minimize impact to your business. Usually a (long) weekend is chosen. One should engage the right resources with the right skills to manage issues during this phase. Get buy in from different parties and all stakeholders and involve them in the go­live journey. Go-Live Best Practices Like every successful upgrade project, Rabobank had defined a set of criteria that must be met before upgrading the production software. Some of the most common Go­Live criteria include; business process acceptance by the business owners, passing of all functional and PSR tests, updating and testing of all operations scripts and processes including any database related updates. Finally, reviewing all known issues before going live; and their associated risks. Next to this, Rabobank also preferred to review the open bug list of all their vendor­supplied software, including their Siebel CRM software. Typically, the CIO reviews summary reports from all stakeholders before approving the project to Go­ Live. During the Go­Live weekend, it’s crucial that a cross­functional support team including vendors is on­call 24/7. It is recommended to have technical members of the most critical stakeholders present on­site. Rabobank suggests having a dedicated resource to monitor alerts and document changes and decisions. To have a standby team on­call to handle certain business processes that had to be performed manually or with exceptions and to have backup team on­call in case of personnel emergencies. Rabobank choose a big bang upgrade in one weekend. One of the risk mitigations was the fact that the old Siebel environment was still fully operational. In case of blocking issues during the upgrade or at the initial hours of usage a fall back, although with major consequences, was possible within hours. Siebel CRM Upgrade Best Practices at Rabobank Page 7
  7. 7.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          V. Post Go-Live Phase The first week after the Go­Live weekend is the most crucial period for any CRM upgrades. No amount of testing can substitute for all possible real­life user behavior and scenarios. It is important that a robust monitoring system is implemented that can allow IT Operations team to monitor the hardware, software and business process availability and performance of your CRM system. Daily reviews are not un­common. Post Go-Live Best Practices Make sure specialists are on site, work in shifts and plan hot fix moments up­front. Be sure you can fix the issues, test out the fixes and implement them in a really short cycle. Make sure everyone understands sign­off criteria; this will ensure the project can be closed cleanly. All functional leads of a great project team maintain a “lessons learned” log throughout the project. During the Post­Go­Live period, the project manager must conduct an all­hands lessons learned session. The issues, proposed resolutions and follow­up action items must be documented and tracked to help improve the next upgrade cycle. The project manager is responsible for tracking project phases and ensuring project meets key milestones. Rabobank’s success is attributed to such strict adherence to learning from their past mistakes and retaining old time veterans to return for future upgrade projects. Conclusion CRM is considered a mission­critical system of an organization. Upgrading CRM systems periodically not only allows customers to take advantage of the advanced research and development in computer hardware, software and business process engineering. But perhaps most importantly, allows customers to enhance their business processes and operational efficiencies to stay competitive and ensure continued success of their business. By following the best practices and recommendations in this paper, Oracle customers can achieve smooth, well­planned, under­control, on­time and under­ budget upgrades of their Siebel CRM software. Siebel CRM Upgrade Best Practices at Rabobank Page 8
  8. 8.                                                                                                                                                                                                                                                                                                                                                                                                           Siebel CRM Upgrade Best Practices at Rabobank October 2012 Authors: Agnes Zhang (Oracle Siebel CRM Product Management) Bas de Laat (Oracle CRM Consulting) Erik Passchier (Rabobank) Arnaud Wingelaar (IBM Global Business Services) Oracle Corporation World Headquarters 500 Oracle Parkway Redwood Shores, CA 94065, U.S.A. Worldwide Inquiries: Phone: +1.650.506.7000 Fax: +1.650.506.7200 oracle.com Copyright © 2012, Oracle. All rights reserved. This document is provided for information purposes only and the contents hereof are subject to change without notice. This document is not warranted to be error­free, nor subject to any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions of merchantability or fitness for a particular purpose. We specifically disclaim any liability with respect to this document and no contractual obligations are formed either directly or indirectly by this document. This document may not be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without our prior written permission. Oracle, JD Edwards, Siebel, and PeopleSoft, are registered trademarks of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners.

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