I've recently completed my seventh end-to-end Oracle implementation. All seven were rolled out successfully. All seven presented unique challenges and delivered business performance gains in different ways.
From these experiences and my continued research into implementation projects and business performance improvement, I've built a solid understanding of what works and what doesn't-plus the wisdom that what works for one client isn't necessarily the best solution for another.
The brief project summaries below distill the essence of the project and highlight the challenges or deliverables that were unique to each. To avoid being repetitive, I do not detail the routine but critical tasks that I perform during every implementation, such as process analysis, requirements definition, solution mapping, application configuration and documentation, testing, functional specifications, workshops, user training and documentation, transition activities, data conversions, and production support.
R12 E-Business Suite Implementation
March 2008 - April 2009
During this multi-phase project we delivered campaign-to-cash process automation for a publicly-traded software company. The implemented system supported every major business function except product development and HR.
In the first phase, we implemented the requisite foundation modules and Oracle Sales, Territory Management, and Sales DBI to provide pipeline management and forecasting functionality for the enterprise sales force. This phase was completed in four months and 10% under budget.
In the second CRM phase, I implemented Marketing, Lead Management, Marketing DBI modules, and rolled out Discoverer to Sales with custom business areas and provided round-trip integration between Sales and pipeline reports.
Once the marketing phase was complete, I stayed on to project manage the Quote-to-Ship portion of the ERP phase that had been running in parallel.
After the ERP rollout, I delivered additional enhancements for Quoting, Approvals Manager, Marketing Import, Customer Data Librarian, DBI, and Discoverer. I also configured Proposals and Sales for Handhelds for future phase evaluation.
CRM and Event Management Implementation
June 2007 - March 2008
In this project we implemented support for Sales, Marketing, Events, and corporate reporting functions for a global management consulting firm. The project was completed on budget and delivered significant improvements to pipeline visibility and event enrollment process performance.
In addition to implementing 11.5.10 CRM applications, I conducted detailed process definition and design workshops, lead the TCA modeling and standards effort, and developed a comparative analysis of Marketing Events and Learning Management applications so that the client could choose the best solution. I then implemented the selected Learning Management application along with Order Management, Inventory, and Pricing to provide paid event enrollment support.
I also provided functional design and testing for the order interface to the web enrollment site and development of a WebADI template to bulk import student enrollments.
Marketing, Lead Management, and Partners Implementation
February 2006 - January 2007
Including channel partners in the scope of a CRM implementation adds another layer of complexity to the project as a new class of user needs need to be addressed and supported. But the payoff is an integrated lead-to-sales process across internal and partner sales channels.
This project automated campaign-to-sale business flow for direct and indirect sales channels. DBI and Discoverer provided management with new visibility into channel partner lead disposition and campaign effectiveness. The system was successfully rolled-out to business units and channel partners throughout the Americas.
Business requirements led to several complicated configurations, including over 1,000 lead engine and territory assignment rules and highly tuned DQM match rules to handle lead import existence checking correctly.
I also created a lead import template to help users stage and validate data before importing into Oracle. This proved highly useful, and I've continued to enhance it for new clients over the years.
Global Sales Implementation
February 2005 - March 2006
This project consolidated separate sales databases onto Oracle EBS 11.5.10 for a computer printer manufacturing client. In addition to providing a single customer master for sales and support, the project automated the corporate forecasting process and provided different product divisions the ability to collaborate and cross-sell on opportunities. The system was successfully rolled out to 300 sales users worldwide.
I leveraged to new OA Framework personalization functionality to improve usability and link Sales with Customers Online for access to additional TCA attributes and customer bookmarking.
June 2005 - January 2006
In this project I implemented Oracle 11.5.9 Marketing Online, TeleSales, TeleService, CRM Foundation, and shared applications as a fresh install for a professional trade organization. As the sole functional consultant on project, I performed all consulting tasks on project except DBA tasks.
Special consideration was required for modeling and configuring Oracle's Trading Community Architecture to support complex relationships of member organizations, customers, advisors, and board member parties.
Pricing Contract and Marketing Program Implementation
February 2001 - April 2002
This project automated a labor-intensive process of entering and maintaining pricing contracts between vendors and buying groups for a healthcare supply company. The resulting system yielded a 125% increase in process efficiency.
We implemented Oracle 11.5.4 Advanced Pricing, Contracts, TCA and foundation applications, and also developed extensions to provide EDI and marketing program support. I was the functional lead during bulk of implementation and project manager for final phase.
CRM Implementation and Production Enhancements
April 1999 - February 2001
This was my first Oracle CRM project. As the CRM Program manager, I worked with Oracle consultants to implement Oracle Sales & Marketing 11.0.3 application including quote-to-order ERP integration which, at the time, was one of the first successful implementations of this functionality.
After successful domestic deployment, I led the rollout for the European business unit and developed enhancements for marketing campaign tracking and reporting.
August 2007 - March 2008
Identified and resolved issues with previous CRM implementation. Implemented DBI. Resolved two-month old territory issue within first day on project.
Events Management Planning and CRM Discovery
May 2007 - July 2007
Performed requirements mapping and fit analysis of Oracle Marketing and Oracle Learning Management to support the event management process. Developed high-level designs for solution and business process. Created implementation plan and resource estimates. Configured Oracle 11.5.10 Marketing, Lead Management, Sales, and TeleSales for executive demonstration and proof-of-concepts.
11i Upgrade Assessment
February 2006 - January 2007
Conducted upgrade assessment to identify specific business benefits that client could expect by upgrading from 11.0.3 to 11.5.10. Configured Marketing, Quoting, TeleSales, Sales, Data Librarian (TCA) modules to provide proof of concept on upgrade benefits.
July 2003 - July 2004
Created marketing initiatives and core product strategy to increase revenues. Work included: upgrade campaign, print advertising, search engine marketing, and competitive analysis.
CRM Project Definition and Vendor Evaluation
June 2003 - November 2003
Developed detailed requirements for web-based CRM system with internal and customer-facing components. Conducted vendor evaluations and made final recommendations to client's board.
Application Design and Product Strategy
July 2002- October 2002
Developed product requirements, user interface designs, and use cases for a recruiting application to be deployed via Web. Also provided market analysis and strategy support. Strategic Marketing
June 2002 - April 2003
Guided effort to identify market opportunities and competitive advantage for a new project and task management application.
Sales and Marketing Process Manager
Employer: Wolfram Research November 1998 - February 2001
Promoted to management team to revitalize domestic sales. Restructured territories around vertical market segments, enhanced incentive program, launched product training program, and implemented Solution Selling methodology.
Created CRM program to integrate sales and marketing activities, provide better customer and market information, and improve operational effectiveness. Managed team of seven.
Employer: Wolfram Research November 1997 - October 1998
Managed team of five in development of marketing materials and campaigns. Worked across departments to plan and coordinate major campaigns and product releases.
Expanded email marketing program. Made improvements to delivery and response system, list segmentation, and targeting that led to response rates exceeding 20%.
CRM Strategy & Planning
Business Process Improvement
User Training & Documentation
Oracle E-Business Suite
Leads Management (AML)
Sales (ASN, AS)
TeleSales (OTS, AST)
Sales for Handhelds (ASP)
Quoting (QOT, ASO)
Territory Manager (JTY)
Content Manager (OCM, ICM)
One-to-One Fulfillment (JTO)
Trading Community Architecture (TCA)
Customers Online, Data Librarian (IMC)
Learning Management (OLM, OTA)
Advanced Pricing (QP)
Order Management (OM, ONT)
Daily Business Intelligence (DBI, BIS)
Related Tools & Software
Oracle SQL Developer
User Productivity Kit
Bachelor of Science in Business and minor in Computer Systems.
Miami University, 1992