2. JD Edwards Customer Upgrade Showcase
Eric Maikranz, Oracle
Rob Krauter, MDC Holdings
Beth Zuke, Amway
Matt Patee, ABM Industries
September 30, 2014
This is a Title Slide with Picture slide ideal for including a picture with a brief title, subtitle and presenter information.
To customize this slide with your own picture:
Right-click the slide area and choose Format Background from the pop-up menu. From the Fill menu, click Picture and texture fill. Under Insert from: click File. Locate your new picture and click Insert.
To copy the Customized Background from Another Presentation on PC
Click New Slide from the Home tab's Slides group and select Reuse Slides.
Click Browse in the Reuse Slides panel and select Browse Files. Double-click the PowerPoint presentation that contains the background you wish to copy.
Check Keep Source Formatting and click the slide that contains the background you want.
Click the left-hand slide preview to which you wish to apply the new master layout.
Apply New Layout (Important): Right-click any selected slide, point to Layout, and click the slide containing the desired layout from the layout gallery.
Delete any unwanted slides or duplicates.
To copy the Customized Background from Another Presentation on Mac
Click New Slide from the Home tab's Slides group and select Insert Slides from Other Presentation…
Navigate to the PowerPoint presentation file that contains the background you wish to copy. Double-click or press Insert. This prompts the Slide Finder dialogue box.
Make sure Keep design of original slides is unchecked and click the slide(s) that contains the background you want. Hold Shift key to select multiple slides.
Apply New Layout (Important): Click Layout from the Home tab's Slides group, and click the slide containing the desired layout from the layout gallery.
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |

3. This is a Safe Harbor Front slide, one of two Safe Harbor Statement slides included in this template.
One of the Safe Harbor slides must be used if your presentation covers material affected by Oracle’s Revenue Recognition Policy
To learn more about this policy,
For internal communication, Safe Harbor Statements are not required. However, there is an applicable disclaimer (Exhibit E) that should be used, found in the Oracle Revenue Recognition Policy for Future Product Communications. Copy and paste this link into a web browser, to find out more information.  
For all external communications such as press release, roadmaps, PowerPoint presentations, Safe Harbor Statements are required. You can refer to the link mentioned above to find out additional information/disclaimers required depending on your audience.

4. Program Agenda 1
Introduction, Eric Maikranz, Oracle Upgrade Experience, Rob Krauter, MDC Holdings Upgrade Experience, Beth Zuke, Amway Upgrade Experience, Matt Patee, ABM Industries Q & A 2 3 4 5

5. MDC Holdings, Inc.
Tools Upgrade

6. Richmond American Homes HomeAmerican Mortgage Corporation
American Home Insurance Agency
American Home Title and Escrow Company
15 Divisions in 14 States
Colorado
Southern California
Denver
Phoenix
Colorado Springs
Tucson
Florida
Utah
Jacksonville
Virginia
Orlando
South Florida
Pennsylvania
Maryland
New Jersey
Nevada
Delaware
Northern California
Washington

7. Modules Used Finance Homebuilder 950 users total AP, AR, GL, FA
Procurement \ Subcontracts
Inventory Management
Contract\Service Billing
Job Cost
Customized Order Management \ Sales
Homecare
Work Orders
Service \ Case Management
950 users total
About 200 simultaneous

8. Completed Nationwide Rollout of E1 9.0 (8/1/13)
Technology
Completed Nationwide Rollout of E1 9.0 (8/1/13)
Extensive use of Embedded BI Publisher
SOA \ BSSV Interfaces for:
Construction Management
HR\PR
Loan Origination
CRM
Website
From to

9. Why Upgrade? Better User Experience E1 Pages Breadcrumb Trail Carousel
Work with Jobs \ Recent Reports Improvements
Better Management of Favorites
Advanced Queries
Supportability
Performance
Chrome Browser
Better support for Mobility
iPad App
Mobility Apps

10. Project Plan Sandbox (11/13) Moved to Development 1/30/14
Developed UPK training materials for navigation and net change.
Reworked all UPK content in 9.1 tools environment for look and feel changes.
Moved to Development 1/30/14
Development Freeze put in place until Production
Developed E1 Pages
Developed Change Management Process for E1 Pages
Tested E1 Pages
Applied Pre-Req ESU's to PY on 2/27/14 and Completed DV Special instructions - Caused Issues
Moved completely to PY on 3/13/14
Trained help desk on common issues expected (ActiveX controls, E1 Pages, Navigation)
Resolved issues caused by pre-req ESU's - see below.
Targeted Go live on 3/10/14 in PD - Actual Go Live was 3/20/14 due to Month End Close

11. Tested pages in Sandbox, DV and PY before going to PD.
E1 Pages
Created over 40 pages
Tested pages in Sandbox, DV and PY before going to PD.
Created new change management process for E1 Pages
Everything is on a menu….not everything is on a page.
Use of Visio diagram to provide layouts
Collapsible Menus
Elected to use Task ID instead of Program ID to simplify
Did not use process flow layout because of many roles
Delegation of .dat file maintenance vs promotion and changes. Storing the latest file in SVN (Change management system)

12. Lessons Learned Need to review MTR’s that impact SOA and BSSV sooner.
2 Weeks unplanned for retrofitting.
More extensive testing of Pre-req ESU's
When applied to DV, impact to Production occurred due to existence of new tables.
Difference in Security Behavior caused kernels to drop off line and crashing batch server.
DD merges overwrote Prod DD custom headings and added records to F9202.
Better testing of security.
E1 Pages didn’t work without role hierarchy enabled
More extensive Media Object Testing.
Found individual applications that no longer functioned properly with the Attachments tab when disabling ActiveX Controls for Chrome Support.

13. JD Edwards EnterpriseOne Upgrade from 8.12 to 9.1
- Update pictures on all slides
JD Edwards EnterpriseOne Upgrade from 8.12 to 9.1

14. We Are Amway! Founded by Rich DeVos and Jay VanAndel in 1959
Privately held and family owned
World Headquarters in Ada, MI
Amway is the #1 Direct Seller in the World
Over 50+ affiliate markets operating in over 100 countries and territories
Annual sales of more than $11.9 Billion
Ranked #28 on the Forbes Magazine 2013 list of “America’s Largest Private Companies”
21,000 employees Globally

15. Our family of brands
We develop, manufacture and distribute high-quality nutrition, beauty and home care products.

16. Global Citizenship that’s Purposeful
About Amway IT
10 million children
2.7 million volunteer hours
$190 million dollars
10th Anniversary
Little Bits
Afan Forest
Project Sunshine
Kaboom!

17. JD Edwards EnterpriseOne Footprint
Amway owns the full suite of JD Edwards modules
Two separate instances:
Corporate:
Supply Chain and Corporate Financials
US, Europe, Canada, Costa Rica, Russia, Korea & India
Corporate instance is divided into two environments to support India
China & Vietnam
Supply Chain
Over 300 integrations to over 50 instances of 35 applications
Amway owns E-Business Suite (affiliate markets), OBIEE, SOA Suite, Hyperion, UPK, Golden Gate and more

18. Upgrade Project Timeline
Assessment (12/1/2012 – 1/31/2013)
Evaluation and funding (2/1/2013 – 3/26/2013)
Project execution (3/27/2013 – 10/18/2013)
Planning
Build 9.1 Dev
Finalize requirements
Retrofit customizations and integrations
Testing (10/21/2013 – 1/31/2014)
SIT (system integrated testing)
UAT (user acceptance testing)
Cutover preparation and Go Live (2/3/2014 – 2/23/2014)

19. Upgrade Best Practices
Conducted an Upgrade Assessment prior to the project
Eliminated customizations with core code where possible
Amway archives annually, archived immediately prior to upgrade
Unicode conversion
2 TB of data
Upgraded Oracle database
Created innovative solution using Golden Gate that reduced cutover time from hours down to 14 hours (standard)
Migrated from WebSphere to WebLogic
Utilized UPK for training
Took holidays, vacations, etc. into consideration during scheduling = happy team

20. Benefits and Results
Amway now on JD Edwards 9.1, Tools – Tech Plus upgrade
JDE is the central application supporting Amway’s global supply chain
Do no harm while keeping application current
Eliminated approximately 20% of customizations
Improved JDE performance – new hardware and Unicode DB
JDE is built to run on Unicode
One View Reporting (OVR) – operational reporting
E1 pages deployed
CNC staff pages
Casual user’s home page – Expense Reporting and Requisitions
Improved disaster recovery processes
Delivered on time and under budget

21. JDE 9.1 Upgrade
Matt Patee IT PMO Director
September, 2014

22. Project Overview / Timeline Best Practices Benefits & Results
Contents
Company Background
JDE Footprint
Project Overview / Timeline
Best Practices
Benefits & Results

23. ABM Industries ABM offers:
ABM is one of the largest facility management services providers in the U.S. and in over 20 international locations. We offer state-of-the-art, dependable building maintenance services cost effectively. Our substantial base of long-term clients demonstrates the importance that we place on building enduring relationships.
ABM offers:
Clinical Engineering
Electrical & Lighting
Electrical Testing
Energy Solutions
EV Charging Stations
Facilities Engineering
Home Energy Solutions
HVAC & Mechanical
Integrated Facility Solutions
Janitorial Services
Landscape & Turf
Security
Threat Reduction Services
Leading facility solutions provider
With more than 350 locations in the US and International
105 year old company
Key differentiators for ABM include:
Our strong national / international footprint and our commitment to every customer relationship uniquely position us as the right solution for local, regional, national & international services
Bundling our services under one contract provides a single point of contact and allows outsourcing without the Administrative headaches.
$4.8B in our last FY
More than 20,000 clients
More than 100,000 employees

24. By The Numbers JDE Modules JDE System Users Custom Objects
JDE Footprint
Payroll Module:
111,000 Employees
3.5M Pay Advices 12
JDE Modules
3300
JDE System Users
By The Numbers
The JDE footprint at ABM is far reaching and quite complex
12 JDE Modules including the core financials with GL, Fixed Assets, AR, AP and Job Cost
We also heavily use the HR, Payroll and Benefits module – In Payroll, we have more than 110,000 active employees and process more than 3.5 million pay advices each year
There are more than 3300 active users of our JD Edwards system
Our system was highly customized with more than 2500 custom objects
JD Edwards serves as a very strong foundation on which we have built a highly integrated environment
We have integration with more than 17 other Enterprise systems including Oracle BI and Hyperion
Modules:
Address Book
Financials (GL, FA, AR, AP, Job Cost)
HR, Payroll & Benefits
Contract & Service Billing
Work Orders
Auto Cash
Real Estate / Property Management
2500
Custom Objects 17
Integrated Systems

25. Project Overview / Timeline
Hardware Upgrade
Upgrade EnterpriseOne 8.12 to 9.1 with tools 9.1.3
Upgrade UPK and custom training content to latest release level for 9.1
Development
Retire custom modifications where applicable
Retrofit custom objects
Evaluate and update all relevant interfaces with JDE
New employee life-cycle process
New hardware
Upgrade from 8.12 to 9.1
Upgrade UPK and custom training
With more than 2500 custom objects, we wanted to reduce complexity of our customizations where possible and eliminated close to 1000 custom objects
All others were retrofit to 9.1
We needed to evaluate each system interface to determine what if any impact there would be (impacts were significant as we upgraded several other systems in conjunction with the JDE Upgrade including our AP Workflow solution)
3.5 days of downtime
Project Kickoff
Requirements Aligned
UAT Complete
Warranty Period End
Aug 2013
Oct 2013
Mar 2014
May 2014
Jun 2014
Jul 2014
Charter Approved
Project Plan Complete
Development Complete
Promotion to Production

26. Best Practices – Governance Model
Executive Steering Committee:
Made up of a cross-section of executives representing each of our business segments and corporate departments
Provided support for use of business resources and key decisions such as go-live timing
Program Partners:
Nominated by our Executive Steering Committee, these program partners were key leaders that represented their respective business unit on the project
Empowered by their executives to drive for quality
Project Management:
Co-Managed with internal IT Project Manager and a Project Manager from our 3rd party partner, CSS
Leveraged ABM’s existing Project Management Methodology and systems, supplemented with best practices and upgrade management tools offered by CSS

27. Best Practices – Robust Testing
Testing Approach:
Unit / Integrated Testing
Mock Conversions
Conference Room Pilots
Post-Promotion Testing
CRP2, By The Numbers:
143 Testers
4 Regional Test Hubs
~3500 Test Cases
5 mock conversions
3 CRPs (leveraging a hub approach, NY, GA, TX, CA)
CRP2 included more than 3500 test scripts
Post promotion testing
2/17
2/24
3/3
3/10
3/17
3/24
3/31
4/7
4/14
4/21
4/28
On site Testing
Fix, repair, retest
On site Testing
Fix, repair, retest
On site Testing
Fix, repair, retest
CRP 1
Scope - Firm
JDE only
No integration
CRP 2
Full end-to-end
Full integration
CRP 3
Scope – Flexible
Could be full end-to-end or targeted and will depend on output from CRP 1 & 2

28. Best Practices – Resources
ABM IT
Contractor
Significantly lower cost
Less time to ramp-up / ramp-down resources
Improved retention of domain knowledge
Allows us to take on more projects in parallel
Leverages expertise / experience with 8.12 to 9.1
Enables us to scale resources up and down throughout the project
Limits our ability to take on other projects in parallel
With significant resources dedicated to maintenance and support, we have limited bandwidth to support the upgrade
Significantly higher cost
Longer-term engagement to address ongoing support
Less “skin in the game”
Pros
Cons
Options
When we looked at staffing for the upgrade, we looked deeply at benefits and costs associated with levering internal resources vs. contract resources and knew it wasn’t an either / or situation, rather our goal was to find the right mix of resources.
We ultimately leveraged nearly all of our internal resources and supplemented with contract resources from our partner, CSS.
This enabled us to balance our desire keep costs down, leverage our in-house expertise and retain domain knowledge gained during the upgrade… with the high-demands for taking on more projects, and desire to be able to flex resources up and down based on early discovery work
I believe this is one of the largest contributing factors to our success
The key was to find the “sweet spot” between the use of internal and strong external partners
Our success was a direct result of:
ABM’s highly-skilled ERP professionals
Strong partnership with CSS
Dedication of our business leaders and users

29. Results Project Success: Completed scope On time Within budget
Zero unplanned downtime
No significant defects found post go-live
No compromise to data / functionality
Long-Term Success:
New and improved partnerships
Leveraging best-practices for future initiatives

31. Stay Connected with JDE JD Edwards Newsletters
The Right Tool for the Task
Strengthen Your JD Edwards EnterpriseOne Arsenal
Stay Connected with JDE
@OracleJDEdwards
JD Edwards Professionals
Oracle Application Product Lines have tools to help you collect information, diagnose issues and/or automate configuration of certain processes. Find out what’s available for JD Edwards EnterpriseOne on document – “The Right Tool for the Task”.
My Oracle Support Communities
JD Edwards
“The Right Tool for the Task”
Doc ID will help you find out!
TheOracleJDEdwards
LearnJDE.com
JD Edwards Newsletters
EnterpriseOne World