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All rights
reserved.
Oracle R12 Upgrade Guidance
Pam Fisher, Oracle Consulting Senior Director
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
3 Copyright 2011, Oracle and/or its affiliates. All rights
reserved.
material, code, or functionality, and should not be
relied upon in making purchasing decision. The
development, release, and timing of any features or
functionality described for Oracles products remains
at the sole discretion of Oracle.
Table of Contents
What is an R12 Upgrade?
When is an R12 Re-implementation required?
R12 Re-implementation vs R12 Upgrade
Key Activities of an R12 Upgrade
Approach and Methodology for an R12 Upgrade
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Approach and Methodology for an R12 Upgrade
Governance Structure for an R12 Upgrade
Key Focus Areas
Detailed Case Study
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What is an R12
Upgrade?
5 Copyright 2011, Oracle and/or its affiliates. All rights
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What is an R12 Upgrade?
An R12 Upgrade is when a current 11.5.x Oracle EBS Customer wants to upgrade their
current Production instance(s) (Both configurations & data) to an R12 Release
The Upgrade always includes an Application upgrade (R11i to R12)
The Upgrade sometimes includes a Database upgrade this depends upon the
Customers current database version
Oracle Development has released Upgrade Scripts which are run against the R11i
Instance. These scripts perform the following:
Move R11i configurations & data to R12 tables / fields, where applicable
Populate new R12 tables / fields, where applicable (Example: SLA tables)
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Populate new R12 tables / fields, where applicable (Example: SLA tables)
After the Upgrade, the instance contains the following:
All R11i data within the old R11i tables
New R12 tables / fields populated with configurations & data, where applicable
Latest R11i CEMLI code, prior to the upgrade
Latest R11i Patch sets, prior to the upgrade (includes Localizations & installed Languages)
There are both Pre & Post Upgrade Tasks that are required to be performed in order to
have a functioning instance. These will be discussed in detail within this presentation.
EBS 12.1.3
Upgrade Paths
Release Release
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12.1.2 12.1.2
12.1 12.1
Next Release Next Release
12.1.3 12.1.3
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12.0 12.0
11.5.9 and below 11.5.9 and below
11.5.10 * 11.5.10 *
Types of R12 Projects Initial Scope
R12 Technical
Upgrade
Pure Like for Like
R12 Upgrade
Plus
Upgrade + Optional
R12 features and/or
new applications
R12
Reimplementation
Fastest Timeline
1 2 3
Upgrade of their current Oracle 11i
EBS Production environment to R12x
Yes Yes No
Update Mandatory R12 Feature
Yes Yes Yes
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Update Mandatory R12 Feature
Configurations
Yes Yes Yes
Configure Optional R12 Feature
Configurations
No Yes Yes
Retrofit existing broken CEMLIs
Yes Yes Yes
Retire existing CEMLIs with new R12
Feature functionality
ONLY if it does not
impact the Project
Timeline or Resources
Yes Yes
Large Design / Build Phase
No Yes Yes
Typical Questions We get from Clients
Question Answer
Does all of my R11i information come over to R12? Yes
Including CEMLIs code, Reports, Patches,
Responsibilities, etc
Yes
Why do my custom reports work for historical data,
but not new data?
The data within the R11i tables is still within the
R11i tables pulled by the report. The new R12
transactional data is placed within the new R12
tables; therefore, the report must be retrofit to
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include the relative R12 tables as well (this includes
DISCO Business Areas)
Does the instance size grow after the upgrade? Yes we have seen a growth anywhere from 30% -
80%. This is dependent upon each clients
instance. The more Payables & Assets data, the
bigger the growth.
What is the fastest, least risk way to get to R12? R12 Technical Upgrade if no COA or
Organizational change is required
Do all my business units have to upgrade at the
same time? Do I have to go Big Bang?
If they are all within 1 instance, then all must be
upgraded at the same time. You cannot partition an
upgrade within an instance.
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Re-Implementation or
Upgrade?
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When to Re-implement:
Redesign of Organizational Structure
Introduction of new Functionality/Significant changes to configuration
Redesign of Chart of Accounts Structure
Data corruption issues
Extensive Customizations to previous release
Re-implement or Upgrade?
High-Level Rule of Thumb
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Elimination of Legal Entities, (Mergers and Acquisitions)
When to Upgrade:
Minimal Data corruption in legacy system (due to customizations)
No current demand or design for Subledger Architecture or MOAC can
utilize current R11 configurations. Implement than Optimize Approach
Minimal changes in application configuration
Minimal Integration issues between third party applications
1. Decrease Downtime Configure & Prepare new R12 Production
instance prior to cutover
2. Infrastructure Requirements - Purchase, configure, test new
Production, or Production-Like, infrastructure
3. Data Conversions Design, Build, Test Master & Open
Transactional data conversions from R11i to R12
4. Application Configurations Design, Build, Test mandatory
R12 Re-Implementation Facts
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4. Application Configurations Design, Build, Test mandatory
R12 Application Configurations such as SLA, Ledger Architecture,
eBus Tax, MOAC, etc.
5. Business Transformation / Standardization Opportunity
to design & build business transformational & standardized
processes
6. Change Management Design, build, communicate
organizational transformation impacts
1. Testing Events (including Performance Testing) Same,
but less coordination for R11i Production copies, Pre-Upgrade Tasks
& Patching
2. RICE Retrofit Same, but more opportunity for retirement since
designing / configuring environment from scratch
3. Data Quality / Cleansing Opportunity Key advantage from
both historical and custom data perspective
R12 Re-Implementation vs Upgrade Activities
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4. Transition & Contingency Planning More flexibility
5. SOx / Internal Audit Additional reviews / coordinated efforts
6. Governance / Project Organization PMO will remain the
same, but Project Organizational Structure & resource requirements
will be different
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Key Activities of
an R12 Technical
Upgrade
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Upgrade
1. Upgrade of the Applications / Database Upgrade Lab DBA Team
2. CEMLI Retrofit Upgrade Lab Technical Architects
3. Update Configurations Functional Team
4. Update Test Scripts & Test Upgrade Lab Testing Team
5. Change Management / Training Change Management Team
Key Activities of an R12 Technical Upgrade
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5. Change Management / Training Change Management Team
6. Governance / Project Management PMO
Optional:
a. Automated Testing Upgrade Lab Testing Services
1. Upgrade of the Applications / Database Upgrade Lab DBA Team
a. The Experts - All they do is run/support R12 Upgrades 24 x 7
b. Team works remotely via VPN access to Customer hardware
c. Approach is Nearshore Management + Offshore support, around the clock monitoring
d. Monitor the Upgrade scripts + tune them, where appropriate
e. Support the upgraded instance including CEMLI migrations, patching, Oracle Support SR
technical requests, etc
f. Perform at least 4 - 5 Upgrade rounds during the Project in order to work through issues
and ensure Production downtime is kept to a minimum
Key Activities of an R12 Technical Upgrade
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and ensure Production downtime is kept to a minimum
g. Nearshore Team will come onsite for one week and train client DBAs on how to patch,
clone, etc on R12 environments
h. Deliverables Provided:
i. Pre / Post Upgrade Detailed Task List (TE.085)
ii. This same deliverable is updated & provided after each upgrade round
i. Resource Timeline:
i. Upgrades Only resources required for each Upgrade Round + 1 month instance
support
ii. Upgrades + R12 Instance Support project timeline duration
2. CEMLI Retrofit Upgrade Lab Technical Architects
a. Run CEMLI Discovery Tool within Customers instance to provide the listing of
customer specific CEMLI objects that will require retrofits in R12
b. Lead the CEMLI Impact Analysis to review each CEMLI and determine their
disposition code for R12
i. Will work As Is
ii. Requires Retrofit
iii. Eliminate CEMLI with R12 Functionality
c. Key Asks from the Client
i. Need the R11i Functional and/or Technical Design Documents for each CEMLI
Key Activities of an R12 Technical Upgrade
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i. Need the R11i Functional and/or Technical Design Documents for each CEMLI
ii. Have they kept the Design Docts up to date since the implementation
iii. If documentation does not exist, need a Technical Workshop where the client
Tech team describes each CEMLI, purpose, complexity, maintenance effort,
business use volume (daily, monthly, etc)
d. Deliverables Provided:
i. ME.010 CEMLI Impact Analysis Results
ii. ME.110 CEMLI Team delivers a document describing all changes made to the
CEMLI code
e. Resources Timeline:
i. Depends upon volume of CEMLIs requiring Retrofit & Support
ii. Normally full team from project start through 2
nd
/ 3
rd
test event, then downsize
through go-live
3. Update Configurations Functional Team
a. First Upgrade / Impact Workshops
i. Updates the System Administration mandatory configurations in order to log into the
applications / operating units properly
ii. Unit tests the instance to see what is broken
iii. Reviews & Updates the additional mandatory configurations relative to the
Application Footprint and retests
iv. Discuss current business processes & pain points
v. Explains R12 Mandatory Features vs Optional Features **Scope Control Area**
b. Review of CEMLI Descriptions map to R12 Feature functionality & determine
configuration impact
c. Review R11i Test Script Inventory for completeness. Assist in creating new Test Scripts,
Key Activities of an R12 Technical Upgrade
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c. Review R11i Test Script Inventory for completeness. Assist in creating new Test Scripts,
where applicable
d. Lead the SuperUsers through the Testing Events
e. Train the Trainer Approach train the SuperUsers on the R12 Changes during the 1
st
&
2
nd
Test Events
f. Lead the effort on any Oracle SR Resolutions
g. Support the CEMLI team with functional R12 questions
h. Deliverables Provided:
i. MU.110 Application Configuration Change Document - provides a listing /
description of the Mandatory Configuration Changes required per Application within
the R12 Footprint
i. Resource Timeline:
i. Onsite for Project Start through 2
nd
Test Event
ii. Offsite support through post Go-Live **Optional onsite support is available
4. Update Test Scripts & Test Testing Team + Functional Team
a. Upgrade Lab Testing Team:
i. Update R11i Test Script Navigation to R12 Navigation
ii. Execute manual test scripts for assigned areas
iii. Provide testing results to the Test Lead within approved format (Word
Document/Shared Drive, Test Director, etc)
iv. Log testing issues within Project toolset
v. Participate in Morning Test Event Status Meetings
vi. Deliverables Provided:
i. TE.040 - Updated R12 Test Scripts
ii. TE.091 Test Results for each test round
vii. Resource Timeline:
Key Activities of an R12 Technical Upgrade
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vii. Resource Timeline:
i. Offsite for the duration of the project roll off prior to UAT
b. Functional Team:
i. Assist SuperUsers with creating new R12 Test Scripts, where applicable
ii. Perform Train the Trainer sessions at the start of the Test Event
iii. Assist client Testers with executing Test Scripts for 1
st
& 2
nd
test event
iv. Ensure testing issues are logged with adequate information and assigned to the
proper resource
v. Work Test Issues relative to Application Configurations and Product defects
vi. Participate in Morning & Afternoon Test Event Status Meetings
vii. Deliverables Provided:
i. TE.040 New R12 Test Scripts relative to the customer business processes
viii. Resource Timeline: Same as described in Key Activity #3
5. Change Management / Training Change Management Team
a. Ensure both Business & Technical Stakeholders are engaged with the Project
b. Ensure proper What is Coming communication is provided to all Stakeholders
throughout the Project
c. Lead the End-User Training design, build and execution
i. Key Areas of Training have been within the Financials Areas of:
a) Payables
b) Payments
c) eBusiness Tax
d) Receivables
Key Activities of an R12 Technical Upgrade
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d) Receivables
e) General Ledger
ii. iExpense and iProcurement training is required for those companies with a large
volume of end users
d. Assist with the Production Transition Planning and Execution tasks
e. Deliverables Provided:
i. Communication Plan
ii. End-User Training Plan
f. Resource Schedule:
i. Onsite throughout the duration of the project
ii. Can be done by the Customer if proper resources are available
6. Governance / Project Management PMO
a. Ensure a proper Governance Board Structure is created which represents both Business
& IT. Meet weekly with Key Decision Makers to ensure proper levels of communication &
the following is completed in an expedited manner:
i. Scope Creep decisions
ii. Manage Cross Dependency Project(s) Timeline / Resource impacts
iii. CEMLI Retirement vs New Optional R12 Feature Functionality decisions
iv. Manage current Production Freeze
v. Manage Test Environment changes & Regression Test requirements
b. Ensure Executive Sponsors are assigned from Oracle Consulting, Support and
Development and regularly scheduled status meetings are held
c. Build and maintain a fully integrated, networked project plan which includes all Third
Key Activities of an R12 Technical Upgrade
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c. Build and maintain a fully integrated, networked project plan which includes all Third
Party Interface tasks and Milestones for Cross-Dependency projects / resources
d. Create detailed Transition and Contingency Plan including:
i. Interim procedures for all business areas to process emergency transactions during
the downtime business days
ii. Decision on Date / Time of Production shut-down
iii. Hourly Project Plan with estimated Start / Finish times
iv. Go / No Go Tollgates with Decision standards/definitions for each
v. Controlled Kick the Tires Activity prior to releasing the instance to the Public
e. Deliverables Provided:
i. CR010 Project Management Plan (includes all PM Standard Operating Procedures)
ii. WM020 Project Workplan
iii. PM010 & PM030 Transition and Contingency Plan
f. Resource Schedule:
i. Onsite throughout the duration of the project
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Oracle Methodology
and Approach
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Oracle Unified Method for Upgrades
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Upgrade 2
CRP 2
(Reference Process
documentation)
Upgrade 3
CRP 3
(Timing round)
Upgrade 4 & 5
SIT & UAT
Upgrade 6
Final Production
Round
Tech
Upgrade
Lab
(db & apps)
Validate the upgrade process.
Confirm and document
performance metrics
Successive iteration performed to support
test cycle rounds. Address performance
tuning and issues on all upgrade scripts.
Revalidate and time the upgrade process
documented in previous iteration .
Perform production dress rehearsals to
confirm upgrade process and timing.
Production cutover.
CEMLI
Retrofit
Support
Apply all existing CEMLI objects and
identify those that need remediation.
Conduct CEMLI retrofit impact
analysis & baseline object
development plan may include
retrofit, reduction and/or
redevelopment.
MD.70 (TDD) design docs for updated
code per Tech Build standards.
Recompile and Unit Test. Apply subset
of CEMLIs remediated at this stage for
initial validation. Subset to include
most business critical and/or most
complex
Apply all remediated CEMLIs and
Function Test. Provide CEMLI break/fix
support from offshore as needed to
augment onsite resources.
Support UAT steps with CEMLI break-fix
support. UAT to include all retrofit CEMLIs
and re-architected interfaces. Obtain signoff
on updated MD.70s (TDD).
Address any pending CEMLI break/fix
issues.
Upgrade 1
CRP 1
(Impact Analysis)
Oracle Approach Upgrade Iterations
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R12.1.3
Functional
Assistance
Functional impact verification and
analysis for possible
setup/configuration changes,
CEMLI reduction or simplification.
Initial SuperUser training
Functional Validation of setups and
business processes with SuperUsers
SuperUser Training continues
Conduct CRP 3 with custom objects applied.
Functional and business process
verification working along with
SuperUsers and business resources.
Support testing team on the tests performed
on application and retrofitted objects.
Conduct SIT & UAT and address any
upgrade functional issues. Assist with
Transition go-live planning and any
potential training requirements.
Address functional and business process
issues and support Transition, Go-Live
and Post Production Support
Testing
Support
Update existing test scripts to
validate initial impact of R12
upgraded configurations, data and
CEMLIs. Execute scripts per plan
Identify missing test scripts &
create build plan
Update Test Plan. Update and build
relevant Test scripts to expose
remediated code and functionality
changes in R12.1.3 for your processes.
Execute scripts per plan
Determine Automated Test Case
Inventory & initiate build in WinRunner
Provide completed Automated Test
Scripts to the Performance Testing Team
Execute both manual & automated test
scripts per the Test Plan.
Update QC & WinRunner, as appropriate
Test upgrade with complete set of Manual
and Automated Test scripts per the Test
Plan. Run multiple regression runs.
Follow Release Management processes
and support with automated test
regression runs in pre-production
environments as needed.
Project /
Integration /
Program
Management
Provide support and guidance for the
R12 Upgrade activities including
project planning & replanning,
scope management, issue & risk
management, cross team
dependencies, testing mgmt
Same as CRP1 activities +
initiate Transition and Contingency
Planning discussions
Update & drive plan for designing test
plan for all integration touchpoints
Same as CRP2 activities +
Coordinate SR escalations and
planning
Assist with managing readiness & testing
of all Oracle EBS integration touchpoints
Build detailed Transition and
Contingency Plan including Go / No Go
Tollgates
Same as CRP3 activities +
Finalizing detailed Transition and
Contingency Plan
Finalizing cross dependency /
integration plans
Monitoring / bucketing testing issues
found
Support and Manage Production
Cutover activities
Inception Elaboration Construction Transition Production
Business Requirements (RD)
Requirement Analysis (RA)
Analysis (AN)
Design (DS)
Implementation (IM)
Technical Architecture (TA)
Oracle Unified Method for Implementations
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Testing (TE)
Data Acquisition & Conversion (CV)
Organization Change Management (OCM)
Transition (TS)
Training (TR)
Documentation (DO)
Operations & Support (PS)
Performance Management (PT)
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Governance
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Governance Components
Benefits
Management
Business Process
Decision Making
& Accountability
Strategy
Business and program strategic alignment
Organizational design
Goals and funding prioritization
Transformation success accountability
Decision rights and input rights
Trade-off analysis decision-making framework
Business value identification
Metrics definition, baselining, and measurement
Cascading benefits achievement targets
Business process improvement design
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Program
Management
Business Process
Improvement
IT Strategy
Organizational
Change Mgmt.
Program management - planning, scheduling,
resources, costs, issues, and risks
Program communications cadence
Guiding principle of vanilla/out-of-the-box
Efficiency and effectiveness measures and analysis
Stakeholder Analysis, Roles and Responsibilities
Change impacts, readiness, mitigation plans
User adoption strategies
Enterprise infrastructure and application architecture
design and standards
IT operational cost and risk
Governance - Program Management
Prioritization
Risk Management
Change Advisory
Board
Sponsorship
Support vision for Program
Business Continuity
Provide required resources for program success
Enterprise Architecture Decisions
Global Design Approvals/ and Cross-program Decisions
Non-std Process Change/ Customization/ approvals
Cross-program risk identification and management
Related enterprise risk identification and management
Prioritization approach and execution
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Prioritization
Common Standards Common Standards
and Language
Quality
Communications
and Reporting
Financial management for affordable acceleration
Methodology
Cross-program dependencies
Assumptions and constraints
Communications Cadence
Impact and Action Reporting
Exception Process and Escalation Process
Acceptance of delivered systems
Quality Plan execution, Controls and Assurance
Governance Board Example
Executive Vision
& Commitment
EXECUTIVE SPONSORS
OPERATIONAL SPONSORS
Enterprise Program
Enablement and
Strategic
Alignment
Enterprise
Architecture
Cross-
Program
Enterprise
Org Change
Communications
and Escalations
Reporting
and Financial
PROGRAM OFFICE
Business Lead(s): IT Lead(s)
Program Lead, Enterprise Architect, Enterprise Change Mgmt. Lead
Business Sponsor Names; IT Sponsor Names
Business Sponsor Name; IT Sponsor Name
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Name
Name
Name
Enablement and
Governance
Project
Execution
R12
Upgrade
Project 2 Project 3 Project 4 Project 5 Project 6
Name Business
IT
PgM +
PMs
Name
Name
Name
Name
Name
Name
Name
Name
Name Name Name
Name
Name
Name
Architecture
Decisions
Program
Decisions
Org Change
Management
Prioritization
and Risk
Management
Business
Continuity
Non-std Process
Change/
Customization/
approvals
and Escalations
and Financial
Management
Common
Standards,
Methodology
Global
Design
Approvals/
Decisions
Program
Office
Project
Manager
Acct to Fin Rpt
Procure to Pay
BPO
BPO
App Specialist ITO
PMO
Leadership Team
C
h
a
i
r
C
h
a
i
r
R12 Upgrade Project Team Structure
R
1
2

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s

P
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s

A
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i
o
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Oracle Executive Sponsorship
- Consulting, Sales, Development
Oracle Project Sponsors
- Consulting, Support, Development
Project
Manager
Integration
Management
Integration
Management
Executive Sponsors
Core Team
Change
Management
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CEMLI Upgrade
Infrastructure
Upgrade
Testing /
Validation
Projects / Assets
Procure to Pay
ABC Co
IT Team
ABC Co
Business Team
BPO
BPO
Oracle Core Team
Technical
Architects
Upgrade Lab
ABC Co
Oracle
R
1
2

B
u
s
i
n
e
s
s

P
r
o
c
e
s
s

A
d
o
p
t
i
o
n
ITO
ITO
App Specialist
App Specialist
Testing Services ITO
ITO
ITO
NOTE: To decrease client price, ask if Client can take on more of the Red Boxes
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Key Focus Areas
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Critical Success Factors
1. Implementation of solid Governance Board with Key Decision & Scope Control
procedures created, documented and communicated
2. Well Defined Scope
3. Executive Sponsorship of the Project / Program
4. Solid, understood Program Management Office established & Rules of
Engagement documented, communicated
5. Provide required, qualified resources to the Project
6. Cross Project / Program Decisions made efficiently, communicated properly and
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6. Cross Project / Program Decisions made efficiently, communicated properly and
implemented
7. Prepare the Organization - Proactively engage stakeholders to help prepare for
the project and the changes that will be experienced once deployed
8. Secure User Buy-In Provide end users good information on how the resulting
solution will impact their roles, whether the changes are functional, user interface,
or technical in nature
9. Go Live Detailed, complete Transition & Contingency Plan created and
distributed early in the upgrade process to ensure all impacted organizations are
prepared and to verify that the success criteria has been achieved
1. Determine Your Upgrade Path - More recent releases have a
direct upgrade path to the latest release
2. Treat Your Upgrade Activity as a Formal Company
Project - Structured approach for managing the tasks, resolving
issues, and measuring progress is critical. Build a team with broad,
comprehensive skills
3. Prepare the Organization - Proactively engage stakeholders to
help prepare for the project and the changes that will be
R12 Upgrade Best Practices
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3. Prepare the Organization - Proactively engage stakeholders to
help prepare for the project and the changes that will be
experienced once deployed. Explain Not Just Technical
4. Understand and Mitigate Project Risks - Specific mitigation
plans should be developed for high probability, high impact risks
5. Inventory Your System - Examine current business
requirements and Inventory modifications and determine what is
still needed
6. Plan for Upgrade Architecture - Accurate sizing information will
help guide decisions to reuse existing hardware and resources
7. Identify Custom Code and Scripting - Identified customized
interfaces, forms, and reports that will require additional testing through
the upgrade process. Prioritize by Business Criticality
8. Optimize Training Processes - -Ensure project and support teams
are proficient in the new technology. Train users at an optimal timeframe
will help resolve most issues early. Most users prefer training proximate to
R12 Upgrade Best Practices
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will help resolve most issues early. Most users prefer training proximate to
going live on the new system
9. Secure User Buy-In - End users must have good information about
how the resulting solution will impact their roles, whether the changes are
functional, user interface, or technical in nature
10. Go Live - Go live checklist created earlier in the upgrade process
should be leveraged to verify that the success criteria have been achieved.
Set up sufficient support mechanisms to optimize early rollout experience
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Detailed
Case Study
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reserved.
Employees: 3,000 Oracle Users
Location: San Bruno, CA
Beginning in 1969, Gap Inc. has grown into one of the world's largest specialty
retailers, with more than 3,100 stores and fiscal 2008 revenues of $14.5 billion.
They operate four of the most recognized apparel brands in the world Gap,
Banana Republic, Old Navy and Piperlime. They have offices and stores located
Case Study - Gap, Inc
Background
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Banana Republic, Old Navy and Piperlime. They have offices and stores located
throughout the world with headquarters in San Francisco, CA.
In 2004, Oracle Consulting took Gap, Inc live on a Global Oracle 11.5.8 Financial
Solution and in August 2007, Gap, Inc again engaged Oracle Consulting to assist
them with their Oracle Financials R12.0.4 Upgrade
Gaps Oracle Financials R12 Upgrade project was influenced by the following
business drivers:
Loss of Premier Support Gap, Inc. was facing a de-support issue and sustaining
support did not include critical patch updates, tax and regulatory updates.
Current release was R11.5.8
Not on Terminal Release Gaps existing solution platform did not provide a
Case Study - Gap, Inc
Objectives
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Not on Terminal Release Gaps existing solution platform did not provide a
direct upgrade path to the next generation of Oracle applications (Fusion).
Tech Stack - Upgrade from 9i to 10g database will allow for Gap compliance with
data encryption policies & improved performance.
Global Financial Platform The upgrade was necessary to ensure Gap, Inc.s
integrated suite of financial systems remain relevant to the Global Financial
Community by providing new features and functionality, while managing risks
associated with new technology.
Technical Upgrade to current release = R12.0.4
Oracle eStudio DBAs managed the technical upgrade activities on the
project
Offshore functional resources managed the upgrade of CEMLIs and all
testing services (automate test scripts using Mercury, and provide remote
testing services)
Case Study - Gap, Inc
Approach
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testing services)
Onsite consultants to support the upgrade and test activities
Full PM/PMO oversight
Applications to be included in the upgrade:
Oracle General Ledger
Oracle Payables
Oracle Receivables
Oracle Assets
Oracle Project Costing
Oracle Purchasing
Oracle iProcurement
Oracle iExpenses
Oracle Cash Management
Case Study - Gap, Inc
Scope of the Upgrade
New R12 applications implemented:
Oracle Payments
Oracle Report Manager
Oracle Advanced Global Intercompany System
Oracle Advanced Collections
Oracle iSupplier Portal
Oracle Subledger Accounting
Oracle eBusiness Tax - foundation
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Oracle Cash Management
Oracle Discoverer
Technical Work Performed:
Database upgraded from 9i to 10g
Total CEMLIs Upgraded / Built = 800 (started with 1,149)
Total Automated Test Scripts Built = 188
Total Global Operating Units = 40 (North America, EMEA, Asia-Pac)
Total Countries = 36
Total Languages = 5
Total Upgrades / Test Events = 8
Project Team Onboarded = 01-Oct-2007
Original Go-Live Date = 16-Sep-2008
NOTE: On 12-Sep-2008, Gap made a No-Go decision due to volume of open
defects / product bugs. Contingency Plan executed
Project Timeline
Case Study - Gap, Inc
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Actual Go-Live Date = 19-Mar-2009 **
Oracle Team Rolloff Date = 10-Apr-2009
** Delayed to March due to Peak Period & Quarter-end close timing
New R12 functionality / defects with upgraded data within the Oracle Payables / Oracle
Payments areas
Gaps large volume of complex CEMLIs to upgrade and retest after each defect resolution
implemented
Coordinating all proper, global Gap Business Partners to conduct 8 test events with over 2,000
integrated test scripts and 800 Private Discoverer Queries
Challenges
Lessons Learned
Case Study - Gap, Inc
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Plan to test the upgrade process as many times as possible within the project schedule
Each Upgrade practice should use a different date from the customers current Production
copy in order practice upgrading different types of data in different statuses
Test events should focus on processing transactions against upgraded data as well as entering
new transactions. The majority of the defects found during our project were for transactions
being processed against upgraded data
Ensure to engage a strong Governance Structure to manage Scope Creep and Key Decisions
Ensure to engage Executive Sponsorship with active participation from Oracle Development,
Oracle Support, Oracle Consulting and Gap
Lessons Learned
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reserved.
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reserved.