Implementing Oracle

Learning Management
a Study

Shreedutta Raut
Dan Rodgers

Oracle OpenWorld

September, 2008
1
Agenda
About Forsythe
About our training needs
Why Oracle Learning Management
Forsythes Implementation Approach
OLM configurations and Solutions
Using Content Management
Implementation Challenges
Summary
Proven IT infrastructure integrator
37 years of providing data center solutions to
enable innovation, reduce cost and
manage risk
Strong tradition as a trusted, independent
advisor
North American base with international reach
800+ employees
44 offices in the U.S.
Canada (4 offices) and UK presence
Support 36% of Fortune 100
Who is Forsythe?
3
Forsythe Vision
Forsythe is a leading, independent provider of


expert technology infrastructure solutions,
and is focused on helping customers optimize

their technology investment.
4
International:
Aligning our reach with that of our clients
Advisory services:
IT and business alignment, prioritization, sequencing
Reseller and integrator of technology platforms:
Integrating interdependent technologies
Foundation in financing and legacy systems:
Economics and high availability disciplines
Forsythe proprietary
Forsythes Growth is Through Our Clients Growth
April 30, 2012
5
Optimize the
Data Center
Protect & Manage
Data
Manage Risk Align & Operate IT
Forsythe Integrated Solution Offerings
IT Portfolio Management

- Hardware Portfolio
Management
- Software Portfolio
Management
- Maintenance Portfolio
Management
- Leasing & Financial
Services
- Technology Selection &
Sourcing
- Technical Training
- Staff Augmentation
Network

- Application Acceleration
- IP Communications
- Network Architecture
- Network Performance
- Rich Media
Communications
- Wireless Mobility

Server
- Highly Available Server
Architecture
- Server Consolidation
- Virtualization &
Partitioning

Storage
- Storage Management
- Data Protection &
Assurance
- Storage Architecture
- Network Storage
- Tiered Storage &
Archival
- Disaster Recovery
Replication
- Backup & Recovery
- Data Encryption
- Vendor Management

Security Infrastructure
- Security Architecture
- Vulnerability, Detection,
& Prevention
Data Center Services

- Data Center
Optimization
- Data Center
Relocation Blueprint
- Facility Design &
Construction
Management
- Facility Risk
Evaluation
- Relocation Readiness
Assessment
- Relocation Strategy,
Planning, &
Execution
- Site Selection &
Planning
- Sourcing &
Consolidation Strategy

Information
Management

- Storage Strategy &
Planning
- Information Strategy
& Economics
- Storage
Management &
Architecture
- Data Protection &
Assurance
- Financial Solutions,
Vendor
Management, &
Sourcing
Business Continuity/
Disaster Recovery

- Continuity Risk
Management
- Incident Management
- Program Review &
Development
- Solutions Design &
Implementation
- Strategy Review &
Development

Information Security

- Information Security
Policy
- Risk Management &
Evaluation
- Strategy Review
& Development
- Security Technology
Assessments
- Regulatory Compliance

IT Strategy

- CIO Essentials
- Project & Portfolio
Management

IT Service
Management

- Custom Process
Development
- Express
Implementation
- Maturity
Assessment
- Process Validation
- Tool Strategy
Blueprint

Business Systems
Management

- Network
Management
- Business Availability
- Operations
- Service Management
- Change &
Configuration

Enhance IT
Infrastructure
Source & Manage
Technology
6
Forsythe proprietary
$93M storage cost savings for a business unit of one of the largest
US banks.
$22.6M server consolidation savings over three years for a client
with global database complexity.
$6.5M storage savings annually for a large insurance company.
$2.5M annual savings strategy to address 200% year-over-year
storage growth, for a financial institution.
$1M savings per month for a 10,000 handset IPT deployment at a
national risk services and staffing consulting company.
$20M savings annually by optimizing and consolidating maintenance
contracts at a $50B pharmaceutical company.
Recent Client Engagement Results
April 30, 2012
7
Forsythe Partners
8
Employee Ownership at Forsythe
Founded in 1971, Forsythe has been employee-
owned via an Employee Stock Ownership Plan
(ESOP) since 1988 and became a 100-percent
employee-owned company in March 2006.

Every Forsythe employee becomes a part-owner
after two years of service. The company pays into
each employees ESOP account annually; no
individual contribution is required.
8
9
The IMPACT of Ownership
Ownership is reflected in Forsythes culture of
IMPACTIntegrity, Mutual respect, Passion for
excellence, Accountability, Customer focus and
Teamwork. This holds for our work with customers,
partners and each other.
At Forsythe, we know that the IMPACT of employee
ownership promotes long-term relationships and
successfor us, for our partners and for
our customers.
9
10
Forsythes Focus on Training
We are committed to developing Forsythe
employee-owners
Forsythes product is our people
Experience they bring
Skills that they provide to our customers
Certifications required for vendor and customer
relationships
Developing our People is one of six company
objectives

11
Forsythes Approach to Training
Organization Development & Training provides:
Organization development & change management
Leadership & Executive Development
Technical Training for business and technology skills
Instructor Led Programs developed and delivered in-house,
hosted on Oracle eBusiness
Third-Party, online eLearning including desktop, business, and
certification level technical training & support
Third party & vendor training in business & technical skills
Completed certifications are tracked via Oracle competency

12
On-boarding New Hire Programs
Structured on-boarding program designed to:
Effectively integrate new hires into Forsythe and in
their respective teams
Be delivered by the hiring manager and team-based
mentors
Leverages existing online training & job aids resources
Includes Foundations training events for All new hires
Specialty programs for solutions consultants, sales
representatives, and new managers, providing
consistent approach for all

13
Forsythe E-business Environment
Oracle Applications 11.5.10
Oracle HR, Advanced Benefits
Self Service for Employees and Managers
Learning Management - 11i.OTA.J.1
Oracle9i Release 9.2.0.6.0

14
Create organizational
training goals and
strategy
Organize training
classroom and online
Need to Manage training
participation
Monitor and associate
training with employees
skill-sets


CHALLENGES
Integrated with Oracle
EBS
Conduct training via
classes
Create training goals and
monitor them
Associate training with
skill set and manage them
Able to play web-playable
training material from third
party vendors
Manager Training from
one location
Saves cost and time
Acceptable for
companys long term
policies
Implementation efforts
are less compare to
other LMS systems


CAPABILITIES VALUE
Why Oracle Learning Management
15
Forsythes Implementation Approach
Phase I Set up and use OLM features
Phase II - Setting up LCMS
Next Steps
16
Configurations
Define Training Resources Flexfield,
segments and value set.
Define Lookups
Created Training Centers, Trainers
Use them as Training Resources
Documentation User and Implementation
Guide, Metalink Notes 332195.1, 308703.1,
374677.1, 374715.1
17
Solutions
Management of a unified Learning Catalog in
one location
Create Courses, Offerings, Classes, Enrollments
Track and manage Facilities and Resources for
the class
Schedule Classroom Training

18
Course Catalog
19
Solutions
Enrollments for groups and self enrollment
Class and enrollment tracking and waitlists
Structured Learning Paths and Learning
Certifications
Creating Tests
Restrict Learner Access
Send Notifications
Announcements
20
Need for Learning Content Management
Need to develop Learning Content of our own
organization
Manage the Content and reuse it
Online Courses and track the progress




21
Setting up Content Management
Set Profile option OTA: Oracle Online
Learning Option Licensed
Setup Content Servers
Install SCORM Adapters
Build Content
Define Content Management Standards

22
Choosing LCMS vendor
Compliant with industry standards SCORM/AICC and
Oracle Learning Management
Content creation
Vendor Support
Student experience
Collaboration between teams
Security and Access levels
Reporting
Implementation Help

23
Successful Import
24
Managing Content
25
Other tools used for Content Development
Adobe Captivate, flash, PhotoShop
Techsmith SnagIt
Roland Cakewalk
Sony Vegas studio
MS Powerpoint with Producer
26
Implementation Challenges
Issues with self-service pages navigation
Error: Cannot Display Page
LMS:Commit Error
OLM needs different schema files than ADL SCORM
files
Can not build schema 'http://www.imsproject.org/xsd/imscp_rootv1p1p2'
located at 'imscp_rootv1p1p2.xsd'
No interface or API provided for large number of
courses to upload and update at one time
No integrated solution from Oracle for LCMS

27
Nice to have features
Pre-course material for Learners
Mandatory Enrollment for certain
Courses/Learners
Course/Class Evaluation
Enhanced Course search
28
Customizations
Custom reports
Oracle reports
Discoverer reports
Dashboards
Personalization

29
Lessons Learned
Phased approach works well depending on
requirements and schedules
Test the SCORM/AICC content from Vendors
before buying it
Categorize Courses and Content
Keep consistency in naming, look and feel for
courses

30
Summary
Implementation steps are not difficult
User-friendly Interface
Easy to Maintain
Not many Support Issues


31
Next Steps
For Consulting Division
Create and track Skill-sets
Track resources
Match Jobs
Consultant project performance information
32
Next Steps
For HR
Manage Companywide Competencies
Appraisals
Recruiting
Succession planning