IMPLEMENTATION BEST PRACTICES Sep 22.pdf

Implementation Best Practices
Mahesh Tiwari
Senior Customer Success Manager - Implementation
July 27, 2022

Safe Harbor Statement
The following is intended to outline our general product direction. It is intended
for information purposes only, and may not be incorporated into any contract. It
is not a commitment to deliver any material, code, or functionality, and should
not be relied upon in making purchasing decisions. The development, release,
and timing of any features or functionality described for Oracle’s products
remains at the sole discretion of Oracle.

Copyright © 2021, Oracle and/or its affiliates
3
Mahesh Tiwari
Senior Customer Success Manager –
Implementation
19+ years of experience in Consulting, Implementation, Project
Management, e-commerce, Future of Work, Smart HR 4.0, Workplace
2025, CHRO’s Exit Strategy – Return to Work, Employee Experience
Platforms, Oracle Alliance , Business Development, HCM Advisory
and Customer Success
mahesh.dutt.tiwari@oracle.com

4
Driving your Cloud journey
Customer Success Services
One Oracle
YOU
CUSTOMER
SUCCESS
Onboarding
Implementation
Go Live
Adoption
I want to find
out more about
my journey with
Oracle
How should I
define my KPIs
and measure
my success?
I am looking to
engage the right
resources for
the implementation
Am I making
progress with
my KPIs?
I want to take
advantage
of the latest
innovations
How can
I maximize
my business
value?
I want to be
ahead of the
competition
Onboarding
meeting
with CSM
CSM creates
a Success
Plan
CSM and Implementation
Services help you manage
the readiness and health of
the implementation
CSM conducts
a Business
Review
CSM advises
you on quarterly
updates
CSM conducts a
Value Adoption
Assessment
Jointly
present at
events
More  More  More  More 

Planning YourSuccess
• Access materials for
onboarding,
implementation, go-live,
and adoption.
• Access
Cloud Customer Connect
• Oracle’s premier online
cloud community,
specifically designed to
promote peer-to-peer
collaboration, sharing of
best practices, and more.
• Access
5 Copyright © 2021, Oracle and/or its affiliates
Oracle University Learning Path & Cloud Customer Connect

Agenda
TypicalCloud Project Implementation Lifecycle
Stages / Milestones
Align Project Milestones with the Implementation
Best Practices
High Impact Implementation Best Practices for
Cloud
Cloud Project Challenges & Key Success Criteria
Q&A
Copyright © 2021, Oracle and/or its affiliates. All rights reserved

Understanding the Cloud Project Implementation Lifecycles
Stages/Milestones
Applicable for all type of cloud projects in scope (SaaS, PaaS, OCI)
Plan &
Design
Configure
& Build
Validate
& Test
Transition
& Go Live
Sustain
& Realize
Analyze &
Prepare
Focus on cloud on-boarding, preparation,
readiness, orientation, analysis for custom
development work, if any (PaaS/OCI)
which will be an input to complete the
detail planning
Major project planning activities
including architecture & solution design
are carried out at this stage. The project
delivery approach is set based on the
scope of work with phases/releases.
The overall solution is developed
configured and build both functional
and technical including custom
development (PaaS/OCI), extensions,
integration, security etc…
Perform comprehensive UATtesting for all the
components of the solution this includes unit,
performance, security, access and end to end
testing and more.
Transitioning to cloud production
environments by configuration set up and
custom development (PaaS/OCI) transfer and
data migration
Focus on post go live support,
maintenance, updates, enhancements
on the solution and adoption
assessments to realize the benefits
7

Oracle Cloud – Implementation Best Practices
Plan & Design Configure & Build Validate& Test
Transition & Go
Live
Sustain &
Realize
Analyze & Prepare
Project Management & Governance
Project Artifacts, Deliverables & Milestones
High
Impact
Implementatio
n
Best
Practices
Cloud Provisioning &
Environments
Management
Cloud Security,
Identity & User
Management
Data Management
&
Data Migration Plan
Organizational
Change Management
in Cloud Projects
Project Management
Plan & Delivery
Approach
Cloud Risk
Management
Implementation
Approach for Cloud
Solutions in Scope
Continuous Testing
Strategy& Plan
Sustainment Plan &
Adoption Strategy
Training &
Knowledge Transfer
Strategy& Plan
Aligning Business
Goals & Project
Objectives
Experienced Oracle
Cloud Skills Resources
& RACI Matrix
Project Governance
Working effectively
with My Oracle
Support (MOS)
Embracing Cloud
World – Key Admin(s)
(My Services)
PaaS
8
OCI
SaaS

Oracle Cloud – Implementation Best Practices
Plan & Design Configure & Build Validate& Test
Transition & Go
Live
Sustain &
Realize
Analyze & Prepare
Project Management & Governance
Project Artifacts, Deliverables & Milestones
PaaS
SaaS OCI
* * *
ERPM SCM HCM CX Integration Analytics Security Autonomous
Database
Application
Development
High
Impact
Implementatio
n
Best
Practices
Environments
Management
Cloud Security,
Identity & User
Management
Data Management
&
Data Migration Plan
Organizational
Change Management
in Cloud Projects
Project Management
Plan & Delivery
Approach
Cloud Risk
Management
Implementation
Approach for Cloud
Solutions in Scope
Continuous Testing
Strategy& Plan
Sustainment Plan &
Adoption Strategy
Training &
Knowledge Transfer
Strategy& Plan
Aligning Business
Goals & Project
Objectives
Experienced Oracle
& RACI Matrix
Project Governance
Working effectively
with My Oracle
Support (MOS)
Embracing Cloud
World – Key Admin(s)
(My Services)
9

Reminder: SaaS Platforms ARE Different Than On-Premises
Customer
owned
upgrades and
patching
Data centre and
hardware costs
including
disaster
recovery
Outdated
software
resulting in
missed business
benefit
Costly
Customisations
created and
maintained
Retention of
Own/IT
subcontract staff
required
Managing own
network, security
and access
CAPEX upfront
investment
Annual Support
Costs
On-Premises Applications
Standard
security and
access
Anywhere /
whenever
Oracle Cloud Embedded
Modern Best
Practice Processes
Rent a
Service / pay
subscriptions
Business Super
Users /
Changing role
of the IT
department
Cloud Applications
No big bang
upgrades but
regular
incremental
releases
8 Copyright © 2020, Oracle and/or its affiliates.

Oracle Cloud
Small project teams with
part time Business
Process consultants and
Offshore/Onshore mix
Rapid time to
Value. Average
time to value
12-18 weeks.
No testing but a
(short) confirmation
of what has been
configured
Re-usable pre-
configured build and
accelerator tools.
Incremental
approach to
adoption
Adopt
Modern
Best
Practice
processes
Cloud = Solution-driven approach
Hence, Application Adoption Must Be Approached Differently
Designed for
customer specific
legacy business
processes
Custom build
with
extensive
documentati
on
Significant
Change
Management
Effort
Averagetime to
value 12-18
months
‘Big Bang’
Approach to
training & User
Adoption
Full cycles of
application and
performance
testing
On-Premises = Requirement- driven approach
Copyright © 2020, Oracle and/or its affiliates.
9
Large Onsite
Project Team
Requirements
driven /
waterfall

Leverages emerging
technologies: IoT, AI, ML,
Social, Blockchain, Mobile,
Analytics
End-to-end across the
organization business areas
and industries
Articulates how to execute in
order to achieve radically
superior results by line of
business
Next-generation digital
business processes
supported by strategies, and
thought leadership to guide
digital transformation /
modern business
Todrive solution-driven implementation approach
What Are Modern Best Practices?
Modern Best Practices Process Models Homepage (Doc ID 1542019.1)

Guiding Principles
Key success factors of SaaS projects
1. Focus on best practices for business processes
by adopting a solution-driven approach.
2. No customizations. Stay close to the standard
product.
3. Practice iterative and incremental optimization
to enrich the solution.
4. Enable rapid time-to-value by leveraging
configuration guided questionnaires.
5. Adopt “show and tell” instead of “ask and do”
approachduring the CRPs or configuration
validation workshops.
15

Rapid Time to Value
4 Data is uploaded,
training performed,
and the system
goes LIVE.
1 Customer is introduced to
the product functionality and
asked to provide information
through questionnaires.
Partner performs initial configuration
based on customer input.
2
Standard processes are
explained and configuration
adjusted iteratively in
facilitated workshops.
3
19

IoT
Blockchain
Machine
Learning
AI
ERP / EPM
Financials
Project portfolio
management
Procurement
Risk management
Planning
Financial close
Narrative reporting
HCM
Global HR
Talentmanagement
Workforce rewards
Workforcemanagement
SCM
Supply chain planning
Manufacturing
Order management
Product lifecycle management
Procurement
Supply chain collaboration and
visibility
Maintenance
Logistics
Inventory
CX
Marketing
Sales
Configure, price, and quote
Commerce
Service
MBP: Helping the Adoption of Emerging
Technology

Driving Configuration by Mapping Modern Best Practices
with Functional Setup Manager Tasks
MBP FSM Tasks Configuration Gathering Questions

Oracle Modern Best Practices: Books
The original book on Oracle Modern
Best Practice is now in it’s third edition
and is available at
https://go.oracle.com/LP=2911
A new book with our vision for
processes in the future is available at
https://www.oracle.com/oracle-mbp-
predicted-ebook

Sample Best Practices Predicted: Recruiting and
Onboarding
We predict sourcing, screening and selection processing will be streamlined so that the system generates high-quality recommendations for job requisitions.
—67% had above-average organic revenue growth. 70% had above-average total return to shareholders (TRS). 74% had above-average net enterprise value or NEV.
(Source: McKinsey, https://www.mckinsey.com).
Today:from Resume Screening
Mobile • Analytics • Social • Big Data • AI/ML
Determine Workforce Need
Leverage workforce modeling and
predictive algorithms to identify
resource and budget needs.
Understand talent supply/demand
to mitigatefuture shortages due
to retirements, market expansions
or high turnover ratios. Create new
workforceplansand submit to
�nance team for approval. Authorize
job requisitions.
Drive Candidate Engagement
Manage corporate brand across
website/socialmedia for cohesive
messaging.Include digital assistant for
candidate interactions. Present
relevant content to candidates(e.g.
articles, events) and recommendations
to personalize the experience.
Predicted: to Best-Fit Candidates
Align Candidate Sourcing
with Workforce Needs
Automate workforce planning to determine current
and future resource and budget needs. Drive
external and internal candidate engagement per
approved plan and review an auto-generated list of
potential prospects.
ManageSourcing
Find candidatesto �ll currentneeds but
Select Top
Prospects
Intelligence-driven recommendations to reskill
existing talent for internal mobility, to hire new talent,
or to outsource talent. Automate top prospect
selections, determine likelihood of success, and
o�er generation.
Onboard
Best Candidate
Onboard candidate(s), generate bene�t packages,
deliver required equipment, provide targeted career
learning plan opportunities for now and for the future,
and create talent pro�le(s).
Intelligent Screening
Identifytop prospects via multi-tiered
alsothose with potentialto meetfuture automated screening and assessment
needsby sourcingfromsocial media, ptooortlsa.lReview recommended
Onboard New Hires
knowledge requirements and
learning plans.
Select Candidate and Generate O�er
Determine best-�t candidate, analyze Automate the completionof on
o�er insights (e.g. likelihoodto accept), boarding taskswithnewhire
and collaborativelymanage salary and dashboards. Manage bene�ts,
referrals,job boards, agencies,or internal candidate resumes, conduct detailswith the Compensation
talent pro�les and succession pipelines. interviews and perform background department.Obtain required approval
checks. and electronicallydeliver o�er package.
Cloud • Mobile • Analytics • Social • IoT • Big Data • AI/ML • Blockchain • AR/VR
Oracle Modern Best Practice—Predicted
1
8

Align Cloud Project Milestones with the High Impact Implementation
Best Practices as foundation for Successful Go-Live
Configure & Build Validate& Test
Transition & Go
Live
Sustain &
Realize
Analyze & Prepare Plan & Design
Integration Time
Scope
Cost
Quality
Commun-
ication
Resources
/(People)
Stake-
holders
Risk
Project
Mgmt.
Environments
Management
Cloud Security,
Identity & User
Management
Data Management
&
Data Migration Plan
Organizational
Change Management
in Cloud Projects
Project Management
Plan & Delivery
Approach
Cloud Risk
Management
Implementation
Approach for Cloud
Solutions in Scope
Continuous Testing
Strategy& Plan
Sustainment Plan &
Adoption Strategy
Training &
Knowledge Transfer
Strategy& Plan
Aligning Business
Goals & Project
Objectives
High Impact Implementation Best Practices Categories
Experienced Oracle
& RACI Matrix
Project Governance
Working effectively
with My Oracle
Support (MOS)
Embracing Cloud
World – KeyAdmin(s)
(My Services)
19 Copyright © 2021, Oracle and/or its affiliates. All rights reserved
Procure-
ment
Augmenting the core
Project Management
with High Impact
Cloud Implementation
Best Practices)
CoreProject Management
Framework Processes

Cloud Project Manager’s Responsibility
Imperative for implementation success in light of customer advocacy and renewals
• Oversee cloud environments and
perform instance management.
• Communicate project status to all
stakeholders (client, management,
project team).
• Drive decision-making to lowest
possible level.
• Engage stakeholders effectively.
• Encourage and support escalations.
• Enforceeffective change control.
• Mentorproject members.
• Promote good working
relationships.
• Manage margins.
• Obtain customer references and
success stories.
• Takefull responsibility and
accountability for the cloud project.
• Apply lessons learned from recent
cloud projects.
• Define project roles and
responsibilities.
• Lead the project start-up activities.
• Manage the sales-to-delivery
transition.
• Perform project tracking.
• Adopt Cloud Project Management
best practices, tools, accelerators.
• Manageproject priorities based on
business objectives and KPIs.
• Perform cloud risk management.
• Facilitate customer organizational
change management.

Project Management Plan & Delivery Approach
• Kick-off meeting laying out the foundation
and setting the expectations for change in
the current processes
(Customer/Partner/Oracle).
• Schedule weekly/monthly/ Steerco Meeting
to avoid misalignments between the Project
Team & Sponsor.
• Project Manager to drive the project/team
and stakeholders and keep aligning on overall
Business Objectives.
• Onboard high performing team with cloud
skills to keep a Solution Driven approach,
realistic Scope and project within Budget.
Project plan with:
 Project Scope Alignment
 Implementation approach (Solution Driven)
 Integrated with Env. Mgmt. plan
 Milestones & proper amount of time to complete all
tasks
 Risks/Issues
 Oracle Cloud Dependencies
 Certified implementation resources
The Project Management Plan is
the single most important work
product produced by the Project
Manager
Project Charter/Vision
Scope Management
Time Management
Budget Management
Quality Management
ResourceManagement
Communications Management
Risk Management
ProcurementManagement
Stakeholder Management
• Note : The combined project management team (Oracle Partner and customer) creates the Project Management Plan (PMP). The PMP defines how the project will be managed and controlled alignment with High
Impact knowledge areas. The starting point of the PMP is the vision, business drivers and desired outcomes as captured in the Customer Success Statement. The PMP defines the approach the combined project team
takes to deliver these desired outcomes.

• Your Cadence Month (e.g. Feb-May-Aug-Nov)
• First Friday (Non Prod) and 3rd Friday (Prod)
• Blackout Period – Does it impact your
planning ?
• Concurrent Patching
• Opt-in – Monthly or exceptional patching till
go live
1. Embracing the Cloud– Key Admin(s) Role and leveraging My
Services
• Key Roles :
• Cloud Admin (First Welcome email)
• My Services Admin (Monitoring/owner)
• Application Level Admin (POD)
• My Oracle Support (MOS) Admin
• Orient /onboard project team on the
Cloud Consul role, Cloud Admin , My
services Portal
• Assign Backup for Primary Admin (incl.
Notification recipient)
• Mapping roles & Responsibility of current
Resources in future Cloud world
• DBA / Security / Application Admin/Others
• Self Service – Provisioning of PODs,
Refresh/Cloning; Concurrent Patching,
Monitoring Services
• Understanding Quarterly Patching Update
Learn more:Below are URL for Short Videos
1) Self Service Provisioning
2) Guided Journey to Oracle Cloud
3) Guided Journey to Service Administrator
4) Oracle Applications Cloud –Information Center for
Administrators: Doc ID 110.2
Service-Administrator-Action-List.pdf (oracle.com)
P C T G S
A
22

Cloud– Key Admin(s) Role
Manage Account:
*Do you have a backup?
*Activate new Cloud
account
*Modify other Acct Admins
*Administer/ Monitor
all Cloud Services
ACCOUNT
ADMINISTRATOR
cloud.oracle.com &
support.oracle.com
SERVICE / SYSTEM
ADMINISTRATOR
Manage Service
Operations:
*Configure Services
*Monitor utilization
*Monitor over the limit
usage
*Schedule user
notifications
*Coordinate Patching and
Updates
*Mana
cl
g
o
e
ud
M
.or
O
ac
S
le
f
.c
o
o
r
m
S&
R and
Knows
le
up
dp
g
oe
rt.r
o
e
ra
sc
e
le
a
.c
ro
c
m
h
Customer User
Administration (CUA)
MOS:
*First contact to sign into
support.oracle.com
(MOS)
with CSI becomes the
administrator.
*Admin to MOS,
managing
Support Identifier (SI)
*Do you have a backup?
MOS (My Oracle Support) &
support.oracle.com
User Community:
*Assign notifications to key
users to be automatically
notified for system
patches,
updates and maintenance.
*i.e. Your Oracle CSM,
Controller, Accounting
other Critical users
Critical Users
(Notifications)
Sys Admin > cloud.oracle.com
> Notifications
Learn More: Overview of
Account Administrator
Tasks
Learn More: Overview of
Service Administrator
Tasks
Learn More: Oracle
Support Level 1
Accreditation

Cloud– Key Admin(s) Role
User Accounts
(A) Oracle.com
MOS: support.oracle.com,
My Account
(B)My Services, Domain Admin
Fusion – production
Fusion – test/development
(C)Customer Connect
NOTE: for accounts needing an Administrator – can
be a different person for each or all the same.
Multiple services can be associated with a single ID
Domain – See Welcome Emails
Service Administrator Action List
Cloud.oracle.com
Cloud Portal
Support.oracle.com
My Oracle Support
Customer Connect
Account Admin
Services Admin
Three Key Roles to Administer your Solution
(A) Shared Account Credentials
Oracle.com
(B) Shared Account
Credentials
(C) Unique
Account Credentials
(2) Account Admin:
Monitor cloud services
across data centers
Identity Domain Admin
ERP: Production
Unique Account Credentials
ERP: Test
Unique Account Credentials
Identity Domain
Ex: cust - test
(3)
My Services:
Perform
administrative tasks
for individual services
Oracle Cloud Services
Test Environment
Production Environment
Identity Domain
Ex: cust - prod
(1) Customer User
Administrator (CUA)
manages access to MOS
Admin Roles
(1) Customer User Administrator
(2) Account Administrator
(3) Service Administrator

• Business Impact & Milestone details key for
quicker turn-around & visibility
• Esclation is to make milestone visible
• Manager Level (L1)
• Director Level (L2)
• Oracle ISP/ ISL /Other means
• Leveraging MOS
• When to raise SR vs Knowledge Base
• How ToQue - SRs ?
• Defect vs Enhancement Request
• Cloud app vs on-premise mindset
• Fit-Gap  ER or workaround via Report/Process
• Explore and utilized IdeaLab (Cloud Customer
connect)
• Process of Idea Lab Prod Dev Voting
/Community Help Prod Dev to prioritize
• Severity of SR and how it impacts you ?
• On Product issue communicate with Oracle via
SR only
2. Working effectively with My Oracle Support (MOS)
Learn more:URL
1) Portal : https://support.oracle.com
2) Customer Cloud Connect
3) Review OracleSoftware as a Service Support Policies for
information on TechnicalContacts
4) AttendCloud Support Webcast:Essentials Webcast:
OracleCloud Support (Doc ID 1555872.1)
5) How to Escalate a SR? MOS Document-Doc ID 199389.1
6) My Oracle Support Resource Center:Doc ID 873313.1
P C T G S
A

Escalation Process – Request Management Attention on an SR
• A customer can engage Support Management on any SR
• Communicate important business issues to support management
• You’ve encountered a critical showstopper to the implementation
• Discuss dissatisfaction with the resolution or response to a specific SR
•
•
Call the Support Hotline (Have your Support Identifier (CSI) & SR#)
Engagement is a collaborative process and yields
12 Copyright © 2021, Oracle and/or its affiliates v1.1
• Management contact within approx. 30 minutes (~ 95% compliance)
• Action Plan
• Communication Plan
• Select severity based on the correct milestone dates with
project milestone with business justification
Learn More:
• Request Management Attention (MOS) - (Doc ID 199389.1)
• Engaging with Oracle B2C and Field Service (Doc ID 2543)

3. Aligning Business Goals & Project Objectives
Strategic Alignment Between Business and IT
Driving Strategy in the Context of Cloud
Business
Prioritie
s
Improvement
Opportunities
Business
Needs
IT Goals &
Standards
IT Improvement
Oppiortunities
Current Services,
Costs & Risks
Alignment
BUSINESS PERSPECTIVE IT PERSPECTIVE
Solution Costs
& Training
Unmet
Needs
Cloud Solution
Gaps
Potential Business
Value
Link Project Objectives to Business Goals and KPIs!
Example:
… Increase customers satisfaction with the Services is a Business Goal.
… Shorten the cycle times for customer complaint management by 20% is a project objective!
Business Context and Business Drivers

Pain Points by HCM Persona
Persona Values Tactical & Consequential Pains Topic of Interests
HR Director
Personnel Dir
CHRO
Chief Talent Officer
• Compliance
• Keep Lights on
• Workforce Strategy
• Leader pipeline
• Line of sight on supervisors
limited view of talent
• Knowledge exodus
• Limited capability to execute
complex projects
• High performers overlooked
• One source of truth
• Standardization
• Transparency
• Decision support
• Disparate systems
Pillar Leads;
Chief Of:
Talent Acquisition
Employee Dev
Learning
• Attract the best
• Develop the best
• Retain the best
• Compliance
• Pillar focused
• Siloed reporting
• Resource challenged
• Not best practice
• Decisions are slow and
unreliable
• Manual workarounds add risk
• Hard-to-fill jobs
• Social recruiting
• Collaboration tools
• Cross-pillar intelligence
• ML Powered
Recommendations
Director of IT
CIO
HRIT Manager
For LOB Apps
• Security
• Service
• Stability
• Simplicity
• Too many vendors
• Complexity
• Customization
• Costs increase & performance
slows
• Loses competitive advantages
• Open systems
• Upgrade costs
• # of customizations
• Integration woes
• Vendor relations
• AI/ ML Platform
• Blockchain, IOT, AR/ VR

Business
Function
Marginal Stable Best Practice Transformational
Process definition and KPIs
lacking or inconsistent, multiple
systems with limited integration,
gaps in automation, multiple data
masters
Cross-functional processes and
KPIs consistently defined and
measured, integrated systems
and data, average performance
Value chain integrated to critical
customers and suppliers,
performance equal to or better
than competitors, proactive
countermeasures
Collaborative processes
redefining the standard across
industries
Recruitment
Not user friendly; need for flexibility to adopt to new process flow without customization; age of the CV is not known; No
Embedded analytics and database search is painful; no mobility app for candidate and recruiters; poor candidate
engagement
Talent
No cloud, no mobile, no analytics; aspiration mgmt.not linked to IJP, learning; data is still pulled out from excel sheet for
IDP; skill database, learning program, timesheet, results utilization data not integrated; attrition analytics is basic; Key
talent program managed manually, only data entry in system;no career and succession planning in place for employees
beyond key talent program
Learning &
Competency
Mobility application for all learning functionality is absent; social learning, gamification and learning analytics missing;
succession linking with competencies and tracking of end to end linkage is big challenge; end to end competency
management need to be linked with learning; need for comprehensive learning dashboard; need to identify learning
effectiveness; multilingual support is required
Sample Pain Points : To Enable best practices across HR processes by addressing
the gaps identified using modern Oracle HCM cloud solution
Current Target

Business
Function
Marginal Stable Best Practice Transformational
Compensation
Need single dashboard and totalization tool; predictive analytics/ attrition analytics done in excel, here modern HCM
platform required; compensation revision & budgeting is a 6 month long process which is manual; comp budgeting is in
excels (replacement cost); talent pyramid is in excel, can be automated; long lead time (1 month) for custom letter
generation CR’s
Variable Pay &
Incentive Huge time (4-5 months) in making a policy change effective in system; sales Incentive is partially automated; wellness &
variable pay portals exist but problem exist for integration; need for one integrated system;slice & dice reporting on %
incentives paid needed
Shared Services
Much better looking front end is required as currently opening up HRIS to potential employees; huge customizations in
EBS leading to transaction and business integrity issues; deputation & secondment is not natively built & should be
integrated in one system;exit process is still under WIP with IT team; difficult to trace changes/ traceability issues; poor
user interface; current system missing on mobility & social connect; no operational analytics; transfer process not
managed in system
Analytics
Internal BI tool is not user friendly and not is not intuitive; predictive and sentiment analysis for attrition is needed;
current system is not capable of advanced analytics e.g. is there a bias in gender pay, hiring bias, performance bias etc.;
Sample Pain Points : To enable best practices across HR processes by addressing
the gaps identified using modern Oracle HCM cloud solution (2/2)
Current Target

Success Plan – Sample
31
Vision
Business Outcome
Goals
Strategies
Measurements
Enable a seamless and consistent associate experience for our current and future
needs.
Supporting and enabling the integrity of management decision-making through the
implementation of a single version of the truth.
Providing a single, reliable system
underpinned by Oracle HCM core solution
with integrated analytics
Replacing existing systems with a
technologically advanced Cloud based Human
Resource and Talent Management solution
Predict Worker and
Team Performance
Workforce
Management
Create an employee
experience that is interactive,
media-rich and easy to
navigate.
Optimise use of all
delivered reporting and
analysis tools
Employee
Engagement Level
(%)
# of Hours Spent by
Managers on HR
Management tasks for
Direct Reports per
Employee
Use of Journeys
deployed (%)
# Standard reports/analysis
adopted + # of OTBI
reports/analysis in use
Baseline measure 1 Baseline measure 2 Zero Zero
Baseline
(as of [date])

FACTORS IMPR %
10% FLS
5% Mgr
75%
6
Reduce
Replacement
Cost
2 Reduce Timeto
Onboard
Onboarding
100%
3
Reduce Salary
Overpaymentby
Live Tracking
Time &
Attendance
Attrition Rate
Time To
Onboard
Salary
Overpayment
Cost
FACTORS IMPR %
10%
5
Reduce
Recruitment
Cost
Effort
IMPR %
10%
4
Reduce
Recruitment
Cost
Social
Sourcing
FACTORS METRIC IMPACT % Outcome
Recruitment
Direct
Benefit
Opp.
Cost
Some KPIs that matter to HR departments
75%
1 Delegate
responsibility
Productivity
MonitorHR
Execution
Enabled Zone for HR policy execution
PromoteEmp Self Service & Mgr Self Service
Data Driven approach enabled by mobile
interface
Reduced dependency on Recruiting Agency
Delivered Integration on LinkedIn & Facebook
with ORC using Chatbot
The recruitment cycle is now 10 days as
compared to previous 30 days.
Attritionto drop due to better Employee
engagement and TalentManagement initiatives
action;
Onboarding time reduced from 4 days to 1 day
Daily tracking of attendance; Red flags for
absconding employees; System triggers to freeze
payroll for the concernedemployee until further

Business Value Identification
Oracle HCM Cloud Benefit Value Identification
( + ) Improved Employee andManager
Productivity & Engagement
↓ 10 % Reduction in Time Spent by Managers
on Performance Management, Job Requisition
and Interview Activities
↓ 5% Reduction in Time Spent by Employees on
Performance Mgmt. Activities
↑ 20 % Improved Staff Engagementand
Retention
( - ) ReducedTime & Cost toHire
↓ 20 % Reduction in Time to Hire Employees
( - ) Improved HR Administration
Productivity
↑ 25% Improved HR Staff Productivity on
tasks: Recruiting & Onboarding, HR
Administration, Performance Mgmt.,
Learning,Compensation
( - ) Reduction in IT Operational andNon-
Compliance Costs
↓ 60 % Reduction in On Premise IT
Operational Expenses
↓ 10% Reduction in Employment Agency fees
↓20% Reduction in Risk of Regulatory
Non- compliance
2
8

Benefit Realization Management (BRM) and Value Adoption
Identify, execute, and sustain benefits through value adoption
Post-implementation analysis conducted during the live phase.
Evaluate whether
business objectives
were met
Determine the
maturity of current
business processes
against existing
product features
Learn lessons for the
future
Ensure that adoption
is maximized
Drive continuous
improvement and
user engagement
Plan &
Design
Configure &
Build
Validate &
Test
Transition &
Go Live
Analyze &
Prepare
Measuring Success –
Setting Business
Objectives & KPIs
Benefit Realization &
Value Adoption
Assessment
Sustain
Benefits
Sustain &
Realize
Execute Benefits
Identify Benefits
C
32opyright © 2020, Oracle and/or its affiliates.
Goals tend to be broad and need to be broken down into SMART objectives early on in the project,
so that that they can be actively monitored and measured. Configuration must be driven based on
the Success plan Created by Customer success Manager

5. Implementation Approach for Cloud Solutions in Scope
• Agile & Solution Driven approach will lead for a faster
implementation resulting in quicker ROI and low
maintenance cost for customer solutions during updates.
• Begin the Oracle cloud Project with Cloud Readiness
Assessment, Align Business Drivers with modern best
practice process(es), CEMLI Assessment, Business Process
Benchmarking & initial Business Impact
• Cloud is a configuration-based system, it should be
adopted out of box features rather than trying to enforce
current Business Processes to achieve a business
objective, Configuration Validation workshops (CRP) are
NOT Prototyping since software is designed it should be
only configured
• For the first iteration all processes are played back; for
subsequent iterations only processes which have been
iteratively changed are played back – assuming earlier
iterations are approved. Opportunity to add value to
existing business processes and deliver cost effective and
successful implementations
• To identify the implementation approach for the cloud
solution in scope (SaaS, PaaS, OCI) and determine the
activities and tasks to be included project plan and
WBS – Work Breakdown Structure
• Implementation approach is the most
important to manage Project Scope,
waterfall methodology/ Requirement
gathering is not fully applicable for SaaS
applications but is geared more for
analytics, integrations, and lift & shift use
cases.
• Oracle’s Modern Best Practices (MBP) is to help
Customer Cloud Adoption of Best in class, global
Business processes, Oracle Fusion Product and
lead to enhanced end
• Configure system according to solution
questionnaires, foundation solution design,
standard configuration workbooks

Solution Driven Approach
Applicable for Cloud Application Services (SaaS)
An approach based on the use of a pre-defined
business solution as the proposed customer business
solution; tailoring to the desired business outcomes
during the project progressively refining the
configuration through iterations (CRP)
• focuses on mapping a business function to pre-defined
solution with embedded and highly configurable
processes producing a clearly defined output.
• foundational elements of the business solution are
already reflected in the components that comprise the
pre-defined solution.
• seeks to avoid, or minimize, customizations by promoting
leading practice use of standard functionality to meet
common business needs. Progressive Refinement

Solution Driven Approach
Applicable for Cloud Application Services (SaaS)
Typically comprises of:
• business process models (or business flows) based on the Oracle
Modern Best Practices depicting the functionality included
• Pre-determined setup values that enable a working application
instance to be established quickly for familiarization/mapping
purposes
• Pre-defined demo/test scripts based on the pre-defined setup
values, which can be used to demonstrate the functionality
included.
• Guided Configuration based questionnaires to set up the
application in minimum time
• Predefined Distinct roles with Job roles, duties, roles and
responsibility matrix
• Embedded transactional reports (OTBI reports)
38

Implementation Approaches for Cloud
SaaS Applications like:
• Fusion Apps (HCM,
Engagement, ERP,SCM)
• Taleo
• Service Cloud (Right Now)
• Field Service (TOA)
• Commerce (ATG)
• CPQ
• Integrations (Oracle integration
Cloud)
• Oracle Process Cloud
• Security (IDCS & others)
• BI Analytics
• OCI – Move & Improve
• Marketing(Eloqua, Responsys
• EPM
• Others…
• Chat Bots (OracleDigital Assistant)
• Oracle Content and Experience
• PaaS Extension
• Custom Application Development
• Mobile Apps
• Oracle Visual Cloud Builder
• Emerging Technologies
• Others
TOOLS& TECHNIQUES
• Set Up/Configuration
Questionnaires
• Iterative Workshops based
• Documenting Requirements
• Analysis/Design/build/Test
- Personas & Use Case Model to gather
Requirements
- Agile (Scrum, XP Programming, lean,
Kanban, Crystal, SAFe etc.
Solution Driven Requirement Driven Innovation Driven

Togetherwith the client we define
the solution and the potential
business impacts, so that the
client can take informed
decisions.The adopt don’t adapt
approach ensures that the client
can better use our regular
updates to Cloud
Early in the implementation
Oracle Partner reviews the in-
scope Modern Best Practice
processes with the client,
providing guidance on key
configuration choices, always
within the context of business
drivers – Cloud Readiness
Assessment
Oracle Modern Best Practice
processes provide standard,
flexible ways of executing tasks
to achieve consistently superior
businessresults. They evolve and
support innovation and exploit
enabling technologies.
Our SaaS Solutions are based on Oracle Modern Best Practice
32

Oracle Modern Best Practice
33
Client
Specific
Business
Impact
Business
decisions
Level 3
business
process
Level 2
process
End to end
process
The Oracle Modern Best Practice processes are the standard end-to-end processes delivered as part of Oracle Cloud. The
purpose is to explain each process at an activity-based level. Clear business decisions and potential business impacts are
stated for each process for discussion purposes.

Reasons to Use Oracle Modern Best Practice (MBP) as basis in
implementations
1. Identify Customer Pains – contrast them with
improvements possible with Oracle Modern
Best Practice
2. Guide trust-building process/solution driven
discussion with the customer to achieve
quick win results
3. Better hone/define customer’s objectives,
focus, & obstacles to success
• Map processes to capabilities
• Craft Digital transformation plans
4. Deploy the implementation based on the
Level 2 diagrams of MBP and drill down to
Level 3 diagrams during implementation.
42

How to Adopt Modern Best Practice?
• Conduct Cloud Readiness Workshop
• Discovery Driven by Modern Best Practice
• Project Scoping by Solution-Driven Approach
• User Familiarization Training
• Process-based solution
walkthrough workshops/CRP
sessions
• Leverage MBP Assets to use or create support
project deliverables
- Publish Solution Briefs
- Assess business impacts
- Video
- Test Scripts
- Training Scenarios
Leverage MBP for Better Implementation & Adoption
The Cloud Mobile Analytics
Big Data
Social The Internet
of Things
43

Familiarisation
with the Solution
Solution
Playback/
CRP
Initial
Business
Impact Assessment Solution Build
Confirmation
Adoption
Strategy
The Evolution of the Business Impact Assessment
Design Choices
Business
Impact Assessment
Completion

Stakeholder
Analysis
People
Change
Impact
Process
Change
Impact
Technology
Change
Impact
Cloud
Adoption
Strategy
Assess
readiness for
change
Sponsorship
confirmed and
leadership
aligned
Stakeholders
identified and
segmented
Categories of
change identified
and mapped to
stakeholders
Communications,
Training, and
User Support
Strategy
Customer
Success
Statement
defined
Understand
vision and
desired
outcomes
The Business Impact Assessment Process

Sample: Key Oracle Cloud Deliverables & Artefacts related to Implementation Approach
Plan and Design Life Cycle Configure and Build Life Cycle Validate and TestLife Cycle Transition and Go Live phase
•Environment Management
Plan
•Implementation Project Plan
•Security Strategy and Plan
•High Level Solution and
Architecture Document
•Test Strategy and Plan
•Data Migration Strategy and
Plan
•Integration Strategy and Plan
Configuration Book Mapping &
Data Mapping
• Configuration Workbooks
• BusinessImpact analysis
•Integration Design Diagrams
•Reports Templates Design
Application Security Matrix
•Instance Mgmt.SOP
•Cut-Over Strategy and Plan
•PostGo Live Support
Strategy and Plan
Updated Design Documents
•Updated Configuration
Workbooks
•UATTest Scripts
•UserTraining Manuals
•Reconciled Data
•Final Documentation

6. Cloud Provisioning & Environments Management
25
Env.Mgmt (Cloud Service entitlement)
• Project Plan milestones/activities in which
POD to be performed
• Resizing requests – when & why?
• Refresh/Cloning
• Qtrly update
• Concurrent patching
• Monthly/Weekly exceptional patching
• Tomanage the different cloud environments
provisioning, updates, service entitlement
activities/processes and integrate with the
project plan and business operations
• Toenvision the cloud architecture roadmap
and blueprint for business, data, technology
and applications to be deployed part of the
project
Learn more:
1) Oracle Applications Cloud Service Entitlements -
https://support.oracle.com/epmos/faces/DocumentDisplay?id=2004494.1
2) Browser Settings (Doc ID 1385107.1)
3) Update policy – Doc ID 1966109.1
4) Quarterly Updates: Preparation and Testing Recommendations 2445338.1

How to build Instance Management Plan

Environments Management Plan - Sample
l
T
Environment Mgmt Manager: Mr/Ms
My Services Admin/ Backup: Mr/Ms
Data Center Fusion Apps (XXXX) -- EU Frankfurt / IDCS --> M2 - Amsterdam Best Practice: DEV / TEST / PR OD (Addl Env depending upon phase/complexity e.g. Parallel Payroll/testing strategy/chg mgmt & training/; /# impl partner )
Update Cadence Fusion (Feb-May-Aug-Nov) ePBCS WMS Quarter y Updates /Major Act ivities (First Friday) (Third Friday)
WMS: ?? Go-Live (<Date>)
ePBCS: Monthly (1st Friday and 3rd Friday) T2T and P2T (Test to Test/Pro d To Test)
ProjctPlan/Activity (week ending) SCM - Region / Update --> Do wntime (hotpatching 24x7 uptime)
July 2020 Augut 2020 Sept 2020 October 2020 November 2020 December 2 020 January 2021 February 2021 March 2021 April 2021 May 2021 June 2021 July 2021
Track Env Name Owner 04- 11- 18- 25- 01-
New
08- 15- 22- 29- 05- 12- 19- 26- 03- 10- 17- 24- 31- 07- 14- 21- 28- 05- 12- 19- 26- 02- 09- 16- 23- 30- 06- 13- 20- 27- 06- 13- 20- 27- 03- 10- 17- 24- 01- 08- 15- 22- 29- 05- 12- 19- 26- 03- 10- 17- 24- 31-
HCM XXXX (PROD/S2 ?? Functionality/releases / qtrly update / VAA /
FIN CU
OVER
FIN POSTGO LIVESUPPORT
XXXX-DEV1 (3r ??
Instance Prep BT
Rea
O CRP 1
d" Review
FIN CRP 1 FIN Repo rt Dev CRP2 Prep CRP2
DryRun CRP2 KUT FIN
UAT1
FIN
UAT2
FIN UAT3-Buffer
XXXX-TEST(Act ??
XXXX-DEV2 ??
WMS (OTM/GTM)-W1
WMS (OTM/GTM)-W2
ePBCS PROD (LIVE SWP - PLANNING?)
TEST (PLANNING)
???? (FCCS Track)
PaaS-OIC Prod (already live)
Test (optional)
Dev1/2/3/4/5
PaaS-DBCS Prod
Test
xxxx
PaaS-JCS Prod
Test
xxxx

Sample Environment Management Weekly Report

Quarterly Updates and Quarterly Schedule
• Quarterly Schedule (QS)
Quarterly updates are applied to your environment as per the QS
MOS : How To Prepare for Your Quarterly Update (Doc ID 2804783.1)
Quarterly Schedule Update 22A Update 22B Update 22C Update 22D
Feb-May-Aug-Nov Feb May Aug Nov
Mar-Jun-Sep-Dec Mar Jun Sep Dec
Apr-Jul-Oct- Jan Apr Jul Oct Jan
• Quarterly Update
• New Features , Functionalities, fixes for known issues are released every quarter,
• i.e in Feb, May, Aug, and Nov.
• Release name is year, Plus A,B,C,D ex: 22A is an update released in Feb 2022

Quarterly Updates
Regular Updates
4 Releasesa Year Feb-May-Aug-Nov
Mar-Jun-Sep-Dec
Apr-Jul-Oct-Jan
IncludedChanges Maintenance
updates and new
features
Cadence 1st Friday :
Test
3rd Friday:
Prod
Outages start 7pm
PT
Mandatory Mustuptake the
release each
quarter
Not able to skip
releases
Can elect monthin
quarter to take to
test and prod
ExceptionFixes
Optional Updates Customercan elect
to take weekly or
monthlybundles
Can be applied just
to test
IncludedChanges Maintenance
updates
Weekly and monthly
bundles are
cumulative –
include all fixes to
date
ME Cadence 1st Thursday:
Test 3rd
Thursday: Prod
Outages start 7pm
PT
Emergencyfixes If critical issue,
processexists to get
emergencyone off
that is applied as
single patch
Environment Refresh
Production to
Test(P2T) or Test
to Test(T2T) copy
Ensure source and
target are at same
patch level
CopyData All data, set-ups,
personalization,
roles
No Code Changes Database copy
only
Plan Request 4-5
Weeks ahead
of Schedule
One scheduled at a
time
Optional Data masking

New Feature Uptake Process
ReleaseSummary
o Updates released quarterly
(Feb-May-Aug-Nov)
o Appliedto test 1st Thursdayof
the month, production 3rd
Thursday
o Keydocuments:
o NewFeature
Summaries (formerly
known as RCD’s)
o What’sNewdoc provides
more in-depth details for
implementation, steps
needed toup takeetc.
o Availableat cloud.oracle.com
o Roadmaps
:https://community.oracle.com/c
ustomerconnect/categories/plann
ing
New Feature
Summary
released
• New products or
major new features
deployed as separate
project on own
timeline
• What’sNew document
outlines for each new
featurehow thatis
deployed: customer
enabled, by default
etc.
Identifynew
features to
takeup with
release -
limitto what
can be done
in test
window +
any
mandatory
changes
Updateapplied
to test
Regression test &
verification of new
featuresto be rolled out
with update
Updateapplied to
production
New products or
major features
4
weeks
prior
to
release
2
weeks
prior
to
release
1st
Thursd
ay of
month
3rd
Thursd
ayof
month
What’sNew
document
released

Sample Resources and documentation for Critical Quarterly update Related to Enabling
Employee Experience at Workplace
• Overview of Journeys
• Journeys forum on Cloud Customer Connect
• HCM Talk Radio: Jump into Journeys in 21C
• Journeys Office Hours Series
• Release Readiness
• 21A, 21C, 21D
• CustomerConnect: Journeys Product Forum, Office Hours,Talk Radio
• “What’s New” documentation: 22A and 22B
• Checklist & Journeys FAQ & Troubleshooting: Doc ID 2662513.1
• Contextual and Guided Journeys: Doc ID 2849296.1
MOS Documents:
1. Doc ID 2662513.1 - Troubleshooting Checklists - Frequently Asked Questions
2. Doc ID 2622728.1 - HR Checklists - How ToVideos
3. Doc ID 2611795.1 - Checklists - Electronic Signature and Transfer to Document Records
4. Doc ID 2583133.1 - Onboarding Checklists - Integration with HireRight
5. Doc ID 2518292.1 - Using Flexfield Parameters in Value Sets for Allocated Tasks in Checklists
6. Doc ID 2486626.1 - Onboarding Checklists - Integration with DocuSign
7. Doc ID 2643052.1 - HCM Responsive User Experience Uptake Tool

Dynamic Skill to Enable Employee Experience at Workplace
Oracle has built SkillsTech into the entire HCM Platform
Skills Nexus, which is an intelligent skills toolkit to define, curate, and organize your skills. It starts with a
global skills inventory that is tailored to the organization based on its own HR data, job titles, competencies,
and industry language. It then uses Oracle’s AI to normalize, curate, and identify skills on an ongoing basis.
It can find job title variants, identify “unseen skills,” and recommend merging multiple variants of the same
skill.
Skills Advisor, which is the matching technology that uses skills data to recommend learning, job moves,
pay changes, or other important business processes.
Skills Center, which is a place where employees can identify their skills gaps, proactively improve their
skills, and manage their own career and work experience.
Using skills to reshape the future of work
• Conduct an enterprise wide skills assessment
• Apply skills assessment knowledge across talent processes
• Encourage employees to maintain up-to-date profiles

A continuous journey from hire to retire
Understand, align, and keep skills current
Copyright © 2021, Oracle and/or its affiliates . All rights reserved.
Personalized embedded,
continuous learning
across all talent processes
Always-on AI-enabled
recommendations for
connections, coaching, and
career development
Allow candidates to share
their skills in the
language of their
prospective employer
All skills - acquired and inferred – continuously updated in your profile for optimized, always-on opportunity matching
Pre-boarding,
on-boarding and post-
hire journeys
57

Orace AI Apps "Pervasive AI" Use Cases 22 B -Update
The above is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should
not be relied upon in making purchasing decisions. The development, release, timing, and pricing of any features or functionality described for Oracle’s products may change and remains at the sole discretion of Oracle Corporation.
ERP
Payables
• Intelligent Document Recognition
• Intelligent Payment Discounts
• Intelligent Account Combination Defaulting
• Intelligent Invoice to PO Line Matching
• Intelligent Payment Discounts – Campaign Management
• Intelligent Duplicate and Outlier Transaction Detection
Expenses
• Smart Expense Audit
Receivables and Collections
• Intelligent Customer Delinquency Predictions
Procurement/Supply Chain Management
• Mappable scoring criteria
• Supplier scoring template
• New Supplier Registration
• Additional Risk Data
• Self Service Onboarding
• Additional Data (incl Risk Signals)
• Multiple Scores
• Tax payer ID Matching
HCM
Recruiting
• Best Candidates
• Similar Jobs for Candidates
• Jobs for Applicant
• Similar Candidates
• Time to Hire
• Skills Advisor for Job Requisitions
• Skills Advisor for Candidates
• Best Compensation To Fill A Position
Talent Management
• Skills Advisor for Job Profile
• Best Roles (Employee to Careers
• New Skills Courses For Employees
• Core Skill Recommendation For Mgrs
• Skills Curation Connsole
• Skills Advisor for Gigs
• Talent Best Match using Skills
• Recommend Employees for a Career
• Succession Planning
• Recommend Career Ambassadors
• Recommend Gigs for Employee
• Recommend Job requisitions for Employee
• Skills Advisor for Learning
• Recommend Career Ambassadors For Selected Career
• Recommend Career Ambassadors For Selected Skill
• Recommend Gigs for Selected Skill
• Recommend Job Requisitions for a Single Skill
Learning
• Automatic Skills Tagging (Courses)
CX
Sales
• Opportunity Win Probability & Rec’d Actions
• Lead Conversion Probability
• AI Sales Admin Management
• DataFox for CX Sales
• Account Enrichment
• Smart Talking Points
• Account Smart Data
• Sales Product Recommendations
• Opp Win Probability - Custom Field Support
• Lead Conv Probability - Custom Field Support
• Sales Product Recommendations - Enhancements
• AI Sales Admin Mgmt - Coexistence with D&B
• DataFox For CX Sales
• Multiple Account Scores
• Smart Account creation
• Bulk Match/enrich
• CX Unity – initial integration
• Self-Serve Onboarding
Marketing
• DataFox Account Sync in Eloqua
• DF Signals in Eloqua
• Company enrichment webforms
• Multiple Account Scores
• DF in Account Profiler
• Df IN Account Dashboards
Service
• SR Similarity
• SR Classification B2B – Email
• SR Classification B2B/B2C – Any Channel
• SR Classification B2B – Email (GA)
• SR Classification B2B/B2C – Any Channel (GA)
• Bert Knowledge Search B2B
• Knowledge Search Excerpts B2B
• Knowledge Similarity B2B
• SR Issue Discovery
• SR Language Detection
STATUS
Available for Customers Now
Committed Availability Date
In Development, No Date Yet
AI-UX
Fusion-Wide Services
• Suggested Actions
• Newsfeed Suggestions
• Suggested Actions/ADF Workflows
• Actions for ‘Ask Oracle’
• Redwood Admin UI
• Track System Events & Predict Likelihood
• Suggested Actions Page/Workflow Context
• Suggested Input
• Smart LOV via Redwood
• Predicted Inputs for Currency & Account LOVs
• Context-based Predictions for LOVs
• Suggested Search
• Predicted Search Inputs
• Ranked Search Results
58
General
• Learning to Rank
• Scoring
• Refine Recommendations
• Improved Ingestion Performance
• Enhanced Intelligent Matching with Skills
• AI Metrics & Performance

14 Copyright © 2021, Oracle and/or its affiliates. All Rights Reserved.
 Monthly updates for Fusion (upon
request)
 Concurrent updates is also
available upon request (patches all
environments at the same time)
 Include regression testing for
updates in your project plan
 Request an environment usage
evaluation of your production
environment prior to go-live (test
environments have this option too)
 Do not configure in production
until go-live
Implementation Best
Practices
Project Plan + Instance Plan

• The successful implementation of a new system is directly related
to an organization’s ability to accept and adapt to change.
• Implementing new technology is a complex change that has far
reaching impact on business processes, people, technology, and
infrastructure.
• Ultimately, the best technology coupled with the best business
processes will result in a huge loss if the PEOPLE are not prepared
or willing to move forward with the new way of doing business.
• You must ensure that business goals, IT, and people
are synchronized with the change at hand.
7. Change Management in Cloud Projects
• Increased user acceptance
• Smoother transition to the new technology
• More effective integration between business & IT
• Better ROI

Aligning Cloud-Specific Activities with Change Management
• Alignment of vision and defining measures
• Impact assessment of business processes
• Training
• Expectation management on requirements
• Capability and capacity building
• Post go-live operational support model
• Project objectives and KPIs: Success Plans
• Adoption of modern best practices
• Train the trainers to become change agents
• Product roadmaps, solution drive, no customization
• Knowledge Transfer through Iterative workshops
• Oracle Support & Partner Managed Services
Cloud Specific Activities
Change Management Activities

Who is impacted by the project?
Project
Team
Employees
Team
Leaders
Human
Resources
IT
Executives
Customers
Suppliers
Transformation
Project
Identify
stakeholders

Leading Practices – Organizational Change Management in
the Cloud
• Identify stakeholders
• Assign ‘Change Champions’ for each area
• IT, Functional Areas, Line Managers, Employees
• Onboard Change Champions
• Enthusiastic
• Negative
• Map change impact to each group
Cloud
Recruiting &
Onboarding
Payroll
Human
Resources
Recruiting
Tax
Finance
IT
Helpdesk
Legal
Stakeholder Context Diagram
Training &
Development
Employees Accounting
• People

Questions we should ask for each process?
Type of Change Description of Impact Level of
impact
• Is this a new process?
• Or is this a change to an existing process?
• Do we do away with existing processes?
• Do any policies and procedures need to be changed?
• Will there we new ways of working?
• Will there be new measurements?
• Will there be changes in the required skills?
• Will people need training or coaching?
• What changes in culture and behaviour are required to
support new ways of working?
• Will there be changes in reporting lines?
• Will there be new roles or teams?
• Will there be changes to responsibilities?
• Will existing technology be used differently or replaced?
• Will new technology be implemented?
Processes
People
Technology

the Cloud
Project
• Include Organizational Change Management as
its own workstream
• Build dependencies into the project plan
• Include process training, along with features and
functions
• Identify dedicated and effective bi-
directional communication tools
• Leverage Modern Best Practices (adopt the system
rather than adapt it)
• Embrace Oracle’s continuous innovation
• Build regular updates into the project
plan
• Plan for phased adoption of optional
features
• All countries need to buy into the new global
processes
Change Management
Communication
Lead
Training Lead
Change
Management SME(s)
Change
Management
Leads
• Project
57

Fusion is built on a set of documented and
standard Business Process Models. Use
these as the basis for:
1. “ToBe” Business Process Flows
2. Standard Operating Procedures – SOP
3. User Training
4. Test Plans and Library
22
Leverage Modern Best Practices
Standard user activities and task flows • Project
Oracle Fusion Business Process
Models: Homepage
(Doc ID 1542019.1)
Why? Why Not? How? What?

Go Live
Start Training and
Communications
Evaluate Business Process
and Configuration
Define Stakeholder Groups
and Impact on these groups
Determine actions:
Training/Communicatio
n/User Support Strategy
67
The Road to a Successful Adoption
67

the Cloud
Awards/Events/Project
Naming
‘Continuous’
communications
Heavy involvement from
end-users during
configuration and
testing
Dedicated portal, user
guides, quick cards,
videos
Business and / or IT
driven change requests
reviewed and prioritized
Risk, Assumption, Issues
and Dependencies logs
(RAID), status reports
and meetings with all
key stakeholders
Training/Information
Sharing/Helpdesk
• Project
Examples of Customer Activities

New Ways of Working
Change management activities should be embedded and integrated throughout
the implementation life cyle.
Organizational Change Management
Design Build
Go-Live
Test Design Build Test Design Build Test
Rel.
1.1
Final
Release
Go-Live
Go-Live
Rel.
1.2
Cloud
• Project

Resource Planning should be done in line with Project Plan
• Experienced Project Manager on both Customer & Implementation Partner
• Solution Architect (Specially for Multi Pillar Engagements)
• Functional/Technical/Integration Resources (1:1 Customer & Partner)
• PaaS Resources (DBCS/JCS/VBCS/OICS)
• Customer Business User Teamempowered to make decision and provide timely sign off.
• Harmonization of Process across country/business unit
• Chart of Accounts, Enterprise Structure, etc
• Other Important Leads
• Security Lead
• Organization Change Management Lead / Change Champions/Change Agent
• Environment Mgmt Manager
• Testing Lead - UAT
23
8. Experienced Oracle Cloud Skills Resources & RACI Matrix

Experienced Oracle Cloud Skills Resources & RACI Matrix … contd
RACI Matrix (Responsibility Assignment Matrix)
R = Responsible (also Recommender)
• who do the work to complete the task.
• at least one role who is responsible, although others
can be delegated to assist in the work required.
A = Accountable (Approver or final approving authority)
• One ultimately answerable for the correct and thorough
completion of the deliverable or task
• There must be only one accountable specified for each
task or deliverable.
C = Consultanted
• Those whose opinions are sought, typically SME; and
with whom there is two-way communication.
I = Informed
• Those who are kept up-to-date on progress, often only
on completion of the task or deliverable; and with whom
there is just one-way communication.
24

LIFECYCLE RESPONSIBILITIES CUSTOMER
ORACLE
CUSTOMER
SUCCESS
IMPLEMENTATION
PARTNER
ORACLE
SUPPORT
Provisioning
Acknowledge the Oracle Welcome Letter for the solution provisioned.
Assignment of admin roles for both Customer and Implementation team,
as applicable.
✓
Onboarding
Set up welcome kick-off meeting to provide key information about your
Cloud subscription and to introduce key resources, such as Oracle
Connect and Oracle Support. You will learn the details on how to engage
with My Oracle Support, how to plan for Software Updates, as well as get
an introduction to Oracle Services available to you.
✓
Introduce the Customer Success role and services.
✓
Create a Success Plan to outline your business transformations goals,
resources and time needed, as well as key metrics to measure success.
✓ ✓
Agree on a governance model and identification of key stakeholders
and resources.
✓ ✓
Roles and responsibilities

LIFECYCLE RESPONSIBILITIES CUSTOMER
ORACLE
CUSTOMER
SUCCESS
IMPLEMENTATION
PARTNER
ORACLE
SUPPORT
Implementation
Manage the implementation, reporting on your project status and
monitoring the project. Includes raising Services Requests (SR) to My
Oracle Support. ✓ ✓
Assign a focused team of experts through the Implementation
Support Program to help with the prioritization of critical Services
Requests (SR) during the implementation. ✓
Establish a customer project team and commit resources
responsible for testing and verifying the solution throughout the
implementation process. ✓
Plan for user training, communication rollout and change management.
✓
Manage Service Requests through My Oracle Support.
✓ ✓
Go Live
Approve Go Live.
✓
Prepare and Handover for Run and Operate.
✓ ✓
Celebrate the Go Live event and other external activities. ✓ ✓ ✓
Roles and responsibilities

• Decision on SSO/ List of HCM Users / Fin Users List/SCM User List prior to Config/Testing
• Decision on Multi Factorial Authentication -Mostly Finance Users
• User scalability/monitoring via Self Service (Oracle Cloud invoicing for subscription usage)
• SR for Cloud Penetration Testing Report, if your IT security team ask for it.
PaaS Customization - Portal Security
• SSO can be enabled between a SaaS and PaaS service only, with SaaS service having the function of
Identity Provider and PaaS service acting as Service Provider.
• SSO can be enabled between JCS Weblogic and another SaaS service such as Fusion service.
• VPN between PaaS Services and your network, if required
27
9. Cloud Security, Identity & User Management

Cloud Security, Identity & User Management
• Include Security Tasksin the Project Plan Based on the Scope:
• VPN
• IP whitelisting
• SSO enablement
• Data Masking
• Storing Credit Card Details
• Break Glass
• Multi Factor Authentication
• Establish A User Security Matrix and Approach to Security Prior to Configuration Testing

• Since Oracle is providing the service, involve and
engage Oracle key stakeholders in the project
governance structure.
• Ensure the Cloud project governance structure is
transitioned to post go-live realization and
sustenance phase to benefit from the continuous
quarterly innovations and improvements.
• Assign Roles & Responsibilities
• Implement governance processes (Risk, escalation,
Status reporting, communication, issue mgmt.,
Change Control procedures, etc...)
Project
Governance
Partner
Customer Oracle
10. Project Governance

Transformational projects - Sample
T1: Executive Sponsors
Meet Monthly/Quarterly
Set Goals and Objectives
Ensure organizational alignment
T2 : Program Mgmt
Meet Weekly/Monthly
Track Progress
Review Solutions
Resolve or Escalate Issues
T3 : Project Delivery
Meet Daily/Weekly
Day-to-day project planning
and execution
√
Product Workstream : 1
Product Workstream …
Product Workstream : n
Project
Managers
LOB Prog
Mgr
IT Progam
Mgmt.
Cloud
Operations
Oracle
Support
SME
SME
SME
Cloud
Architect
Cloud
Architect
Issue
Manager
VP LOB
VP IT Program
Manager
Exec Sponsor
Lead
Lead
Lead
Arch/lead/exec
Pillar CSMs
Partner
Customer Oracle
Business
Transformation
Change
Management
Integration
Security
Data
mapping/lo
a
d
Arch/lead/exec
Arch/lead/exec
T:Tiers
CSM/ CSI
Cloud Project Governance Framework
*Governance framework may vary based on the project plan and implementation specifics.
Executive
Sponsor
CSI

11. Cloud Risk Management
• Identify the Risk at every phase of Implementation
• Resources
• Un-Realistic Project plan
• Scope Creep and sign-off
• Lack or Poor Documentation
• Expect the Unexpected (COVID-19)

Determine the data management
model and the migration strategy
and plan to retain historical and
transactional data.
Understand key considerations
to prepare for data
transformation & migration.
Depict the data management &
migration validation checkpoints
on the project plan and create a
data strategy.
12. Data Management & Data Migration
Golden rules for successful data migration
• Clearly define the scope of the project.
• Minimize the amount of data to be migrated.
• Profile and audit all source data in the scope before
writing mapping specifications.
• Secure sign-off on each stage from a senior business
representative.
• Aim to volume-test all data in the scope as early as
possible at the unit level.
• Allow time for volume testing and issue resolution.
• Keep a total focus on the business objectives and
cost/benefits throughout the migration period.
• Plan at least two cycles of mock data migration to
ensure identifying major data issues prior to go-live,
rehearse the Data migration during, Rehearse Data
Migration in SIT & UAT
• SIT/UAT to have clear visibility of timing and process
67

Key Considerations: Data Management & Data Migration
Start Conversions &
Interfaces ASAP
Consider data volume,
environment sizing,
and plan your cut-over
timings based on your
mock-run results
Plan for At Least Two
Iterations of
Conversion &
Integration Testing
Clearly Define the
Scope, Resource
Requirements,
Cleanup & Ownership
Contact Third Parties
Early in the Project
Follow a Transform &
Shift Approach to
Migration

Perform SIT & UAT
 Document issues and bugs
 Prepare validation checklist
 Define acceptance criteria
 End to End functional testing
 Obtain Go/No Go decision
• A comprehensive testing approach and
strategy, with sufficient details, cycles, and
data coverage, should be started early
during project start-up.
• Develop a continuous testing strategy and
plan that goes beyond the UAT validating
and testing phase and incorporates
updates testing during and after the
project completion.
• A testing tracker and dashboard should be
created and used for all testing cycles.
• At least 2 test cycles should include
integration testing between the Oracle
Cloud and the external systems.
70 Copyright© 2022, Oracle and/orits affiliates
13. Continuous Testing Strategy & Plan

Continuous Testing Strategy & Plan
Effective Toolto track Product/Process issues;
Project Issues & Risks
• Todevelop a continuous testing strategy and
plan that goes beyond the UATvalidating and
testing phase and incorporates updates-testing
during and after the project completion.
• Consider at least 2 Full cycles of Data Migration
in UAT
Perform Unit Test
• Use small sample data set for easier
debugging
• Debug data loading issues with every iteration
• Perform functional testing of import data via
UI and any downstream Process
Perform SIT & UAT
• Document issues and bugs by object
• Prepare validation checklist
• Define acceptance criteria
• e2e functional testing
• Obtain Go/No Go decision
Learn more:
Quarterly update prep and testing
recommendations 2445338.1

Copyright © 2021, Oracle and/or its affiliates. All rights reserved.
Continuous Testing Strategy & Plan
Develop a continuous testing strategy and plan that goes beyond the UATvalidating and testing
phase and incorporates updates testing during and after the project completion.
Functional Testing
Unit, System
Data Conversion
Extensions
End-to-End (SIT)
Regression
Non-Functional
Testing
Documentation
Performance
Security
User Acceptance Testing
Operational Readiness
Continuous Post Go-Live

Training & Knowledge Transfer Strategy & Plan
34
Knowledge Transfer:-
• Documentation for Requirement Gathering and
Sign off documents
• Design Documents
• Functional Documents with screen shots of
configuration
• Technical Documents (Integration
Documents with Interface details; XML
Samples; Source and Target WSDL; Custom
Code)
• REST API Used
• Weblogic Server Details with login credentials
• DBCS Login details with identifier
• JCS/VBCS Login details with identifier
• Source Code Repository
• Source Code Version History and Naming
Conventions
Training for
• TestScripts
• User Training Documents
• Integration TestScripts
• Performance TestReports (Optional)

Training Plan
Project Vision,
objectives,
benefits, KPIs
Stakeholder Analysis
Assess Impact
The steps towards a training plan
Training Strategy
Start here

Training for:
 Familiarization Workshops
 Test Scripts
 User Training Documents
 Integration Test Scripts
 Performance Test Reports
Best Practices
• Key project team members should attend
application training on all products being
implemented
• Training plans to be created for new team
members and for new features and
functionalities being rolled out
• Ongoing Change management plans
developed and incorporated for new features
and functionalities
• Knowledge Transfer Document / Checklist
should focus on daily activities and
configuration setup
14 .Training Strategy

PU
A
EU
HD
End User
Power User
Admin User
Help Desk User
ROLES
Configure &
Build
Transition &
Go Live
Sustain & Realize
Plan & Design
Analyze & Prepare
CLOUD
LIFECYCLE
ROLE
&
CONTENT
Application
Functionality
Core TeamTraining
Validate
& Test
Business Processes New Release
& Updates
PU Core Business
Processes Base
Step Guides
Core Team
Training
& familiarization
sessions
Cloud On-
boarding
Training Needs
Assessment
A
Core Team Training Break-
out Familiarization
Sessions
Context-based Preparing
for Configuration
Business Processes
Configuration walk
through
Instructor lead training or
OU Learning Subscription
PU
A
Customer Training Links
Customer Help Desk Process
EU End User Training
Sources:
• Step Guides
• Interactive Guide
• OLS Videos
• LaunchPad Articles
• Customer Policies
• Business Process
• Customer Help Desk Process
PU
HD
A
Updates Guides and
walk-throughs
New Features Opt-Ins
New Business
Processes
Cloud Administration
& Monitoring Refresh
training
EU
PU
Developing a Continuous Training and Learning Framework
Across the cloud delivery life cycles for SaaS applications

15. Sustainment Plan and Adoption Strategy
Ready to Go Live?
Instance
Management
Organizational
Change Management
Cutover Logistics Solution Components
Reports Security & SaaS
Usage
System Maintenance Post Go-Live
Helpdesk & Support

Cloud Project Challenges vs Cloud Project Success
Poor Expectation Setting
Improperly Defined Scope
Lack of Executive Sponsorship
Cloud Service Issues
Poor Objective and KPI Setting
Lack of Resources or Cloud
Skills
Inappropriate Staffing
Lack of Change Management
Plan
Low Executive Involvement
Lack of Cloud Advocacy
Proactive Communication
Well Defined Scope
Effective Process
Management
Proven Method
Proactive issue & risk
tracking
Dependable work plan
Experienced Project Manager
•Steering Committee, Team Meetings, Status
Reports
•Agreed and signed off on by all decision
makers
•Defined escalation processes, change
orders, effective documentation
•A repeatable, predictable methodology that
the clientunderstands
•No Surprises! A dependable method for
tracking and resolving
•As a working document, the work plan is
updated and shared daily
•Find a mentor if this is not you
• Sponsorship through customer and partner,
as well as inclusion of Oracle stakeholders.
Active Sponsorship
Drivers of an Unsuccessful Cloud Project Components of a Successful Project

Innovation increasingly complements Oracle solution to speed up
Business transformation with Agility
54

Thank you
Text

Business
Innovation increasingly complements Oracle solution to speed-up
transformation with Agility
54

Structured / Independent
Cloud Learning Subscriptions
3,000 Hours Of Content | 87 Cloud Services
In The Flow Of Work / In Application
Oracle Guided Learning
Curated Micro-learning | Standard / Customized Guides
Why Learn from Oracle University?
• Over 2000 in-depth training courses covering the entire Oracle Stack
• Aligned with every Oracle Cloud update
• Complements training provided by Systems Integrators
• Flexible learning options covering all role-types
Oracle University Cloud Enablement Solutions
Digital Learning & Certification ToEnable Business Success

Oracle Cloud Learning Subscriptions
Online, video-based learning covering the entire Oracle Stack
Microlearning Content
Instructor Delivered Videos
Multi-Language Captions
Labs & Course Materials
Empowers employees with skills to be
self reliant through implementation and
Cloud updates:
• Oracle Expert Instruction & Interaction
• Instant Labs for Hands on Practice
• Translated Content
• Included Certification Exams
• User Analytics
Provides 24/7/365 access to cloud
content by key roles:
• Project teams
• Administrators
• Power users

Oracle Guided Learning
In-application guidance to accelerate your Oracle Cloud SaaS enablement
Oracle Guided Learning delivers immediate value
throughoutthe entire cloud life cycle
• Users are immediately productive from day one
• Reduces adoption costs over cloud term
• Easily configured and personalized
• Updated with every Cloud release
Embedded training content
In-Application Messaging –
orientation, events, system or
process changes
Step-by-Step Guides
Bring learning content from
your LMS, websites, policies or
applications
List of
Role-Specific Guides, displayed in context
Providing benefits that enable you to focus on
your priorities
• Learning and guidance in the flow of work,
converging learning and business process docs
• Integrated with Fusion for enhanced security,
mobile capability, and analytics for
benchmarking
• Deployed quickly and easily with base content
updated for every release
• Deployment flexibility: with managed service
and/or self-service options

Leverages emerging
technologies: IoT,AI,ML,
Social, Blockchain, Mobile,
Analytics
End-to-end across the
organization business
areas and industries
Articulates how to execute in
order to achieve radically
superior results by line of
business
Next-generation digital
business processes
supported by strategies, and
thought leadership to guide
digital transformation /
modern business
Todrive solution-driven implementation approach
What Are Modern Best Practices?
The original book on Oracle Modern Best Practice is now in it’s third edition and is available at https://go.oracle.com/LP=2911

Modernizing applications and implementing change
Design with Oracle Modern Best Practices
www.modernbestpractice.com
220+
Open, Standard, Free

Cloud Implementation Readiness
Recommended Enablement for Oracle Applications Cloud – Fusion Applications
Project Managers (Essentials)
 Onboarding and Planning Essentials for Oracle Cloud Applications
 Implementation Best Practices
 Hosting policies
 Fusion Applications Environment Management Best Practices with EMBP
Template
 CCS: Delivering Effective Iteration Workshops using MBPs Solution Driven
Approach
Project Manager (Recommended)
 Ensuring a successful implementation of your Oracle Cloud solution
 Cloud Project Management Practitioner Course
 Fusion Cloud Implementation Success Toolkit
 Cloud Portal Onboarding
 Oracle Cloud Support Specialist Training & Assessment
Useful Resourcesfor Architects
 SaaS Oracle Architecture Center
 A-Team Chronicles
Implementation Consultants (Essentials)
 Oracle Cloud Learning Subscriptions (CLS) – Certification
 Oracle Partner Network Learning Center
 Live Sessions - Implementation Workshops
 Cloud Customer Connect – Readiness, Planning and, Idea Lab
 Oracle Cloud Applications - Help Center
Implementation Consultants (Recommended)
 Oracle Learning Explorer (By Pillar for new consultants)
 Oracle Customer Success Home Page
 Cloud Applications Implementation Readiness Ramp Up Series
 Modern Best Practices
Recommendation: Please check the pdf logo for more details on the above resources.
Implementation
Readiness
Partner-led implementations

Implementation Specialists / Consultants
Cloud Portal Onboarding
Oracle Learning Explorer (By Pillar)
Oracle PartnerCast (by Pillar, Demo Briefings)
Oracle Cloud Learning Subscription (CLS)
Live Sessions - Implementation Workshops
Fusion Cloud Applications Implementation Workshop
Forums – Ask Questions to trainers
Sales Central Value Navigator & Modern Best Practices
Cloud Customer Connect – Readiness & Planning TAB
Oracle Customer Success Home Page
Oracle Communities (Log in for Partners)
Cloud Applications - Oracle Video Hub
Oracle Cloud Applications - Help Center
Architects
SaaS Oracle Architecture Center
99
A-Team Chronicles
Learning & Enablement Essentials
Project Managers:
Cloud Project Management Practitioner Course
Implementation & Management Series
Ensuring a successful implementation of your Oracle
Cloud solution
Implementation Best Practices
Organizational Change Management for Cloud
Applications
All
Cloud Environment Provisioning & Management –
Refresher & Latest updates
Onboarding and Planning Essentials for Oracle
Cloud Applications (MUST)
Oracle Cloud Support Specialist Training & Assessment
Oracle Support Essentials Series
Get Started with Technical Support (B2C CX)
EMEA ConnectX Webinars | Oracle
Partner Implementation Readiness

CX
CPQ Partner Sessions - Feb 2022
Topliners (Eloqua, Responsys,
Maximizer, Infinity, CrowdTwist,
Unity)
CPQ (Big Machine) HELP
Oracle Field Service - Optimization
Best Practices
OracleFieldService SDD Guidelines
CX - RightNow - Using the Agent
Browser
100
ERPM/SCM
Oracle Cloud ERP Masterclass
SaaS MasterClass Session 3:
Architecting & Implementing
Oracle SCM Cloud
HCM
2021 HR Summit - Replays
2022 Oracle Learning Summit -
Replays
Oracle Cloud HCM Masterclass
Partner Implementation Readiness
Recorded Trainings & Enablement Sessions by Pillar

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