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ASTCORPORATION Specialized. Recognized. Preferred. 1 Against all Odds Detroit adopts Oracle Cloud ERP Usha Vargas Sr. Project Manager, AST Corporation [email protected] Feb 10, 2017

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ASTCORPORATIONSpecialized. Recognized. Preferred.

1

Against all Odds – Detroit adopts

Oracle Cloud ERP

Usha Vargas Sr. Project Manager, AST [email protected]

Feb 10, 2017

ASTCORPORATIONSpecialized. Recognized. Preferred.

2

Agenda

Introduction

About the City of Detroit

Oracle Cloud ERP Solution

Implementation Approach

Lessons Learned

Critical success factors

A word from the Implementer

Q&A

ASTCORPORATIONSpecialized. Recognized. Preferred.

3

About City of Detroit

Detroit, incorporated in 1806, is the largest city in the state of Michigan, with a population of approximately 677,000

Despite economic downturn in the city and the 2013 filing of the largest municipal bankruptcy case in U.S. history, Detroit officially ended its bankruptcy in December 2015. The people of Detroit are resilient and are working hard to rebuild the City’s reputation

As a result of its bankruptcy exit criteria, the City targeted a total transformation of its finance operations, including replacement of its financial management systems. The objective was to get this formerly-great city back on its feet as a model of financial excellence and integrity

ASTCORPORATIONSpecialized. Recognized. Preferred.

4

Detroit’s ERP Challenges:

An unsupported version of Oracle EBS and a proprietary

Budgeting Application with limited expansion capabilities

Costly resources needed to support its on-premises applications

Heavily customized solutions with many shadow systems and

external processes

Highly inefficient processes that did not conform to leading

practices for the public sector

A lack of integration with other key, third-party systems

ASTCORPORATIONSpecialized. Recognized. Preferred.

5

Detroit’s Transformation Goals:

Reduce system complexity and long-term total cost of ownership (TCO)

Implement industry-leading practices to improve efficiency and increase automation

Eliminate customizations and shadow systems, reduce integration points

Increase transparency and quality of citizen services

Implement a transformative BI tool for use by managers, employees, and the governing body to help make informed decisions

Due to the political climate following the bankruptcy proceedings, the implementation was heavily scrutinized by the municipal government community and the press nationwide.

A successful implementation was imperative; failure was not an option!

ASTCORPORATIONSpecialized. Recognized. Preferred.

6

Why Oracle Cloud?

Easy user interface

Ease of system maintenance & upgrades

Always current on releases

Fit to standard approach to avoid customizations

Scalability for social & mobile

Analytical built-in real time reporting

Upgrade from older/obsolete platform to more modern infrastructure

Ubiquitous network access

Detroit is the largest Public Sector entity to go live with Cloud ERP and among the first to complete the upgrade to Release 11!

ASTCORPORATIONSpecialized. Recognized. Preferred.

7

Oracle Cloud @ Detroit – SaaS Model

Cloud ERP (Fusion)

Financials – GL, BCEA, AP, CM, AR, AC, FA, Expenses, Shared HR

Procurement – Self Service Procurement, Purchasing, Supplier Portal

Project Portfolio Management – Billing, Costing, Grants Management

Planning and Budgeting Cloud Services (PBCS/EPM)

Oracle Service Oriented Architecture (SOA) - on premise

Oracle UPK – on premise

Environments – PROD, DEV, TEST

ASTCORPORATIONSpecialized. Recognized. Preferred.

8

AST’s Implementation Strategy - Fit-to-Standard Approach

Leading practice Speed Value

Cloud ERPs are

designed for no

customization

Vendor

implementation

experience

Faster

implementation

time & testing

cycles

Maximize system value

& utilization

Maximize system value, minimize implementation time & complexity

by using leading practices & minimizing customization

The City of Detroit contributions should focus on delivery & outcome

compliance, & recognize that processes, inbound & outbound data may

vary significantly from the current state system

ASTCORPORATIONSpecialized. Recognized. Preferred.

9

Expected Project Results

Re-engineered business practices

• Streamlined & fit-to-standard process flows

• Adoption of industry leading practices

Timely access & consistency of data

Fewer manual processes

More user self-service

More on-line workflows

Online Training content - with audio!

ASTCORPORATIONSpecialized. Recognized. Preferred.

10

Some Thoughts on Lessons Learned…

“A failure is a man who has blundered but is not able to cash

in on the experience”

Elbert Hubbard

“Life can be understood only backwards, but it must be lived

forwards.”

Soren Kierkegaard

ASTCORPORATIONSpecialized. Recognized. Preferred.

11

Lessons Learned – Resource Management

Parallel projects and strain on project resources

Timely selection and retention of SMEs throughout the project lifecycle

Shadow resources to create redundancy

Time Commitment is key - backfill day to day responsibilities and shift other organizational priorities

Empower resources to make timely decisions and cascade information

Middle Management must be involved earlier in the process

Include HR resources in full implementation cycle (HR is a limited shared module and was overlooked at times)

Collocate SMEs with implementation partner

ASTCORPORATIONSpecialized. Recognized. Preferred.

12

Lessons Learned – Functionality

Do not assume that EBS functionality also exists in Cloud

Configuration impact on future state business processes

Drive leading practices and mitigate manual processes

Continually evaluate functional configuration

Obtain configuration signoff prior to start of training

Ensure comprehensive testing for Funds Check with various scenarios

including outlier departments in order to uncover any potential issues

Establish segregation of duties for BCEA and GL for Chart of Account

segment maintenance

Establish periodic data synchronization process for PBCS-GL interfacing

ASTCORPORATIONSpecialized. Recognized. Preferred.

13

Lessons Learned – Reports

More time needs to be spent on understanding Oracle’s available

reporting tools and their appropriate use – Seeded, BI, OTBI, FRS,

Smartview

Establish the reports sets required by Administration earlier in the

process and use of appropriate reporting tool

Demonstrate, test and validate all available seeded (OOTB) reports

during testing cycles to ensure they meet business needs before

delving into custom reports

ASTCORPORATIONSpecialized. Recognized. Preferred.

14

Lessons Learned – Technical

Early interaction with Oracle Support - SRs needed for server tasks

Patching cycles are short and environments are limited! Properly

plan and manage testing time including any customizations

Conversion Strategy - approach and impact for data selection

criteria by object should be well thought out – e.g. PO’s

Integrations - engage 3rd party vendors as early as possible in the

process to ensure end to end testing

ASTCORPORATIONSpecialized. Recognized. Preferred.

15

Lessons Learned – Segregation of Duties

Several seeded security roles gave too much access and customization of security roles is still evolving in the Cloud product. Features in the recent release were not applicable to Detroit

Custom roles need thorough testing with scenarios across all modules

Start planning the role assignment exercise at the same time as training

Establish ownership for security administration. Identify the correct roles for all users to ensure there is no disconnect between training and their actual roles

Establish a cadence with maintenance of a consolidated master role list along with an approval process which is kept updated when any roles are added or modified

ASTCORPORATIONSpecialized. Recognized. Preferred.

16

Lessons Learned – Testing

Test across all browsers for optimal tool by module

Identify the potential impact of new features and functionality

and focus testing events on those areas within the timeframe

Due to shortage of time with patch cycles, strike balance

between baseline testing vs new features

Need tester continuity for all phases, include testers from all

major areas including outliers

Reiterate overall purpose of testing is not training

ASTCORPORATIONSpecialized. Recognized. Preferred.

17

Lessons Learned – Training Rollout

Evaluate training delivery methods - Classroom, CBT, Job Aids, UPK

Determine feasibility of Audio tools

Training strategy and plan must include training by security role

Training should be more SME and module owner driven

Identify trainees in advance and make attendance mandatory

Incorporate functional Lifecycle training – e.g. Order to Cash, Req. to

Check

Establish plan for ongoing training delivery to ensure system adoption

ASTCORPORATIONSpecialized. Recognized. Preferred.

18

Lessons Learned – Change Management

Conduct change management sessions as early as possible

Engage end users regarding impacts to day-to-day job roles

Create a forum to gather feedback and embrace new business

processes prior to start of testing

Begin transition plan and management well before go live

A wider communication plan is needed that includes multiple

mediums for notifications to end users, project team members and 3rd

party vendors

Communication should be consistent and extend throughout project

and beyond!

ASTCORPORATIONSpecialized. Recognized. Preferred.

19

Lessons Learned – last but not least…

Organizational restructuring

Conflicting priorities

Scope Creep

Business impact of Cutover Plan

Scope of Go/No-Go decision

ASTCORPORATIONSpecialized. Recognized. Preferred.

20

Critical Success Factors

Steering Committee’s active involvement throughout

Collaboration between Implementation team and trusted

implementation partner

Oracle’s Client Success Manager Engagement

Contracting a Managed Services Provider to ensure seamless

transition of support

Assessment of lessons learned

ASTCORPORATIONSpecialized. Recognized. Preferred.

21

Our Services Oracle Partnership Oracle Specialized

E-Business Suite

Business Intelligence

EPM-Hyperion

Fusion Middleware

CRM

Managed Services

Education / Oracle University

Project Advisory Services

Oracle Platinum Partner

Pillar Partner

SOA

Business Intelligence

Hyperion

Oracle University Approved Education Center

Oracle University Reseller

Oracle Accelerator Implementer

Oracle Managed Cloud Services Implementer

Small Business Strategy Council

EBS Financial Management

EBS Human Capital Management

EBS Supply Chain Management

BI Applications

BI Foundation

Service Oriented Architecture

Application Development Framework 11g

Hyperion Planning 11

Database 11g

Public Sector

3 Time Oracle Excellence Award Winner2011 Inc. Top Small

Company Workplaces

2012-2013 Inc. 5000

Fastest Growing Companies

2012 Best & Brightest

Companies to Work For

Specialized. Recognized. Preferred.

ASTCORPORATIONSpecialized. Recognized. Preferred.

22

Q&A

ASTCORPORATIONSpecialized. Recognized. Preferred.

23

Thank you!