Issues in connection with Implementation of Oracle Financials
Date: Wed, 21 Apr 1999 10:38:58 PDT
From: "mark anderson" markandy@hotmail.com
Subject: Financial Implementation
Hi
We are planning to go in for Oracle Application Financial Suite
(AP,AR,GL) I would appreciate if you could suggest which is the best
way to go for external consulting agency or use internal resources
what possible problems could be there, if you could advice us it would
be great.
Thanks
Mark Anderson
Date: Wed, 21 Apr 1999 13:43:21 -0400
From: "Jagannathan, Ravi" RJagannathan@prcnet.com
Subject: RE: Financial Implementation
Mark,
I have posted my article in http://www.erpfans.com/ : 'ERP FOR CHARTERED
ACCOUNTANTS'. Hope anyone planning for ERP implementation may get something
out of this article. Pleasemail me if you need any specific info on this.
Thanks
Ravi Jagannathan (MIS)
Tel : (305) 816 4831
Date: Wed, 21 Apr 1999 14:00:14 -0400
From: "Joe Maliszewski" jmaliszewski@csi.com
Subject: RE: Financial Implementation
There are lots of things. And by virtue of you saying this on this list I
would venture to guess than a number of consulting companies will contact
you directly. Such is the beast.
That said, I have done numerous implementations. Mostly in large companies
(fortune 500) but a few in small companies (revenues $500 million). The
mix that usually works best is a combination of consulting and inhouse
people. It will certainly depend on the tolerance level, size and budget
for your company. Get your inhouse people trained on the modules they will
be responsible for. If time and costs allow train them on modules which
directly relate to their module. Depending on your budget it usually works
best to have at least one person responsible for each module and at least
one consultant to work hand in had with them. Try to make a team atmosphere
and do what is best for the company and not what is best for Jane/John Doe's
department. I have seen this in big and small companies alike.
Produce a requirements document.
Create test scenarios.
Don't skimp on testing.
Get the users involved in the beginning.
Don't skimp on testing.
Get a knowledgeable Applications DBA.
Oh yeah, did I mention, don't skimp on testing.
Minimize customizations as much as possible. You will pay for them over and
over and over again. Each time a patch is applied, each time you upgrade.
That is just the tip of the iceberg. There is plenty more I could talk
about if I had the time.
Best of luck,
Joe Maliszewski
Consultant
jmaliszewski@csi.com
Date: Wed, 21 Apr 1999 13:31:10 -0500
From: "Gregg Ney (s)" gney@cap.org
Subject: RE: Financial Implementation
I agree with everything Joe says. In addition document every decision and
configuration step and the reasons for them. Try to have the users make the
decisions, not just sign off on them. Make sure business practice change is
not only allowed but encouraged.
I think Joe could have stressed testing a bit more, though, and particularly
user involvement in designing and implementing test processes.
Date: Wed, 21 Apr 1999 15:08:14 -0400
From: "Koeth, Raymond A" RaymondA.Koeth@CAI.COM
Subject: RE: Financial Implementation
Hi Mark,
Joe has provided excellent advice for you in his message. Just a couple of
other points to stress: it is imperative that there be a client sponsor who
is at an appropriate level in the organization to make decisions and live
with them. Scope creep kills projects of these type and size, and the only
way to control it is to have a strong project manager and a strong client
sponsor. Both of these individuals should be on a steering team that meets
every couple of weeks - maybe more frequently as the project draws near to
completion.
Additionally, business process reengineering should be applied when
applicable, and it is important for the client to be willing to embrace
this. Also, one should be willing to test the system to infinite lengths,
if Joe hadn't already stressed that enough. Good luck.
Raymond A. Koeth, CPA
Senior Consultant
Computer Associates International
800.523.5855
216.523.5800
216.523.5801 - Fax
koera02@cai.com
Date: Wed, 21 Apr 1999 15:08:33 -0400
From: "Jolly Joseph Paily" jollyj@prontosol.com
Subject: RE: Financial Implementation
Mark,
I do agree with Joe, There are many consulting companies you can go with.
The best bet would be to have control over the project rather than calling
the so called big names to tell you what you should do.
My Advice would be:
Create a focus team within your org:
1. Key users and Techies:
2. Hire consultants ( many consulting companies can provide you with that)!!
3. Create a Time line and Project plan according to the budget.
Things should workout Just fine.!!
Any more advice!
call!!
Jolly Joseph Paily
Pronto Solutions LLC- The Right Sizing Solutions company.
609 750 1741 ext 24 P
609 750 0261 F
Solutions for OutSourcing / Product Development / ERP Implementation
Services
Date: Wed, 21 Apr 1999 17:11:30 -0400
From: Sam McCullough McCulloughS@usec.com
Subject: RE: Financial Implementation -Reply
Mark,
When you hire the consultants, I suggest you consider the skill of each
consultant and not necessarily pick a single company. I've had more
sucess picking a single senior level person than more junior people.
Make certain that the lead outside consultant has completed at least 3
implemenations of Oracle Applications and that at least all of the modules
your company is implementing were implemented in those
implementations. And yes, this does limit the field of potential candidates
but you do gain the benefit of experience and an understanding of how
the modules interact.
Sam
Date: Wed, 21 Apr 1999 13:26:49 -0700
From: Marianne Brooks mbrooks@standard.com
Subject: RE: Financial Implementation
I would also add that your organization should seriously consider
joining OAUG and take advantage of the resources they offer.
Marianne Brooks
Meridian Technology Group
Date: Wed, 21 Apr 1999 15:29:06 -0500
From: "Shockey, David" DShockey@jwrinc.com
Subject: RE: Financial Implementation -Reply
Amen! There is a huge difference between a senior and junior
consultant. If you get someone with 0-2 projects under their belt you
will find that you know as much as they do by the end of the project.
Pay the premium and get someone who really knows what they are doing.
Date: Wed, 21 Apr 1999 16:37:41 -0400
From: Hector Luciano HLuciano@dataforceus.com
Subject: RE: Financial Implementation
Mark:
It all depends on the skills that you have internally and the
availabilty of those resources. Another factor to consider is the
timeframe and scope of the implementation.
Call me if I can be of further help.
Hector Luciano
(305) 471 0811 x 123
Rgds
Date: Wed, 21 Apr 1999 13:38:44 PDT
From: "mark wittkopp" wittkopp@hotmail.com
Subject: RE: Financial Implementation -Reply
Mark,
I am very interested in your question, and some of the answers.
Although I agree with Sam on finding a good person, I don't
necessarily agree with that someone has to have three implementations
to be qualified. I have known many consultants that have been
through several implementations but may not be the senior person you
are looking for. On the flip side, I know many consultants that may
have been on one project for a long time that would be much more
knowledgeable than someone who may have done three short term
projects, for example. More years of experience doesn't always equate
to better skills. Just look at the NFL draft, I am sure there are
guys who have been in the NFL for awhile who are not as valuable as
an upcoming rookie. My advice is make sure you find someone who is
knowledgeable in the implementation process do your interviewing.
Good luck to you
Masoor Kumar
From: "Shockey, David" DShockey@jwrinc.com
Subject: RE: Financial Implementation -Reply
Date: Wed, 21 Apr 1999 15:23:39 -0400 (EDT)
Amen! There is a huge difference between a senior and junior
consultant. If you get someone with 0-2 projects under their belt you
will find that you know as much as they do by the end of the project.
Pay the premium and get someone who really knows what they are doing.
Date: Wed, 21 Apr 1999 14:00:00 PDT
From: "Ronald Young" ronaldyoung@hotmail.com
Subject: RE: Financial Implementation -Reply
I think that you would have more luck finding a needle in haystack than
finding senior level consultants with experience implementing 3 projects
and all the modules. I don't think that you can characterize consultants
by how many projects they have under their belt. Attitude and aptitude are
very important. I've worked with dolts that have implemented many
projects, and they keep getting hired.
Date: Wed, 21 Apr 1999 16:32:45 -0500
From: "Sandler, Susan" Susan.Sandler@impacgroup.com
Subject: RE: Financial Implementation -Reply
Mark,
I agree that a combination team of consultants and in-house staff is the
best way to go. It creates ownership and knowledge transfer. Another thing
that I have not seen mentioned in this discussion which influences the
success of a project is the flexibility of the in-house staff making the
implementation decisions. The customization monster rears its ugly head
when people aren't willing to be flexible about changing their current
business processes. I have worked on Oracle implementations for over 5
years, from monster size (2 years) to small (3 months), and I can't tell you
how many times I have heard that fateful sentence 'I have been with this
company n years, and we have always done it this way'. Timeline and bugdet
increases signifigantly with the introduction of enhancements and add-ons
and the on-going maintenance of these through upgrades and patches is a real
bear. A thorough package evaluation helps offset this - you need to know at
the outset what, if any, gaps exist between standard Oracle and any
processes critical to running your business. I agree with Sam that you need
a strong lead consultant in each area (Financials/Manufacturing etc) who
knows how all the modules fit together. It is also very useful to include
consultants with some combination functional and technical
experience(configuration/analysis/design /development). The issues raised in
this discussion only touch on those you need to consider before making
decisions on how you will run your Oracle implementation. If you can, I
recommend sitting down and talking one on one with a number of different
people about their experiences implementing Oracle from both the user and
the consulting side.
Oh, and by the way, did I mention testing? Don't skimp on it.
S.
Susan M Sandler
Technology Solutions Company
Email: susan_m_sandler@techsol.com
Date: Wed, 21 Apr 1999 16:52:31 -0500
From: "Sandler, Susan" Susan.Sandler@impacgroup.com
Subject: RE: Financial Implementation -Reply
Ronald,
That is so true. Experience does not equal knowledge and certainly does not
equal aptitude. I have known people who after 6 months of Oracle are very
knowledgable in several modules, and people who after 3 years have never
expanded their horizons beyond one module. So use # of years and projects as
a starting point only, and be open minded about it or you could pass over
some very good consultants.
S.
Date: Wed, 21 Apr 1999 14:49:04 -0700
From: "Wan, Kevin" Kevin.Wan@bactc.com
Subject: RE: Financial Implementation -Reply
Well, my experience is that we perform majority of the implementation with
the limited staffs, and one consultant. There are lots of activities that
you can do just by trial and error, and reading. Our consultant did not
have the exact experience, but flexible enough to learn, and move forward.
With the inhouse staff implementing the project will grow job knowledge, job
satisfaction, and helps tremendously when support issues arise.
Kevin Wan
Date: Wed, 21 Apr 1999 18:31:19 -0400
From: "Annamaneni, Hanumantha" Hanumantha.Annamaneni@alcoa.com
Subject: RE: Financial Implementation -Reply
Holding on to your inhouse resource during or after the implementation
is a point that you have to consider
Hanumanth
Date: Wed, 21 Apr 1999 19:49:13 -0400
From: "007Z3" jlangenf@email.msn.com
Subject: Re: Financial Implementation
Mark,
I echo the other responses and add my own. Below are the top ten reasons
projects fail. They are not in any particular order. A competent
consulting firm can help you with # 5, 6 & 10. The rest is up to you. In
my opinion, #1,7 & 8 are the major problems during the selection process of
the packages in question. During the project, the most important is #4.
Lack of executive support by itself alone can cause a project to fail. #4
does not just mean supplying money and people. They must be involved to
make the big decisions when major issues arise. In all cases, there will be
political infighting between various departments trying to save their butts
and also to make a name for themselves. They are looking to build a resume,
not necessarily in what is best for the company. With proper executive
support, these people will see the light and end up joining you instead of
fighting you. Create a steering committee and meet at least every two weeks
to discuss problems and issues. In the beginning, meet every week. Don't
try to bite off more than you can chew. Try to keep the project vanilla as
possible. Get the system working, and users working with the system. Get
them involved in keying and setting up data. Save mods and customizations
for a later phase AFTER the project is live. You bought the package because
it best fit your needs. Use it don't abuse it. Use it the way the package
was designed. If you are not migrating from a legacy system, it will be
easier.
1. Lack of User Input
2. Incomplete Requirements
3. Changing Requirements
4. Lack of Executive Support
5. Technology Incompetence
6. Lack of Resources
7. Unrealistic Expectations
8. Unclear Objectives
9. Unrealistic Time Frames
10.New Technology
Feel free to contact me if you need to.
John Langenfelder
Senior Consultant - Project Manager
Norstan Consulting
888-987-1045 (pager)
john_langenfelder@primaconsult.com
jlangenf@hotmail.com
Date: Thu, 22 Apr 1999 05:05:14 GMT
From: "Vamsidhar Tallapaka" vtallapaka@hotmail.com
Subject: re : Financials Implementation
Hi Mark,
The question has two parts.
(1) Impllementing Oracle Applications Financials Suite for your
organisation.
(2) Necessity of consultancy, if any.
For implementing the suite first of all you need to understand whether
your organisation requires any business process reengineering. That is
you must make yourselves sure that the existing business processes
running in your organsation are pretty much in line with the best and
that they are sufficient, with minor time demanding modifications, to
run the show for the coming years. The methodology must be sufficient
enough to result in pay back of investments incurred for suite
purchase. If satisfied with that you may need a few technical
consultants, i mean those proficient in tech aspects of oracle
applications, for implementation and there is sufficient supply of
them. The disadvantages are that you can't see your back. You know
generally you tend to miss out on those small things that help in
making a considerable difference( you must be aware of that pareto
analysis)
Coming to external consultancy, i presume that it is one of those
functional consultants either from big 5 or otherwise you will
looking at. Thats i think is some thing to do with your board level
decisions. i don't know your stand in decision making. The advantage
is that you are getting the exeperince of a firm that has been there
in that business for a long time and that is their business as is the
fact that you know your business. so as the Management Guru
Prof.C.K.Prahlad has mentioned - do what you are good at - core
competancy. so let those consultants take care of that. then you
have the control over what is happening as you only over view.
all said and done - it's a joke - you can always blame it on rio :
right.
Anyway, deciding on some thing like to go or not go fopr external
consultany also depends on few other parameters perticular for the
organisation and i am not touching on them as you havenot furnished
any inputs in that direction.
thanks.
vamsidhar.
Date: Thu, 22 Apr 1999 01:35:18 -0700
From: "Binh Pham" Binh.Pham@jpl.nasa.gov
Subject: Re: Financial Implementation -Reply
I agree with Mark, not everyone will have the same knowledge in all areas.
Also, like Mark has stressed, some consultants can be through more than 3
implementations, but the knowledge that he/she possesses may only be
outstanding in one particular area and also there are consultants that only
work through one implementation but are also more outstanding than most.
What you want to find is someone that is really good in the areas that you
need and hire the appropriate person(s) for the appropriate areas. One
final point: make sure that the in-house staffs work closely with the
consultants for knowledge transfer and selecting the right employees to work
with the consultants also is the key to your success, especially after your
implementation is finished.
Date: Thu, 22 Apr 1999 08:32:56 -0400
From: Steve Bradley sbradley@sprynet.com
Subject: RE: Financial Implementation -Reply
I must disagree with Mark related to number of implementations. I would
much prefer to have a person who has 2 years of experience on 3 projects
than a person with 2 years of experience on 1 project. Every project is
different, the more projects you are on the more functionality you will be
exposed to. That one long term project may not be anything like the one
Mark is starting. Also, people who work on large, long term projects are
usually focused on one small area. I was a project lead on a 2 year
project where 5 people spent 9 months developing the chart of accounts - 3
times because the client couldn't make up their mind. Is that the person
you want to implement full GL?
This brings up my next point. The key is having the right people in the
right positions - client and consultant. Any good consultant can implement
any Oracle module in less than a week and have it up and running for you -
if he doesn't have to worry about the needs of the users. The problem is
configuring the system to meet the business needs of the client. Only the
end user knows what their business processes are. The consultant can guess
but I assure it will not be the way the user does it at their location.
Key users heavily involved in the implementation are critical. They are
the ones who are going to design the system you are going to live with for
years.
Last point. Having left a Big 6 Oracle practice as a Senior Manager, I
know how they operate. They are heavily motivated to place the marginal
employees they cannot place anywhere else. If you are not careful you will
get them. If you are not a big player you will get them. The Big
consulting firms do have a large pool of people to draw from but do you
have the time to try out several of their people before you find the right
one? The Big firms also are predisposed as to how they do things which may
not fit your needs. They are so big, this is the only way they can manage
many projects and employees at the same time. These are the reasons I left
Big 6 - no individuality nor entrepreneurship. An independent consultant
is loyal to the client. A big time consultant is loyal to their manager.
Respectfully,
Steve Bradley, CPA
OASIS Consulting Group, Inc.
Office 404-352-8387
Fax 404-609-9856
Pager 888-912-2569
Date: Thu, 22 Apr 1999 05:51:08 PDT
From: "Ananth Swaminath" ananth999@hotmail.com
Subject: Reply: Financial Implementation
Hello Mark
The responses have been quite comprehensive. However, I would like to
emphasise a few issues here.
1. It is essential to adopt an approach which places the Corporate
objectives and mission above all. And to do this, your team must
consist of Functional Consultants, Technical Consultants assisted
ably by a team of end-users who represent the various business
units/functions of your organisation.
2. Decisions regarding the solution should be made with the broadest
possible view of your business.
3. Analyse and delibrate over issues which involve critical business
areas and processes. Do remember that while customisations are
possible, to actually go about re-configuring your solution in
several business processes would ineffect cause you to lose the
seamless integration which an ERP solution offers. Further do ensure
that the end-users do not view the package as just another software
installation or as another automation software. That would be a
disastrous approach. While ERP solutions do provide automation, that
is NOT all that they are meant to be.
4. Viewing the solution as a software installation would inefect be
pushing responsibility to the IT department. And all information
systems have a profound effect on the busiess and hence the risk that
technology iteself might threaten the company's strategy would loom
large if the approach adopted is incorrect. In other words, ensure
that your implementation team consisting of Consultants (functional
and technical) as well as end-users are equipped to deal with the
criticalities of technology and the criticalities of business. Else
you would soon find the management under the conrol of the system
rather than the reverse.
5. In any implementation, you will find that the new system brings
about a culture change. And to cope with this sometimes is a
herculean task unless people within the organisation perceive and
comprehend the need for continuous update. This need will only be
felt if there is enough input from the top and this perlocates down
to the lowest level of the organisation.
Further, you will find that the real value from an information system
does not arise from a successful implementaion. To the contrary, it
arises when the system is put to effective use by the people for whom
this has been put in place - the end users. Hence training of end-
users becomes a vital element of any implementation. Never put this
to the end and do not cut corners here. Training should not be
treated as an "Addon" to the implementaion costs. It forms a vital
and core part of the costs and should be treated with as much
deference as you would the implementaion effort itself.
6. Apart from this - ensure that your Consultants have an overall
view of business processes. They should have "seen" a few diverse
industries functioning in differing environments. This ensures a
broader understanding of business and the innumerable peculiarities
it possesses - theory (vs) reality. Like a few people here, I also
share the view that a few implementations under the belt coupled with
sound business experience holds the key to a successful
implementation.
Pure product knowledge would result in YOU fine tuning your business
process to suit the confines of the system. Product knowledge coupled
with business exposure would allow you to breain strorm your business
process and evolve work arounds to the specific business case.
Evidently the latter is a better alternative.
Take care on your choice of consultants and trainers. Be sure to
analyse their CV's - read between the lines. Remember - you have but
one chance. It costs money - lots. Take care to recruit a project
committee from within the company. Bring about a balanced internal
team.
Well, these are a few issues which I though I must put forth. Some of
them are borrowed phrases too!! But then they convey what I want to...
In case you need to talk this out further, please do write in. I'll
be glad to pitch in...
Ananth
Senior Functional Consultant
Financials/Supply Chain
From: "Gern, Carl" cgern@genphysics.com
To: 'Ananth Swaminath' ananth999@hotmail.com
Date: Thu, 22 Apr 1999 15:10:56 -0400
Ananth,
Your email reply to Mark re. a financial implementation was a
complete and
thoughtful reply.
I especially agree with the point you made about end-user training.
Too
often it is seen as a leftover, and not nearly enough effort or money
is
dedicated to this critical stage.
I believe an assessment must be done early in the implementation to
find out
users resistance to change, their computer literacy, and what mode of
training delivery will be the most effective.
Once roles and processes have been completely defined by the
implementation
team, I believe the creation of tailored, role-based training can be
started. This will create training that has meaning for the end-
users, and
results in training them on what they need to know, not just what
happens to
be included in a standard class.
This may result in less time in the classroom, which will make any
client
happy, without compromising the effectiveness of the training.
I would like to hear your thoughts on this.
Carl Gern
Account Manager
GP Corporation
p (215) 508-5085
f (215) 508-5473
mobile (215) 805-2897
cgern@genphysics.com
Date: Thu, 22 Apr 1999 13:57:09 +0100
From: "Mark Smith" mark.smith@pdg-consulting.com
Subject: RE: Financial Implementation
Mark,
The best way to implement Oracle Financials is to have a team of internal
staff augmented by some good quality consultants. Sending internal staff on
Oracle Setup courses is a good start, but they need to have a Dev and Test
environment waiting for them when they get back !
If you get your consultants to set this up whilst you are on the course, you
will be off to a flying start. You then need the consultants on site to
help you create a prototype system. You should be able to get a basic
system up and running in 4-6 weeks. This will allow you to demonstrate the
capabilities to the users and continue the iterative prototyping /
development cycle until you have a working system.
One thing to remember; the Setup courses teach you how to configure the
basic Oracle modules. They do not teach you how to use the interfaces to
load invoices, to do things like load legacy data and to perform many other
business critical tasks.
Whilst books are great to help you to develop your skills, it is always good
to have someone at your shoulder helping you through the Oracle Financials
maze !
If we can be of any further help, please feel free to contact me directly or
through the list server.
Regards
Mark Smith
PDG Consulting Ltd
5 St. Johns Lane
London
EC1M 4BH
Tel: 0171-250-4736
Fax: 0171-250-4737
email: mark.smith@pdg-consulting.com
http://www.pdg-consulting.com
Date: Thu, 22 Apr 1999 10:44:47 -0700
From: Rama Krishna Rama.Krishna@hds.com
Subject: RE: Financial Implementation -Reply
Hi Steve,
That is an excellent sum-up. Since you were IN & OUT
of the big 6, you know it and you could say that.
Nice to know such things.
Rama Krishna
Date: Thu, 22 Apr 1999 15:01:24 -0400
From: "Gern, Carl" cgern@genphysics.com
Subject: RE: Financial Implementation -Reply
This discussion has been fascinating for me. I'm new to the ERP world, and
it's been great to hear the different perspectives on working with
consultants.
I especially believe Steve Bradley has made some compelling points on how to
work effectively with implementation consultants.
I have yet to hear much discussion around the training for end-users. I
would think that this would be critical, since their proficiency with the
applications can have a huge impact on the success of an implementation.
Why is there relative silence in regards to this?
Carl Gern
Account Manager
GP Corporation
p (215) 508-5085
f (215) 508-5473
mobile (215) 805-2897
cgern@genphysics.com
Date: Thu, 22 Apr 1999 15:01:42 -0500
From: "Michael Scott" mscott@goodegg.com
Subject: Re: Financial Implementation -Reply
Training is always a tough issue when it comes to an implementation. An
ideal cycle should be scoping, configuration, testing, training and enduser
acceptance. In one form or the other those are phases you go through,
whatever you want to call them.
What I have witnessed is the client does not want training, or assumes that
the implementation members on the client side will hold train the trainer
classes. In general, it is the client trying to minimize the cost that
squeezes training. I agree with you that this is the most important area,
and one that causes alot of discontent in implementations.
Those are my thoughts.
MS
Date: Thu, 22 Apr 1999 14:48:42 -0700
From: CFowler@littonapd.com
Subject: RE: Financial Implementation -Reply
Carl,
Yes it is critical to get the end-users trained early. First you (or mgmt)
need to decide who will be the "key" or core team member for each functional
area.
Our end-user core team attended classes taught by Oracle. They in turn were
the ones who prepared the training material and trained the rest of the user
community. The classes were tailored to what each group would be doing
(what transactions) in Oracle in their day to day job. This was very
beneficial to the user community because they were trained by their
co-workers and they used data that they were familiar with during the
training.
The one regret our core team members had was that they did not start
actually using the applications sooner after attending the classes. As we
all know it is one thing to go to class and another thing to be able to put
into practice what we learned. The lead Oracle consultant for our
manufacturing implementation had core team actually practice what they
learned for 2-3 hours a day for a couple weeks. We also went through a two
week conference room pilot to validate the processes and training materials
prior to the rest of the user community being trained.
Another point is to try and pick end-users who have a good knowledge of how
you do business currently and are not resistant to change. We did have a
problem with one of the original core team members not wanting to change
from the current system. That person was removed from the core team and
replaced with some one who was open minded to changed and worked very had to
make Oracle work in their area.
Last thought - the better trained both your core team and your user
community the easier it is on you IT staff to support the applications.
There are basically only two of us here that support about 18 different
Oracle applications. The core team is the first point of contact for the
user community with problems and questions. That is why it is really
crucial to be sure that your core team is well trained.
Date: Fri, 23 Apr 1999 08:12:11 -0500
From: "Shockey, David" DShockey@jwrinc.com
Subject: RE: Financial Implementation -Reply
Here is what we did. All of the functional people who would be working
on the project (we called them project champions) were sent to Oracle
training. Toward the end of the project these project champions worked
with the consultants to set up a training plan. The project champions
did the training for the other end users themselves.
This worked very well for several reasons. They can relate to the
student better. They understand our own processes better and so can
tailor the training to each user group. They learned as they taught.
The project champions also put together a company-specific Oracle
application user manual that has been very helpful. It has step-by-step
instructions for performing the most common tasks.
Date: Fri, 23 Apr 1999 22:35:51 EDT
From: ConwayChas@aol.com
Subject: Re: Financial Implementation -Reply
Folks....
This is a great conversation! But I haven't heard anything about three topics
that I think are also important...
1. Definable and Communicated Goals: The client has to have a clearly defined
set of goals. Consultants can't tell an organization what its goals are. And
the goals have to be managable. I've worked on govt. projects and they have
500-800 requirements and no thought as to criteria for what is important and
not so important.
2. Managing expectations....Another aspect of communication...There will be
ups and downs to the project due to possible/probable delays, phased
implementations secondary requirements not being met and fear of
unemployment. If expectations are not managed well, you can end up with a
technically successful project that is deemed a failure... a horrible ending
to several years of effort...
3. Post implementation Managment/Training. Clients are so interested in
going live that they forget to organize themselves for managing the system
once it is up and running. And oftentimes, they consider training to be a
"one shot" affair and forget that new people need training and even the old
hands can learn newer, more efficient tricks (eg. report writers, Browser,
etc)
By-the-way... is anyone going to compile all of this and put it up on the web
site that is organized by topic?