In this final blog in our ERP Endgame series, we will explore the three essential lanes of success in cloud transitions—governance and management, communication and change, and the hybrid-delivery model—and how their careful integration can pave the way for a seamless and effective journey into Oracle Cloud Infrastructure (OCI) and Oracle Cloud ERP. We look into practical methodologies that can empower your organization to navigate challenges, foster collaboration, and ultimately achieve successful project outcomes.
The Three Lanes of Success
#1 Robust Governance
In any endeavor aimed at transitioning to the cloud, it is imperative to establish robust governance and strategic project or program management. This foundation not only facilitates a more effective risk management framework but also ensures that your initiatives are seamlessly aligned with your organization’s overarching goals. Moreover, it fosters meaningful engagement with stakeholders, creating a collaborative environment that drives success.
#2 Enhanced Communication and Organizational Change Management
The second crucial component involves enhancing communication and managing organizational change. By prioritizing these elements, your organization significantly increases its chances of success during the transition. An effective change management strategy leads to improved risk assessment and mitigation, while also minimizing resistance to new proposals and initiatives. This proactive approach empowers team members to embrace change rather than resist it.
#3 Hybrid-Delivery Model
Finally, we turn our attention to the hybrid-delivery model, an innovative approach that combines the best practices of both agile methodologies and traditional waterfall techniques, providing a structured yet adaptive framework. By leveraging the strengths of each method, this model maintains the flexibility necessary to respond to evolving requirements and challenges, all while adhering to the essential principles that guide successful project execution.
Implementation Methodology
At the top of our framework, we have governance along with project and program management, which serve as the backbone of the entire structure. In the middle, we find communications and change management, essential elements that bridge the strategic and operational aspects. Finally, at the base, we have the delivery phase, encompassing all the detailed tasks and outputs necessary for execution.
We kick off with what we term “Phase Zero,” which resembles a traditional waterfall approach. In this initial stage, we perform a thorough assessment to define our objectives and scope. This involves crafting a high-level solution design that outlines the project’s direction and scope. Once this foundational work is completed, we transition into the build and test phase, where we adopt an agile methodology. This shift allows us to employ iterative sprints, enabling us to navigate the project dynamically.
The Benefits of this Approach
The beauty of having this structured approach is the seamless alignment it fosters among governance, project program management, change management, and delivery teams. With all these elements integrated, we can effectively tackle challenges as they arise. The agile model empowers us to identify and address issues throughout the process, continuously refining our approach and solutions.
As we work through these iterations, effective communication becomes paramount. It is crucial to relay updates and insights back to the change management team to ensure everyone is informed and aligned, thus keeping the project moving forward cohesively. This open line of communication minimizes misunderstandings and enhances collaboration across all levels.
From our observations, the significant challenges often faced by organizations pursuing these initiatives do not solely stem from governance or program management. Instead, the pivotal factor tends to be the effective functioning of communication and change management. When these elements are thoroughly developed and understood—essentially baked into the process—successful project outcomes become significantly more attainable.
In Summary: Parts 1-4 of ERP Endgame
The migration discussion from on-prem ERP to the cloud centers on three main pathways: moving from Oracle EBS to OCI, transitioning to a Cloud ERP, and adopting a hybrid model. This applies to users migrating from both Oracle EBS and non-Oracle systems. It’s essential to critically assess our goals and understand the organizational changes that will result from these migration decisions. Conducting this evaluation will provide clarity, helping to alleviate confusion about the migration’s purpose and objectives. (Refer to Part 1.)
We explored the migration from EBS to OCI or Cloud ERP using two models: one with disparate on-premises ERP systems and the other with a unified on-premises EBS. Both models encourage thorough technical evaluations before the transition. We discussed “Lift and Shift” and “Move and Improve” strategies for OCI, which allow for extended assessments and the use of cloud features. Additionally, a global migration strategy was considered, starting with a “big bang” implementation for a single entity and later expanding to others.
A crucial step before proceeding is a comprehensive cloud readiness assessment to evaluate organizational resources, timelines, and budgets. Involving internal resources in the design phase fosters ownership and can lead to a better return on investment as the project progresses. (Refer to Part 2.)
The significance of prioritizing detailed and meticulous planning cannot be overstated, especially when it comes to navigating the complexities of organizational change. We explored that implementing a robust change management strategy is crucial, alongside conducting thorough readiness assessments that ensure all facets of the organization are prepared for transformation. By adopting this proactive approach, organizations can maximize their existing investments and fully harness the advantages offered by modernized systems.
Furthermore, such strategic foresight allows for effective cloud planning, helping to circumvent the common challenges and pitfalls that leadership frequently encounters during these pivotal transitions. Embracing these practices ultimately fosters a smoother and more successful evolution into a modern operational landscape. (Refer to Part 3.)
Three key areas are critical for your success: change management, program governance, and a hybrid waterfall-agile delivery approach. When these elements are in sync, you will be well-positioned to thrive. Migrating from EBS to OCI and adopting Cloud ERP can facilitate a tailored cloud adoption that aligns with your organization’s readiness and needs. By focusing on these three pathways to success, you can strategically drive positive outcomes.
The advantages of transitioning to the cloud are essential now more than ever. From a pathways perspective, Oracle’s Cloud offering allows businesses to focus on their core competencies, freeing users from the burdens of managing complex infrastructure and technical challenges. Contact our experts to map out your unique cloud journey.
For more detail, check out this on-demand session from OATUG’s Ascend conference with Bruce Meghan, VP of ERP and Project Solutions at Project Partners:
