ORACLE GENERAL LEDGER ENCUMBRANCE
------------------------------
FREQUENTLY ASKED QUESTIONS
--------------------------
1..Can you post a Manual Encumbrance journal to any period including a never
opened period?
This is the intended functionality of the encumbrance journal process.
For encumbrances, no attention is paid to the period status -- this only
effects actual journals. The only thing we look at is the encumbrance year.
If the encumbrance year is open, then you can create journals and reverse
journals to any period within that year.
Enhancement request 856002 has been logged to have this feature changed.
The best thing you can do to get this enhancement on the schedule is to vote
for it at your local OAUG (Oracle Applications Users Group).
Oracle receives hundreds of enhancement requests each year. The ones that make
the top 10 at OAUG's are generally implemented or at least considered.
2. Why do you find the period that you need to enter is not listed on the list
of values when entering the From Period and To Period parameters on the
Year-End Carry Forward form?
The status of the last period of your fiscal year must be Closed, and the
status of the first period of your next fiscal year must be Open or Future
Enterable.
General Ledger automatically defaults the From/To Period pair when the
last period of the fiscal year for which you are carrying forward balances
are Closed or Permanently Closed (From Period), and the period following
the closed period is Open or Future Enterable (To Period).
The period that follows the closed period must also be one of the following:
- An open encumbrance year if you are using the Encumbrances Only, or the
Encumbrances and Encumbered Budget rule.
- An open budget year if you are using the Encumbrances and Encumbered
Budget rule or the Funds available rule.
You can choose a period pair from a later fiscal year if all of the same
conditions are met.
3. Can we drilldown from GL to PO encumbrances?
Currently we cannot drill down from GL for PO ENCUMBRANCES .The issue is
categorized as an enhancement request 2139511.
Wednesday, March 26, 2008
GL FAQs
ORACLE GENERAL LEDGER - RELEASE 11i
FREQUENTLY ASKED QUESTIONS
CONTENTS-------- I. Global Intercompany System (GIS) II. Intercompany BalancingIII. Miscellaneous QUESTIONS & ANSWERS I. Global Intercompany System (GIS)------------------------------------ 1. Question: How does GIS work across instances? Answer: You will have a single instance of GIS through which all subsidiaries trade your intercompany transactions. Once trading partners have a balanced, agreed-upon transaction in the GIS system, each will have to transfer it to their respective sets of books, whether those sets of books exist on the same instance or not. If the set of books is on the same instance, it is easy. You simply run the transfer program from GIS which will identify the trading partner's set of books on the instance and populate its journal import table automatically. Then that set of books will take over and run the journal import program to create the journal. If the set of books is on a different instance, there is a bit more set up and procedural steps. In the subsidiary setup form, you can specify whether the subsidiary is "remote", i.e. on a different instance. If it is, you enter the subsidiary's set of books ID in that form. When you are ready to transfer your transactions, the transfer program will populate a journal import table using that set of books ID, but will not trigger a journal import. Then you can copy that table to your remote instance and upload the transactions to the correct set of books. GIS also works across instances in that your GL systems can be different versions, since the journal import table has not changed much over time. This helps you if you don't want to upgrade your entire environment just to get the benefits of GIS. You can get the great benefits of GIS in the short term. 2. Question: What are appropriate control procedures I should implement? What GIS or GL features help with control procedures? Answer: You should implement control procedures to ensure that approvedintercompany transactions are posted to both the sender and receiver’s sets of books. This can be done by checking online or via reports that all subsidiaries have transferred their transactions out of GIS for a given period. You should also use the freeze journal source feature for those journals with Intercompany as the source to prevent users from deleting or modifying the journal once it is imported. In extreme cases, you can reconcile their GIS transactions against the journals posted. 3. Question: Describe the different implementations / setups for GIS (i.e. standard chart of accounts vs. non-standard chart of accounts). Answer: If all of your subsidiaries use a uniform or standard chart of accounts for reporting and consolidating financial data, you can apply the same standard chart of accounts to GIS for intercompany transaction processing. A set of books using the standard chart of accounts is created in GIS and all subsidiaries access this set of books to exchange intercompany transactions. Approved transactions are transferred and posted to both the sender and receiver subsidiaries’ general ledger sets of books. If a subsidiary also maintains financial data in a local set of books using a non–standard chart of accounts,it can map GIS intercompany account balances to its local set of books. Implementing GIS using a corporate standard set of books allows a subsidiary to transfer intercompany transaction details to its general ledger system if it is remote from the GIS system. A subsidiary can also maintain its own local chart of accounts without affecting the GIS system. If all your subsidiaries do not use a standard chart of accounts, they can still exchange intercompany transactions in GIS. For each subsidiary with a unique chart of accounts, you define a corresponding set of books in GIS. Your subsidiaries exchange intercompany transactions with each other among the GIS sets of books. Approved transactions are transferred and posted to both the sender and receiver subsidiaries’ general ledger sets of books. If you implement GIS without a corporate standard chart of accounts, a subsidiary can transfer intercompany transaction details to its general ledger system if it is remote from the GIS system. This implementation requires dual maintenance of charts of accounts: changes to the subsidiary chart of accounts in the local system must also be made to the subsidiary chart of accounts in GIS. 4. Question: My company processes a large volume of intercompany transactions every period. Can GIS handle this? Answer: GIS enables you to process high volumes of intercompany transactions and integrate external transaction sources by providing an open interface for these transactions. The open interface enables users to simultaneously upload multiple intercompany transactions into the system. Transactions which enter GIS through this interface can also leverage the automatic transaction generation feature, which uses account generation rules defined by you to automatically generate transaction lines and eliminates repetitive and error-prone manual data entry. The combination of these functions optimize the intercompany transaction automation benefits provided by GIS. 5. Question: How can I get the patch to upgrade my R11 CENTRA instances? Answer: There is a patch that will upgrade your Release 11 installation with all of the new GIS (formerly CENTRA) enhancements available in Release 11i. To obtain this patch, please first complete the Global Intercompany System R11 Registration available on MetaLink. By completing and sending the registration form to General Ledger Development [via email to lswong@us.oracle.com, or via fax at [650-506-7860] attention Linda Wong, you will receive complete documentation on the new features included in the patch. 6. Question: Is GIS integrated with other Oracle modules or subledgers? Answer: GIS is integrated with Oracle General Ledger, which allows approved intercompany transactions in GIS to be transferred and imported directly to Oracle General Ledger. GIS is currently not integrated with any other Oracle modules or subledgers. You can make use of the GIS import interface to import transactions into GIS as long as you massage the data from your source system into a format that the GIS import interface can understand. 7. Question: What is the difference between enhanced intercompany balancing andthe Global Intercompany System? Answer: Enhanced intercompany balancing pertains to intercompany transactions across different balancing segment values within a SINGLE set of books. The Global Intercompany System (GIS) pertains to intercompany transactions across multiple sets of books and even across multiple instances. 8. Question: What happens if I check the "Auto-select" box when defining a Recurring Intercompany Transaction? Answer: When using the Generate Recurring Transactions Form, all batches which have the Auto-Select box checked will automatically be highlighted and the button at the bottom should show how many batches are to be generated. Batches can be added or removed from the process by checking or unchecking the boxes. II. Intercompany Balancing--------------------------- 1. Question: Are the Intercompany Balancing enhancements in R11i backported to R11? Answer: No. 2. Question: What is the difference between enhanced intercompany balancing and the Global Intercompany System? Answer: Enhanced intercompany balancing pertains to intercompany transactions across different balancing segment values within a SINGLE set of books. The Global Intercompany System (GIS) pertains to intercompany transactions across multiple sets of books and even across multiple instances. 3. Question: How do I enable intercompany balancing and what is the minimal intercompany account definition that is required?Answer: Intercompany balancing must be enabled upon defining a set of books, and intercompany accounts must at least be specified for journal source and journal category of "Other" and company of "All Other." 4. Question: At what different levels / criteria combinations can you set up unique intercompany accounts? Answer: Intercompany accounts can be specified at set of books, journal source,journal category, and balancing segment value levels. The set of books level is in essence the default/minimal setup required. In this case, intercompany due to and due from accounts must be specified for a journal source and journal category value of "Other" and a balancing segment value of "All Other". You can further specify the due to and due from accounts for specific journal source-journal category-balancing segment values as needed. A clearing companyvalue may be specified for these combinations and the intercompany transactions may be posted in detail or summary. III. Miscellaneous------------------ 1. Question: What happens at the year end if I do not run Income Statement or Balance Sheet Close Programs? Answer: The closing process remains unchanged from previous versions. However, if the Income Statement and/or Balance Sheet Close Programs have already been run and journals generated the balances have already
been moved across and there are no balances for the Year End (Open first period on new year)program to work on.
FREQUENTLY ASKED QUESTIONS
CONTENTS-------- I. Global Intercompany System (GIS) II. Intercompany BalancingIII. Miscellaneous QUESTIONS & ANSWERS I. Global Intercompany System (GIS)------------------------------------ 1. Question: How does GIS work across instances? Answer: You will have a single instance of GIS through which all subsidiaries trade your intercompany transactions. Once trading partners have a balanced, agreed-upon transaction in the GIS system, each will have to transfer it to their respective sets of books, whether those sets of books exist on the same instance or not. If the set of books is on the same instance, it is easy. You simply run the transfer program from GIS which will identify the trading partner's set of books on the instance and populate its journal import table automatically. Then that set of books will take over and run the journal import program to create the journal. If the set of books is on a different instance, there is a bit more set up and procedural steps. In the subsidiary setup form, you can specify whether the subsidiary is "remote", i.e. on a different instance. If it is, you enter the subsidiary's set of books ID in that form. When you are ready to transfer your transactions, the transfer program will populate a journal import table using that set of books ID, but will not trigger a journal import. Then you can copy that table to your remote instance and upload the transactions to the correct set of books. GIS also works across instances in that your GL systems can be different versions, since the journal import table has not changed much over time. This helps you if you don't want to upgrade your entire environment just to get the benefits of GIS. You can get the great benefits of GIS in the short term. 2. Question: What are appropriate control procedures I should implement? What GIS or GL features help with control procedures? Answer: You should implement control procedures to ensure that approvedintercompany transactions are posted to both the sender and receiver’s sets of books. This can be done by checking online or via reports that all subsidiaries have transferred their transactions out of GIS for a given period. You should also use the freeze journal source feature for those journals with Intercompany as the source to prevent users from deleting or modifying the journal once it is imported. In extreme cases, you can reconcile their GIS transactions against the journals posted. 3. Question: Describe the different implementations / setups for GIS (i.e. standard chart of accounts vs. non-standard chart of accounts). Answer: If all of your subsidiaries use a uniform or standard chart of accounts for reporting and consolidating financial data, you can apply the same standard chart of accounts to GIS for intercompany transaction processing. A set of books using the standard chart of accounts is created in GIS and all subsidiaries access this set of books to exchange intercompany transactions. Approved transactions are transferred and posted to both the sender and receiver subsidiaries’ general ledger sets of books. If a subsidiary also maintains financial data in a local set of books using a non–standard chart of accounts,it can map GIS intercompany account balances to its local set of books. Implementing GIS using a corporate standard set of books allows a subsidiary to transfer intercompany transaction details to its general ledger system if it is remote from the GIS system. A subsidiary can also maintain its own local chart of accounts without affecting the GIS system. If all your subsidiaries do not use a standard chart of accounts, they can still exchange intercompany transactions in GIS. For each subsidiary with a unique chart of accounts, you define a corresponding set of books in GIS. Your subsidiaries exchange intercompany transactions with each other among the GIS sets of books. Approved transactions are transferred and posted to both the sender and receiver subsidiaries’ general ledger sets of books. If you implement GIS without a corporate standard chart of accounts, a subsidiary can transfer intercompany transaction details to its general ledger system if it is remote from the GIS system. This implementation requires dual maintenance of charts of accounts: changes to the subsidiary chart of accounts in the local system must also be made to the subsidiary chart of accounts in GIS. 4. Question: My company processes a large volume of intercompany transactions every period. Can GIS handle this? Answer: GIS enables you to process high volumes of intercompany transactions and integrate external transaction sources by providing an open interface for these transactions. The open interface enables users to simultaneously upload multiple intercompany transactions into the system. Transactions which enter GIS through this interface can also leverage the automatic transaction generation feature, which uses account generation rules defined by you to automatically generate transaction lines and eliminates repetitive and error-prone manual data entry. The combination of these functions optimize the intercompany transaction automation benefits provided by GIS. 5. Question: How can I get the patch to upgrade my R11 CENTRA instances? Answer: There is a patch that will upgrade your Release 11 installation with all of the new GIS (formerly CENTRA) enhancements available in Release 11i. To obtain this patch, please first complete the Global Intercompany System R11 Registration available on MetaLink. By completing and sending the registration form to General Ledger Development [via email to lswong@us.oracle.com, or via fax at [650-506-7860] attention Linda Wong, you will receive complete documentation on the new features included in the patch. 6. Question: Is GIS integrated with other Oracle modules or subledgers? Answer: GIS is integrated with Oracle General Ledger, which allows approved intercompany transactions in GIS to be transferred and imported directly to Oracle General Ledger. GIS is currently not integrated with any other Oracle modules or subledgers. You can make use of the GIS import interface to import transactions into GIS as long as you massage the data from your source system into a format that the GIS import interface can understand. 7. Question: What is the difference between enhanced intercompany balancing andthe Global Intercompany System? Answer: Enhanced intercompany balancing pertains to intercompany transactions across different balancing segment values within a SINGLE set of books. The Global Intercompany System (GIS) pertains to intercompany transactions across multiple sets of books and even across multiple instances. 8. Question: What happens if I check the "Auto-select" box when defining a Recurring Intercompany Transaction? Answer: When using the Generate Recurring Transactions Form, all batches which have the Auto-Select box checked will automatically be highlighted and the button at the bottom should show how many batches are to be generated. Batches can be added or removed from the process by checking or unchecking the boxes. II. Intercompany Balancing--------------------------- 1. Question: Are the Intercompany Balancing enhancements in R11i backported to R11? Answer: No. 2. Question: What is the difference between enhanced intercompany balancing and the Global Intercompany System? Answer: Enhanced intercompany balancing pertains to intercompany transactions across different balancing segment values within a SINGLE set of books. The Global Intercompany System (GIS) pertains to intercompany transactions across multiple sets of books and even across multiple instances. 3. Question: How do I enable intercompany balancing and what is the minimal intercompany account definition that is required?Answer: Intercompany balancing must be enabled upon defining a set of books, and intercompany accounts must at least be specified for journal source and journal category of "Other" and company of "All Other." 4. Question: At what different levels / criteria combinations can you set up unique intercompany accounts? Answer: Intercompany accounts can be specified at set of books, journal source,journal category, and balancing segment value levels. The set of books level is in essence the default/minimal setup required. In this case, intercompany due to and due from accounts must be specified for a journal source and journal category value of "Other" and a balancing segment value of "All Other". You can further specify the due to and due from accounts for specific journal source-journal category-balancing segment values as needed. A clearing companyvalue may be specified for these combinations and the intercompany transactions may be posted in detail or summary. III. Miscellaneous------------------ 1. Question: What happens at the year end if I do not run Income Statement or Balance Sheet Close Programs? Answer: The closing process remains unchanged from previous versions. However, if the Income Statement and/or Balance Sheet Close Programs have already been run and journals generated the balances have already
been moved across and there are no balances for the Year End (Open first period on new year)program to work on.
AIM METHODOLOGY
Implementation Methodology, Project Activities And Resources
Oracle Consulting services adopts its proven methodology, called Applications Implementation Methodology (AIM), for the implementation of its applications, and Project Management Method (PJM) for the purposes of management of projects. These methodologies have been briefly described below:
Application Implementation Methodology (AIM)
The AIM consists of six stages. These are:
1. Definition
2. Operations Analysis
3. Solution Design
4. Build
5. Transition
6. Production
Definition Stage:
During this stage, the foundation of the project is set. This stage defines: the scope and terms; clarifies project goals and objectives; identifies people, resources , milestones and targets. Oracle and CLIENT project managers work together to build an achievable work plan. Business objectives are evaluated for time, resource, and budget constraints. Project managers introduce the work plan to team members together with guidelines on how project objectives will be achieved.
Deliverables:
1. Implementation Strategy Document
2. Work Plan
Operations Analysis Stage:
During this stage, CLIENT project team members introduce assigned Oracle consultants to the operational and administrative processes and practices of their business. End user, management, and technical business requirements are collected and documented in a business model.
Deliverables:
1. Updated Project Plan
2. Operations Analysis activity presentation
3. Business Requirements Document
4. Fit analysis of requirements
5. Proposed flow, as required
Solution Design Stage:
During this stage, CLIENT and Oracle project team members create process solutions by matching application features to the business requirements identified during Operations Analysis. Solution design may include mapping Priority 1 business requirements to delivered software features, prototyping each requirement in a test environment. The project team evaluates all alternatives based on requirements, maintenance, benefits, and cost.
Deliverables:
1. Updated work plan
2. Solution Design activity presentation
3. Installed Software
4. Training for Project Team
5. Test System Configuration
6. Prototypes
7. Prototype Models
8. Application Set up Document
9. List of policies and procedures
10. System test plans
11. List of issues
Build Stage:
All the business solutions identified and designed during the solutions design stage will be tested to ensure they meet the business needs.
Deliverables:
1. Updated Work Plan
2. Build activity presentation
3. Conference Room Pilot
4. Test results
5. System certification
Transition Stage:
During this stage, the CLIENT project teams will train the end users while the technical team configures the production environment and converts data. This stage completes with enterprise transitioning to the new applications.
Deliverables:
1. Updated Work Plan
2. Transition activity presentation
3. The production environment
4. Cutover plan
5. End user training assistance
6. List of user ids, menus and passwords
Production Stage:
This production stage begins with the cut over from the Transition stage. This stage includes both end user and technical support activities of the production system and also includes post production tasks to review the previous implementation and make plans for the future.
Deliverables:
1. Production support
2. System tuning support
Project Management Method (PJM)
Oracle Project Management Method (PJM) is Oracle Method’s standard approach to project Management. The goal of PJM is to provide a framework within which projects can be planned, estimated, controlled, and completed in a consistent manner. The overall organization of PJM is expressed as a process-based methodology, which is be tailored to a project’s specific needs.
The PJM involves 5 processes, which collectively form a complete set of all tasks required to manage a project. These processes are:
1. Control and Reporting
2. Work Management
3. Resource Management
4. Quality Management
5. Configuration Management.
Control and Reporting
This process contains tasks that help you confirm the scope and approach of the project, manage change, and control risks. It contains guides for you to manage your project plans and report project status.
Work Management
The Work Management process contains tasks that help you define, monitor, and direct all work performed on the project. This process also helps you maintain a financial view of the project.
Resource Management
This process provides you with guidance on achieving the right level of staffing and skills on the project, and on implementing an infrastructure to support the project.
Quality Management
The Quality Management process directs you to implement quality measures to ensure that the project meets CLIENT’s purpose and expectations throughout the project life-cycle.
Configuration Management
This process contains tasks that help you store, organize, track, and control all items produced by and delivered to the project. The Configuration Management process also calls for you to provide a single location from which all project deliverables are released.
Project Organization and Staffing Model
Project Organization
The proposed organization and reporting structure for the CLIENT project is as follows:
Roles and Responsibilities
Steering Committee
The purpose of a Steering Committee is to meet periodically (typically monthly) to discuss the overall status of the project.
Any issues that affect the project from a scope, timing resource/cost standpoint or that cannot be resolved at the work team level, should be discussed and resolved by the Steering Committee.
The overall responsibility of this committee is to maintain and set policy and direction for the project.
The CLIENT Project Director/ Manager should be a member of the Project Committee and be responsible for keeping the senior management informed of the status of the project.
This committee should be kept to an absolute bare minimum of members in order to conduct business in an efficient timely manner.
CLIENT Project Director
The Project Director will be a member of the Steering Committee, and will be responsible for conducting the meetings.
The Project Director will also be responsible for keeping the senior management informed of the progress of the implementation. CLIENT Project Manager will report to him.
Oracle Project Director
The Oracle Project Director will be the single point of contact for CLIENT regarding any issues relating to the delivery of Oracle Consulting and the associated Oracle/ CLIENT work plan.
CLIENT Project Manager
The CLIENT Project Manager will be the single point of contact for Oracle regarding any issues related to the delivery of Oracle Consulting and the associated Oracle / CLIENT work plan.
The CLIENT Task Team Leaders will report to the CLIENT Project Manager.
He will be responsible for managing the implementation and keeping the Steering Committee informed of the project status.
Oracle Project Manager
The Oracle Project Manager will be responsible for the day to day running of the implementation for Oracle tasks and will be accountable to the Oracle Project Director.
The Oracle Functional and Technical consultants will report to the Oracle Project Manager.
The Oracle Project Manager will be responsible for managing the Oracle resources on the project in addition to keeping the Project Committee advised of the project status.
The Oracle Project Manager will work closely with the CLIENT Manager.
Work Teams
Work Teams will be formed for each of the functional areas and modules that are part of the project.
Work Teams will be composed of representatives from each functional area.
These individuals will be responsible for making implementation decisions as to how their particular module will be implemented.
Work Teams will also serve as the core participants in the Conference Room Pilot
Project Control
Oracle has found through experience that a structured approach to project management is important to the success of deploying complex, technology solutions to assist companies like CLIENT in today’s competitive environment. Oracle’s project management approach combines project management principles with Oracle Consulting Service’s extensive experience in successful deployment of Oracle-based systems. This approach emphasizes timely delivery according to plans, clear company and project wide communications, and assertive management of project risks.
Below are just some of the ways Oracle Consulting Services plans to control the project.
1. Progress tracking against a baseline project plan and deliverable schedule;
2. Regular, formal management reporting;
3. Clear and regular project team communications;
4. Formal issue reporting and resolution procedures;
5. Formal change control procedures;
6. Formal procedure for submission, review, and approval of deliverables; and
7. Health Checks & Audits.
Planning and Managing for Effective Control and Quality
At the commencement of the project, the Oracle project manager will revise the project plan to ensure that it includes sufficient detail for day-to-day task assignment and monitoring. As Oracle works closely with CLIENT’s management and project leads, the project plan will be refined. The assumptions will be validated and adjustments to the tasks and activities will be made. The project managers will analyze task dependencies, then calculate estimates to complete. The resulting, detailed plan will become the base-line plan for the project and be used to measure progress.
The Oracle Project Manager and CLIENT Project Managers are responsible for monitoring progress against this plan and updating the plan based on actual progress, estimates to completion for unfinished tasks, resource availability, and approved changes to the scope of the project.
Milestones included in the plan are also used to assess progress. When milestones are reached, CLIENT will have an opportunity to evaluate, comment on and accept the deliverables that collectively represent each milestone. Actual progress will be based on the completion of weekly time sheets by all project staff and by identifying task and sub-milestone or milestone completion through the submission and approval of deliverables.
Monitoring and Reporting
The Oracle and CLIENT Project Managers will be responsible for joint preparation and presentation of regular project progress reports to the Project Steering Committee. Reports will be concise, and issue- and solution-oriented. The following suggested information should be included:
· Summary of work performed during last reporting period
· Summary of work planned for next period
· Major, unresolved changes to project scope
· New/unresolved issues influencing progress
· Summary of Deliverables and Submission/Approval status
· Summary of project financial information
· Changes Control Log (the procedure is discussed in detail later in this proposal)
Health Checks
The purpose of a Healthcheck is to ascertain the health of a project, identify issues and agree on appropriate actions. In addition, Project Start-up Healthchecks are intended to ensure that the project has planned to address all requirements of the contract and that the CLIENT and project teams are fully briefed on the objectives and their responsibilities. By conducting a risk analysis, the past, current, and prospective future of the project are uncovered and risk containment measures explored and documented. Unless otherwise requested, the concluding action of the Healthcheck is to discuss the findings openly with the CLIENT Project Manager. This is also an opportunity to gain a perspective of CLIENT issues and problems.
Project Team Review Meetings
Weekly progress meetings will be held among the project team members according to time and location identified. These brief meetings enable the Project Manager to monitor progress against the detailed Project Plan, deal with any problems which have arisen and agree on the objectives for the following period.
Steering Committee Meetings
Oracle recommends that formal progress meetings should be held on a monthly basis (or at set intervals by agreement). Regular progress meetings will enable CLIENT's management to review the overall progress and state of the project. All such issues which require attention of the senior management can be raised.
Roles Of Oracle And CLIENT Users
Legend: P = Perform, A = Assist, R = Review
Main Implementation Activities
Oracle Project Team
CLIENT Project Team
DEFINITION
Establish Project
P
P
Plan Project
P
P
OPERATIONS ANALYSIS
Initiate Operations Analysis
P
A
Assess Current Business
P
A
Define Business Requirement
P
A
Provide Overview Training
P
A
Assess Fit
P
P
Propose Architecture
P
P
SOLUTION DESIGN
Initiate Solution Design
P
A
Installation
P
R
Train Project Team
P
A
Map Business Solutions
P
P
Prepare For Testing
P
P
Plan Business Transition
P
P
BUILD
Initiate Build
P
A
Prepare Environment
P
A
Construct Production Architecture
P
R
Test System
P
P
TRANSITION
Initiate Transition
P
A
Train End Users
A
P
Deploy Production System
A
P
Production Cut over
P
P
PRODUCTION
Support end users
A
P
Refine System
P
P
Oracle Consulting services adopts its proven methodology, called Applications Implementation Methodology (AIM), for the implementation of its applications, and Project Management Method (PJM) for the purposes of management of projects. These methodologies have been briefly described below:
Application Implementation Methodology (AIM)
The AIM consists of six stages. These are:
1. Definition
2. Operations Analysis
3. Solution Design
4. Build
5. Transition
6. Production
Definition Stage:
During this stage, the foundation of the project is set. This stage defines: the scope and terms; clarifies project goals and objectives; identifies people, resources , milestones and targets. Oracle and CLIENT project managers work together to build an achievable work plan. Business objectives are evaluated for time, resource, and budget constraints. Project managers introduce the work plan to team members together with guidelines on how project objectives will be achieved.
Deliverables:
1. Implementation Strategy Document
2. Work Plan
Operations Analysis Stage:
During this stage, CLIENT project team members introduce assigned Oracle consultants to the operational and administrative processes and practices of their business. End user, management, and technical business requirements are collected and documented in a business model.
Deliverables:
1. Updated Project Plan
2. Operations Analysis activity presentation
3. Business Requirements Document
4. Fit analysis of requirements
5. Proposed flow, as required
Solution Design Stage:
During this stage, CLIENT and Oracle project team members create process solutions by matching application features to the business requirements identified during Operations Analysis. Solution design may include mapping Priority 1 business requirements to delivered software features, prototyping each requirement in a test environment. The project team evaluates all alternatives based on requirements, maintenance, benefits, and cost.
Deliverables:
1. Updated work plan
2. Solution Design activity presentation
3. Installed Software
4. Training for Project Team
5. Test System Configuration
6. Prototypes
7. Prototype Models
8. Application Set up Document
9. List of policies and procedures
10. System test plans
11. List of issues
Build Stage:
All the business solutions identified and designed during the solutions design stage will be tested to ensure they meet the business needs.
Deliverables:
1. Updated Work Plan
2. Build activity presentation
3. Conference Room Pilot
4. Test results
5. System certification
Transition Stage:
During this stage, the CLIENT project teams will train the end users while the technical team configures the production environment and converts data. This stage completes with enterprise transitioning to the new applications.
Deliverables:
1. Updated Work Plan
2. Transition activity presentation
3. The production environment
4. Cutover plan
5. End user training assistance
6. List of user ids, menus and passwords
Production Stage:
This production stage begins with the cut over from the Transition stage. This stage includes both end user and technical support activities of the production system and also includes post production tasks to review the previous implementation and make plans for the future.
Deliverables:
1. Production support
2. System tuning support
Project Management Method (PJM)
Oracle Project Management Method (PJM) is Oracle Method’s standard approach to project Management. The goal of PJM is to provide a framework within which projects can be planned, estimated, controlled, and completed in a consistent manner. The overall organization of PJM is expressed as a process-based methodology, which is be tailored to a project’s specific needs.
The PJM involves 5 processes, which collectively form a complete set of all tasks required to manage a project. These processes are:
1. Control and Reporting
2. Work Management
3. Resource Management
4. Quality Management
5. Configuration Management.
Control and Reporting
This process contains tasks that help you confirm the scope and approach of the project, manage change, and control risks. It contains guides for you to manage your project plans and report project status.
Work Management
The Work Management process contains tasks that help you define, monitor, and direct all work performed on the project. This process also helps you maintain a financial view of the project.
Resource Management
This process provides you with guidance on achieving the right level of staffing and skills on the project, and on implementing an infrastructure to support the project.
Quality Management
The Quality Management process directs you to implement quality measures to ensure that the project meets CLIENT’s purpose and expectations throughout the project life-cycle.
Configuration Management
This process contains tasks that help you store, organize, track, and control all items produced by and delivered to the project. The Configuration Management process also calls for you to provide a single location from which all project deliverables are released.
Project Organization and Staffing Model
Project Organization
The proposed organization and reporting structure for the CLIENT project is as follows:
Roles and Responsibilities
Steering Committee
The purpose of a Steering Committee is to meet periodically (typically monthly) to discuss the overall status of the project.
Any issues that affect the project from a scope, timing resource/cost standpoint or that cannot be resolved at the work team level, should be discussed and resolved by the Steering Committee.
The overall responsibility of this committee is to maintain and set policy and direction for the project.
The CLIENT Project Director/ Manager should be a member of the Project Committee and be responsible for keeping the senior management informed of the status of the project.
This committee should be kept to an absolute bare minimum of members in order to conduct business in an efficient timely manner.
CLIENT Project Director
The Project Director will be a member of the Steering Committee, and will be responsible for conducting the meetings.
The Project Director will also be responsible for keeping the senior management informed of the progress of the implementation. CLIENT Project Manager will report to him.
Oracle Project Director
The Oracle Project Director will be the single point of contact for CLIENT regarding any issues relating to the delivery of Oracle Consulting and the associated Oracle/ CLIENT work plan.
CLIENT Project Manager
The CLIENT Project Manager will be the single point of contact for Oracle regarding any issues related to the delivery of Oracle Consulting and the associated Oracle / CLIENT work plan.
The CLIENT Task Team Leaders will report to the CLIENT Project Manager.
He will be responsible for managing the implementation and keeping the Steering Committee informed of the project status.
Oracle Project Manager
The Oracle Project Manager will be responsible for the day to day running of the implementation for Oracle tasks and will be accountable to the Oracle Project Director.
The Oracle Functional and Technical consultants will report to the Oracle Project Manager.
The Oracle Project Manager will be responsible for managing the Oracle resources on the project in addition to keeping the Project Committee advised of the project status.
The Oracle Project Manager will work closely with the CLIENT Manager.
Work Teams
Work Teams will be formed for each of the functional areas and modules that are part of the project.
Work Teams will be composed of representatives from each functional area.
These individuals will be responsible for making implementation decisions as to how their particular module will be implemented.
Work Teams will also serve as the core participants in the Conference Room Pilot
Project Control
Oracle has found through experience that a structured approach to project management is important to the success of deploying complex, technology solutions to assist companies like CLIENT in today’s competitive environment. Oracle’s project management approach combines project management principles with Oracle Consulting Service’s extensive experience in successful deployment of Oracle-based systems. This approach emphasizes timely delivery according to plans, clear company and project wide communications, and assertive management of project risks.
Below are just some of the ways Oracle Consulting Services plans to control the project.
1. Progress tracking against a baseline project plan and deliverable schedule;
2. Regular, formal management reporting;
3. Clear and regular project team communications;
4. Formal issue reporting and resolution procedures;
5. Formal change control procedures;
6. Formal procedure for submission, review, and approval of deliverables; and
7. Health Checks & Audits.
Planning and Managing for Effective Control and Quality
At the commencement of the project, the Oracle project manager will revise the project plan to ensure that it includes sufficient detail for day-to-day task assignment and monitoring. As Oracle works closely with CLIENT’s management and project leads, the project plan will be refined. The assumptions will be validated and adjustments to the tasks and activities will be made. The project managers will analyze task dependencies, then calculate estimates to complete. The resulting, detailed plan will become the base-line plan for the project and be used to measure progress.
The Oracle Project Manager and CLIENT Project Managers are responsible for monitoring progress against this plan and updating the plan based on actual progress, estimates to completion for unfinished tasks, resource availability, and approved changes to the scope of the project.
Milestones included in the plan are also used to assess progress. When milestones are reached, CLIENT will have an opportunity to evaluate, comment on and accept the deliverables that collectively represent each milestone. Actual progress will be based on the completion of weekly time sheets by all project staff and by identifying task and sub-milestone or milestone completion through the submission and approval of deliverables.
Monitoring and Reporting
The Oracle and CLIENT Project Managers will be responsible for joint preparation and presentation of regular project progress reports to the Project Steering Committee. Reports will be concise, and issue- and solution-oriented. The following suggested information should be included:
· Summary of work performed during last reporting period
· Summary of work planned for next period
· Major, unresolved changes to project scope
· New/unresolved issues influencing progress
· Summary of Deliverables and Submission/Approval status
· Summary of project financial information
· Changes Control Log (the procedure is discussed in detail later in this proposal)
Health Checks
The purpose of a Healthcheck is to ascertain the health of a project, identify issues and agree on appropriate actions. In addition, Project Start-up Healthchecks are intended to ensure that the project has planned to address all requirements of the contract and that the CLIENT and project teams are fully briefed on the objectives and their responsibilities. By conducting a risk analysis, the past, current, and prospective future of the project are uncovered and risk containment measures explored and documented. Unless otherwise requested, the concluding action of the Healthcheck is to discuss the findings openly with the CLIENT Project Manager. This is also an opportunity to gain a perspective of CLIENT issues and problems.
Project Team Review Meetings
Weekly progress meetings will be held among the project team members according to time and location identified. These brief meetings enable the Project Manager to monitor progress against the detailed Project Plan, deal with any problems which have arisen and agree on the objectives for the following period.
Steering Committee Meetings
Oracle recommends that formal progress meetings should be held on a monthly basis (or at set intervals by agreement). Regular progress meetings will enable CLIENT's management to review the overall progress and state of the project. All such issues which require attention of the senior management can be raised.
Roles Of Oracle And CLIENT Users
Legend: P = Perform, A = Assist, R = Review
Main Implementation Activities
Oracle Project Team
CLIENT Project Team
DEFINITION
Establish Project
P
P
Plan Project
P
P
OPERATIONS ANALYSIS
Initiate Operations Analysis
P
A
Assess Current Business
P
A
Define Business Requirement
P
A
Provide Overview Training
P
A
Assess Fit
P
P
Propose Architecture
P
P
SOLUTION DESIGN
Initiate Solution Design
P
A
Installation
P
R
Train Project Team
P
A
Map Business Solutions
P
P
Prepare For Testing
P
P
Plan Business Transition
P
P
BUILD
Initiate Build
P
A
Prepare Environment
P
A
Construct Production Architecture
P
R
Test System
P
P
TRANSITION
Initiate Transition
P
A
Train End Users
A
P
Deploy Production System
A
P
Production Cut over
P
P
PRODUCTION
Support end users
A
P
Refine System
P
P
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