The document outlines various challenges faced in Oracle ERP implementation projects across several phases, including definition, elaboration, build, transition, and production. Key issues highlighted include complexity in business requirements, change management, proper planning, stakeholder commitment, and data migration strategies. It emphasizes the need for clear communication, role definitions, and effective training to ensure successful project execution.

1. Project Management Challenges
in Oracle ERP Implementation
Sivakumar Ganesan
B.Sc, ACA, ICMA, PMP, PDIM, CIMA (Adv. Mgt Acctg)

2. Oracle ERP Project issues at high level
• Industry Solution Fitment
• Complexity of Business & Clarity of Business Requirements
• Adherence to change the Business Process as per Best Practices
• Understanding of Project Deliverables
• Proper Policy & Procedures of Customer Business
• Proper Segregation of Roles and Responsibilities
• Availability of the Business Process owners for discussions
• Stakeholder commitment to the Project & Timely Decision Making
• Ability / Willingness to accept the change
• Language / Communication Issues
• Improper Scope Definition or understanding by Client
• Vanilla, Big-Bang or Phased Implementation
• Onsite, Offshore and Mixed Mode Implementation

3. Challenges during Definition Phase
• Lack of knowledge Project Plan, Milestone, Deliverables
• Hardware Sizing, DR site, Architecture & IT Maintenance
• Final & Confirmed Business Process Owners / Super users
• Communication Plan, Meetings & Sign off procedures
• Data conversion plan and Strategy
• Procurement of Server and Installation of Operating System
• Lack of Technical Resources at client site (like DBA, Network etc.,)
• Phase completion clash with Month end/Year end etc.,
• Training Plan and Lack of Clear roles/responsibilities
• Owner for Review of Project Deliverables and sign off
• Lack of Project room, Meeting rooms & facilities
• Availability of Users for Business Process Discussions

4. Challenges during Elaboration Phase
• No clear Org structure and Information (Specifically in Middle East Region)
• Lack of knowledge on Business Requirement
• Ability to explain the current Process being followed
• Improper or No Documentation of Current Processes
• Willingness to understand the Oracle Apps Architecture
• Users adopt Water in Oil Approach during Solution design Phase
• Expect with minimal data entry to get all information/reports
• Standard Process in ERP to be amended to Legacy as per customer
• Exception become core focus than the area ERP fulfill the needs
• Agreement on the System Gaps & Workaround solutions
• Scope as Vanilla Implementation and expect Customization
• Change Management is very critical part of this phase

5. Challenges during Build Phase
• Clarity on Number of Reports, WF, Alerts & Personalization
• Identification/Evaluation of Gap Analysis and custom components
• Implementation Team understanding of Custom components
• Preparation of Functional/Technical Design and gain acceptance
• Review and sign off of Functional Design by Client/Change control
• Proper Technical Design Preparation and vetted by Quality Team
• Coordination between Onsite & Offshore team for development
• Report Formats as per the Client Reporting Requirements
• Validation, Testing with actual data, format and print outputs
• Transaction Load, Performance Testing, Interface Program Testing
• Integration with Custom applications, Day end Batch processing
• Platform and Networking Architecture design and approval

6. Challenges during Transition Phase
• Data Migration Strategy (API, Interface, Web ADI etc.,)
• Data not provided as per Template & data extraction responsibility
• Historical Data Migration, Data verification, Testing, Reconciliation
• Testing the System Test Script to applicable Scenarios
• Acceptable Transition and Contingency Plan
• Proper Cut over Plan for data transition
• Application Setup, Testing and Verification in Pre-Prod Instance
• Registration / Testing of custom Components in Pre-Prod Instance
• Comparative Data for Previous Years
• Responsibility of Data Reconciliation between Sub-ledgers and GL
• Agreement for Data Migration – Quarter End, Year End etc.,
• Resolution of Critical SR’s before Production Migration

7. Challenges during Production Phase
• Organization effectiveness with the new systems readiness
• Support Readiness in terms of Infrastructure, Networking, DBA
• Functional/Technical Support Team Preparedness/availability
• Initial Transaction Entry and Viewing report challenges
• Continuous Knowledge Transfer and on the job training
• Month End closing and Reconciliation Process
• Verification/Carry forward of open balances
• Data mismatch/Rectification, verifying WF notifications if any
• Daily/Weekly - Database/Application backup/storage/recovery
• DR Site Installation/Verification/Testing and Operational
• Effective working of Integrations/Inbound/Outbound transactions
• Ensure implemented system drive Future Business directions

8. Status of every ERP Project

9. Disclaimer
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the author, not of Oracle Corporation and PMI.
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10. Thank You