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Lessons Learned Report

Project id – <Client Name> Implementation

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Project id – <Client Name> Implementation Lessons Learned Report

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V1.0 01-Aug-2013 Page i

Project id – <Client Name> Implementation Lessons Learned Report

Table of Contents
1 PURPOSE OF THE LESSONS LEARNED REPORT...............................................................................1
2 PROJECT BACKGROUND...............................................................................................................1
3 EXECUTIVE SUMMARY.................................................................................................................1
3.1 SUCCESS FACTORS ............................................................................................................................... 2
3.2 PRIMARY CHALLENGES ......................................................................................................................... 2
3.3 RECOMMENDATIONS ........................................................................................................................... 2
4 LESSONS LEARNED ......................................................................................................................3

V1.0 01-Aug-2013 Page ii

Project id – <Client Name> Implementation Lessons Learned Report

1 PURPOSE OF THE LESSONS LEARNED REPORT

Throughout each project life cycle, lessons are learned and opportunities for improvement are
discovered. As part of a continuous improvement process, documenting lessons learned helps project
teams discover the root causes of problems that occurred and avoid those problems in later project
stages or future projects. Data for this report was gathered by surveying the project team and
stakeholders.

The objective of this report is to gather all relevant information for better planning of later project
stages and future projects, improving implementation of new projects, and preventing or minimizing
risks for future projects.

Project lessons learned reports are saved on the project’s SharePoint site so that they can be easily
referenced by project managers, project team members, sponsors, and stakeholders.

Ultimately, the goals of the lessons learned exercise are:

 List successes to document what went right

 Document what can be improved upon
 Streamline processes based on this information
 Communicate this information to project management and user community

2 PROJECT BACKGROUND
<Client Name> (<CLIENT NAME>), with the assistance of Oracle Consulting, reviewed and analyzed the
current Human Resource (HR) Recruiting and Onboarding processes along with best practices to
implement a future state of the Recruiting and Onboarding process to support <CLIENT NAME>’s current
and growing needs. Oracle <Client Name> was implemented to support this process and integrations
were developed to support and automate data sharing between Oracle <Client Name> and ORACLE HR.

3 EXECUTIVE SUMMARY
Effectively communicating across various cultures, time zones, and processes/tools is a challenge and
<Client Name> absolutely critical to the success of the project implementation.

 The project manager should connect stakeholders across the extended team to demonstrate a
clear commitment to building strong relationships and a common goal for project success.
 Project documents and key deliverables should be created, distributed, reviewed, updated and
approved in different project phases accordingly.
 The project manager has full responsibility to verify that the project moves in the right direction
by building a team that supports local talent working jointly with the corporate team.
 Key users must be involved and committed throughout the project lifecycle.

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Project id – <Client Name> Implementation Lessons Learned Report

3.1 SUCCESS FACTORS

 Strong support during the transition phase helped educate and prepare users for post go-live
activities.
 Scope changes from the Chinese government were effectively managed.
 Local communication and collaboration was strong and thorough.
 A SharePoint site was created to centrally manage and store data.
 Team resources were knowledgeable and skilled.
 User testing was well planned and executed.
 High quality deliverables were distributed.
 Time spent with local and corporate resources were essential to the design and ultimate success
of this project. Very few issues (relative to the size of the project) were encountered.

3.2 PRIMARY CHALLENGES

 Effective communication with Corporate
 Project documentation management
 Resource commitment
 Project management

3.3 RECOMMENDATIONS
 Encourage strong communication between team members who are globally dispersed.
 User participation should be consistent throughout the project lifecycle.
 Manage scope creep, risk and other issues timely and effectively.

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Project id – <Client Name> Implementation
4 LESSONS LEARNED
The Categories below were considered during the Lessons Learned Session.
 Integration Management
 Scope Management
 Time Management
 Cost Management
 Quality Management
 Human Resource Management
 Communication Management
 Risk Management
ID Category
LL-001 Communication/Risk Mgmt
LL-002 Communication/Risk Mgmt
LL-003 Communications Mgmt
 Procurement Management
 Roles and Responsibilities
 Project Methodology
 Architecture/Technical Solution
 Training
 Testing / QA
Lessons Learned Log
Impact on
Situation Description
Project
Feedback from Security team Security impact on
needed at project start. project delayed.
Resources from Career Potential risk to the
Site/Marketing and Web project and possible
Design should be engaged effect on project
from project start. scope and plan with
late involvement.
Communication plans and These plans were
training plans were created not assigned in a
late in the project. timely fashion.
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Lessons Learned Report
 Change Control/Change Requests
 Knowledge Transition
 Project Reporting
 Deployment
Analysis or Cause Improvement Recommendations
The analysis that was Ensure that the Security department is
provided by Security was included in project initiation and design to
delayed because they were resolve any security related issues that must
not involved in the project be addressed from the beginning. This
from the start. participation can reduce risk to the project
and prevent significant changes to the
project after it has started.
Delay in project timeline Additional resources impacted for this
and risk to project’s timely project should be identified early and
success. included throughout the project. Their
deliverables should be included in the
project plan and timeline to ensure effective
project delivery.
Miscommunication Develop communications and training plans
occurred and delivery of and assign ownership for development and
documents was untimely. execution.
Project id – <Client Name> Implementation Lessons Learned Report

Lessons Learned Log

ID Category Situation Description
LL-004 Time Mgmt Interface testing/completion
was not given adequate time.
LL-005 Time Mgmt Project timeline dates were
missed
LL-007 Time Mgmt Users were not aware of time
required for on-going and go-
live support.
LL-008 Procurement Mgmt Experienced consultants were
needed during the
implementation.
LL-009 Quality Mgmt/Knowledge Product features were
Transition implemented without in
depth knowledge of their
consequences.
LL-010 Communication Key resources should be
Mgmt/Knowledge Transition informed and engaged in
activities that affect significant
parts of the project.
LL-011 Roles and The appropriate resources did
Responsibilities/Knowledge not have access to key
Transition functionality during testing.
LL-012 Roles and <Client Name> Consultant was
Responsibilities/Knowledge the only one fully informed
Transition about setup and performed
them in test and production.
Impact on
Analysis or Cause
Project
Delay in project Users did not have enough
schedule. time to thoroughly test and
complete UAT.
Delay in Strict dates were not set or
implementation adhered to accommodate
changes in scope or
changes is deliverable due
dates.
User’s schedules Impact to resource
were impacted scheduling.
negatively.
Errors and issues Consultants were not part
were not resolved in of the project team.
a timely manner.
Setup could have The impact of the OLF
been designed and (organization, location,
implemented more function) was not clearly
effectively. explained and may have led
to inadequate setup and in
addition contributed to
confusion on the project.
Lack of knowledge Key resource participation
transferred to key was needed during parts of
individuals. the project which may have
let to miscommunication
and confusion for users.
Knowledge transfer Resources did not have
was not adequately access to the correct
completed. permissions/responsibilities
which reduced the
effectiveness of the team.
Users are not Users know little about
knowledgeable creating or changing
about setups and processes in transitions.
how they impact
functionality.
Improvement Recommendations
Determine the correct amount of time for
interface testing/ completion – ensure time
is accounted for in project timeline.
Set project update milestones and pre-set
dates / time for updates.
Better prepare for the required time needed
for ongoing support (HR / IT) for post go live
support.
Hire a consultant in the future to provide
guidance and expertise for rollouts.
Fully explain the impact of all features that
are to be implemented so users have a
strong knowledge of their effects.
Ensure that all appropriate team members
are involved with process mapping sessions
so that they can fully understand their
impact.
Train applicable users on all functionality as
it pertains to their roles and responsibilities
prior to go-live.
Users should have been knowledgeable and
had the ability to perform all setups in
production as applicable.

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