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Years of experience in implementing Oracle ERP projects means that you can benefit from the agile 'Quick Win' toolsets that experienced Oracle Programme practitioners use to ensure fast, cost effective implementations.
What are the lessons learned from some of the UK's major ERP programme implementations? Read more.
Here you will find information on useful ERP-related programme management issues or useful sources on current IT trends in ERP. This will build over time into a larger repository of relevant papers.
Application Implementation Method (AIM)
Oracle's Application Implementation Method was the standard toolset developed to manage prior to and then through Release 11 e-Business Suite module implementations, and was widely used across the IT Consulting industry by most of the major Solution Integrators (SI's) - who at the very least would use similar AIM-based methodologies, rebadged as their own SI-specific Methods.
While AIM was retired and de-supported by Oracle in January 2011 from the Oracle Partner Network (including both AIM Advantage and AIM Business Flows), it can still be found in active use today. AIM covered a wide range of products at various project stages - defining useful formatting documents for capturing process architecture, requirements mapping and gap analysis, testing stages, data conversion and extensions documentation as well as standard module configuration formats:
It was, however, probably less well used - certainly in PRINCE2 terms - for setting more strategic programme or project management objectives. PRINCE 2 and other generic Programme Management Methodologies would cater for the more expected project outputs such as the Programme Initiation Document (PID), Quality Assurance (QA) and Programme Quality Management (PQM), while it would be commonplace to 'pick and mix' the more useful aspects of, say, PRINCE 2 and AIM, while not utilising all aspects of both methods.
This was necessary as AIM was largely silent on how to develop, say, a Testing Strategy (as distinct from the various Unit, Link, System and System Integration Testing scripting document pro forma's - eg: TE.202, TE.030, TE.040 etc) to be found in AIM.
Neither, for example, did AIM make any recommendations (or provide pro formas) to develop an Enterprise's Environment Management Plan - often a critical physical, cost and constraining factor to a smooth Oracle ERP implementation.
Oracle Unified Method (OUM)
The Oracle Unified Method (OUM) is Oracle's progression to an implementation methodology where the vision is for OUM 'to support the full Enterprise IT Lifecycle', and now covers all Release 12 EBS implementations. While OUM does not attempt to replace the more 'programme management' aspects of common PRINCE2-type methodologies, it does significantly expand the project management capability, so that an EBS implementation can now perhaps more than ever can be deployed to a significantly greater extent from a single (ie: OUM) methodology platform.
Within OUM, there are now an expanded number of processes (14) that are defined (where relevant) over 5 Project Phases: Inception, Elaboration, Construction, Transition and Production.
OUM also now supports the increasingly wider Oracle Product footprint, including for example, Service Oriented Architecture (SOA), Enterprise Performance Management (EPM) and Business Intelligence (BI), among others.
Oracle has produced a number of Briefing papers describing OUM, and a Google search of the web will throw up any number of useful independent IT sites that describe in detail various aspects of how OUM works, so it is not the intention to needlessly duplicate that effort. Suffice to say that one of the key attractions of OUM is the move to a more integrated project management-based methodology for Oracle product-based IT implementation programmes.
As organisations undergo rapid change to meet the requirements of a more competitive global environment,
they must be agile in their decision-making processes where fast response may sometimes be the only competitive
advantage. It has become increasingly apparent that high performance depends upon people.
Human Resource functions must take advantage of the opportunities presented by the e-business model by
stepping out of their traditional transactional/ administrative roles and contributing to the organisation's strategic
objectives. This entails a move from Service Provider to Strategic Business Partner, while still being expected to manage the traditional transactional activities from an increasingly lower cost base. This White Paper was developed to demonstrate how a business looking to implement Oracle HCM Modules should first prepare themselves for the journey through the development of their own Roadmap - and be certain how they will get there before they set up through the deployment of key toolsets.
Why do ERP Projects fail, and how do we mitigate against known causes of failure?
In principle, lack of project control, lack of communication, failure to define objectives and a critical lack of understanding of the scope and complexity of the Project at hand are the major factors contributing to why ERP implementations fail.
How we mitigate a large number of these factors is about how we manage Project Risk and how we ensure that Project Governance is in place to understand scope, measure outputs against milestones and manage the communications process.
'Control Your ERP Destiny' by Steven Scott Phillips - perhaps the best of the more recent books on how to implement any ERP system right first time. Find it on Amazon here:
© Steven Scott Phillips/Street Smart ERP Publications 2012
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