Implementing Oracle Applications in a Public Sector Environment

1
Implementing Oracle Applications in a Public
Sector Environment

• By Jeffrey Waterman
• Onex, Inc.
• www.onexinc.com
• Indianapolis, Indiana
• February 2001

2
Department Participation

• Installing the Applications is NOT anIT project
  -- it is a Business project
• Many issues arise when some departments are
  excluded or do not actively participate in the
  implementation

3
Involve Your People

• Implementations touch all departments which have
  budgets and/or financial responsibilities
• Create a Project Vision
• The people who run your department must
  understand why the applications are being
  implemented
• Your people must understand how the new system
  can/will directly benefit their positions
• How will this make my life easier?

4
Project Champion

• Identify the leader from within the organization
  who will guide the project and ensure the
  necessary resources are available for the
  implementation
• A decision maker -- one the team looks to cast
  the final vote on mission critical decisions

5
Steering Committee

• "How do you want to benefit from this
  implementation?"
• Identify Expectations -- critical for ensuring
  project buy-in.
• You want this group to work together -- not
  against each other.
• Use your Project Champion

6
Plan. Plan. Plan.

• The first step in an implementation is discussing
  the future transaction flows, taking this time to
  reengineer your processes.
• Gather your requirements...
• "What do we hope to gain from these
  applications?"
• "How can I do my job more efficiently?"
• "Can I refocus the efforts of my staff to more
  value added tasks?"

7
Plan. Plan. Plan.

• Look at the applications when planning
• The applications were designed with "leading
  practices" as a backbone to the transaction
  flows.
• Does the 'out-of-the-box' process fit my
  business?
• Often times many processes cannot be changed
  often times they can.
• This is the time to discuss the issues prior to
  the implementation of the system.

8
Plan. Plan. Plan.

• Identify the process owners.
• Inter-module communication.
• Did you consider
• Data Conversion
• Compliance with federal, state, municipal
  standards and regulations
• How this will effect your customers
• Your future architecture

9
Map the Entire System

• Need a functional map in addition to a technical
  map
• Often public sector organizations are required to
  use systems outside the package being implemented
  it is important to identify the external
  systems early so the Business Processes are
  modeled properly.

10
"Should I Modify the Application?"

• Many will recommend to keep the modifications /
  customizations to a minimum.
• Proper planning will mute this issue.
• The issues begin as the mods are requested
  after the implementation has begun.

11
Assign Dedicated Resources

• Dedicated resources should be the team members
  who will functionally manage the system (or the
  respective module) over the long run
• It is important to identify these people early to
  ensure that they gain proper exposure to the
  system prior to implementation
• The implementation is an ideal time for users to
  get "free training".
• The implementation team will look to these
  resources as decision makers when it comes to
  set-up, policy, and all additional issues. Your
  resources need to be empowered to make the
  decisions or, at a minimum, be able to gather the
  information necessary to take to the Project
  Champion.

12
Manage Your Implementers(i.e., the Consultants)

• Outline your expectations early
• Develop system acceptance criteria before testing
• This will reduce the finger pointing as the
  project progresses
• You do not need the system to develop 80 of the
  criteria
• For example, when a vendor sends you an invoice,
  you should expect to see a printed check and a
  corresponding debit to the proper expense account
  would you go live if your Payables system could
  not do this?
• Share this information with your implementers
• They are your partners you are outlining
  up-front your expectations.

13
Communicate

• Hold weekly meetings to disseminate and collect
  project information
• Publish a weekly project bulletin to communicate
  progress toward project goals and direction from
  the Project Champion
• Lack of communication is fastest way to failure

14
Summary

• Department Participation is Critical
• Involve Your People
• Assign a Project Champion
• Convene a Steering Committee
• Plan. Plan. Plan.
• Map the Entire System
• Assign Dedicated Resources
• Manage Your Implementers
• Communicate