Implementing Oracle Cloud Applications - Challenges and Lessons Learned

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1 Implementing Oracle Cloud Applications - Challenges and Lessons Learned Tim Fuery, University of Birmingham Adrian Hassell, University of Birmingham UKOUG 8 th March 2017

2 Overview Background and History Procurement Phase Design Phase Where we are now Challenges faced and Lessons Learned

3 UoB core systems were designed in a different era 1983 UoB annual income 52m Capital expenditure 3m c. 8,500 students c. 4,750 staff 2015 UoB annual income 555m Capital expenditure 100m 32,000+ students c.7,000 staff 2.9bn global internet users Coda Financial Systems (1983), reimplementation 1998 Upay (1984), upgraded to Alta HR (1997) Research Accounting (1987), upgraded 1998

4 Our Business Systems are. Complex!

5 Drivers Process Improvement Improved MI / BI Standardised processes One view of the truth Change Management Simplified processes Wide engagement across the University Mobileenabled

6 Key Elements of the UoB Approach User engagement - not just a Finance and HR project but a Change management project Out of the Box - Minimal configuration Simplification and standardisation of business processes Simplification of enterprise architecture Phased implementation rather than big bang to mitigate risk Learn from the experiences of others Agnostic as to architecture (SAAS, cloud, hosted, on premise)

7 Procurement Phase PQQ June 2015 CD1 Sept 2015 CD 2 / ISOS Nov 2015 CD 3 / ISDS Feb Suppliers expressed an interest 6 suppliers shortlisted 6 suppliers User-experience focus 4 suppliers 1 withdrew 3 suppliers ITT April 2016 University Council approved business case 29/06/16 2 suppliers Contract awarded to Version 1 30 th June 2016

8 Contract Oracle Fusion Applications TBC - Rostering partner Worktribe -Research Grant Mgt Version 1 (Lead Partner) - Finance Symatrix HR & Payroll Ether Web Centre Content Brovanture Budgeting and Planning

9 Workstreams Six New Core workstreams: HR HR and Payroll Finance Business Intelligence Programme Management IT New Core Finance Change IT Change Business Intelligence Programme Management

10 New Core Solution

11

12 Programme Plan Overview Phase 1a Autumn 2017 HCM, Payroll, OTL (Timesheets), Taleo Recruitment, Taleo Onboarding, Workforce Compensation, Phase 2a Spring 2018 General Ledger Receivables Payables Cash Management Tax Procurement, Projects/Research Expenses Phase 1b early Summer 2018 Performance and Goals Learning Rostering Phase 2b Summer 2018 Fixed Assets Supplier Portal, Tendering & Sourcing Inventory Order Management, Planning & Budgeting

13 Programme Advisor Programme Leader HR \ Pay Financials Programme Management Data Management Integration Management Business Intelligence Environment & Release Management Test Management Business Change Existing Systems Development ICT Change Document Management Version 1 & Symatrix Management Horizontal Services support both HR & Financials Projects by delivering the products within their individual plans and understanding / addressing inter-dependencies

14 Where Are We Now? 35 Mobilisation & Strategy workshops held; Business Questionnaires completed; 56 Solution Design workshops have been run 23 HRP Document Walk through sessions completed; Finance Functional Prototyping iterations signed off; Technical work stream activities and supporting planning under way on a wide scale; Communications/engagement activity ramping up

15 Staffing Levels (January 2017 FTE) Head Count Internal External

16 Challenges 1: Programme Market at tipping point Product new to sector Research financial administration Sheer size of the contract Pace of solution mobilisation Accommodation

17 Challenges 2: Technical Licensing / Infrastructure Data start early Interfaces start early where possible Integration of cloud components

18 Challenges 2: Technical Data Migration Testing Supporting on-premise requirements Complexity between phases

19 Challenges 3: Staffing Contractor / interim market Retention issues Fixed Term contracts Access to Subject Matter Experts with a day job Programme Support resources Rollercoaster for the team

20 Challenges 4: Change Management Academic engagement Benefits realisation Institutional communications when to start Tension around stakeholder representation at workshops

21 Learning Points Procurement timescale needs to take account of: Governance structures Other Universities tendering at the same time Planned commercial and legal sessions proved invaluable The timescale facilitated good relationships building good supplier knowledge importance of the right implementation partner fit

22 Learning Points Project Management, Support and Planning absolutely key at all stages to support functional and technical work Understand your requirements in sufficient detail at each stage of the programme Workstreams staffing must be representative of stakeholder groups (internal secondees), as well as external hires Change workstream is essential, ongoing engagement is key Don t cut corners on your staffing budget and don t underestimate the challenges of getting them in place!

23 Learning Points Establish robust workstream governance structures Stakeholder engagement including senior management buy-in Volume and timing of communications Cross team collaboration is essential to prevent silo working. Co-location is key.

24 Learning Points Still at an early stage in the journey The implementation programme will mark the end of the beginning Challenging in many facets but backing the right solution for the next years

25 Questions?