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 PolicyTo 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 Agenda1Introduction, Eric Maikranz, Oracle Upgrade Experience, Rob Krauter, MDC Holdings Upgrade Experience, Beth Zuke, Amway Upgrade Experience, Matt Patee, ABM Industries Q & A2345
6 Richmond American Homes HomeAmerican Mortgage Corporation American Home Insurance AgencyAmerican Home Title and Escrow Company15 Divisions in 14 StatesColoradoSouthern CaliforniaDenverPhoenixColorado SpringsTucsonFloridaUtahJacksonvilleVirginiaOrlandoSouth FloridaPennsylvaniaMarylandNew JerseyNevadaDelawareNorthern CaliforniaWashington
7 Modules Used Finance Homebuilder 950 users total AP, AR, GL, FA Procurement \ SubcontractsInventory ManagementContract\Service BillingJob CostCustomized Order Management \ SalesHomecareWork OrdersService \ Case Management950 users totalAbout 200 simultaneous
8 Completed Nationwide Rollout of E1 9.0 (8/1/13) TechnologyCompleted Nationwide Rollout of E1 9.0 (8/1/13)Extensive use of Embedded BI PublisherSOA \ BSSV Interfaces for:Construction ManagementHR\PRLoan OriginationCRMWebsiteFrom to
9 Why Upgrade? Better User Experience E1 Pages Breadcrumb Trail Carousel Work with Jobs \ Recent Reports ImprovementsBetter Management of FavoritesAdvanced QueriesSupportabilityPerformanceChrome BrowserBetter support for MobilityiPad AppMobility 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 1/30/14Development Freeze put in place until ProductionDeveloped E1 PagesDeveloped Change Management Process for E1 PagesTested E1 PagesApplied Pre-Req ESU's to PY on 2/27/14 and Completed DV Special instructions - Caused IssuesMoved completely to PY on 3/13/14Trained 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 PagesCreated over 40 pagesTested pages in Sandbox, DV and PY before going to PD.Created new change management process for E1 PagesEverything is on a menu….not everything is on a page.Use of Visio diagram to provide layoutsCollapsible MenusElected to use Task ID instead of Program ID to simplifyDid not use process flow layout because of many rolesDelegation 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'sWhen 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 enabledMore 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 slidesJD 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 ownedWorld Headquarters in Ada, MIAmway is the #1 Direct Seller in the WorldOver 50+ affiliate markets operating in over 100 countries and territoriesAnnual sales of more than $11.9 BillionRanked #28 on the Forbes Magazine 2013 list of “America’s Largest Private Companies”21,000 employees Globally
15 Our family of brandsWe develop, manufacture and distribute high-quality nutrition, beauty and home care products.
16 Global Citizenship that’s Purposeful About Amway IT10 million children2.7 million volunteer hours$190 million dollars10th AnniversaryLittle BitsAfan ForestProject SunshineKaboom!
17 JD Edwards EnterpriseOne Footprint Amway owns the full suite of JD Edwards modulesTwo separate instances:Corporate:Supply Chain and Corporate FinancialsUS, Europe, Canada, Costa Rica, Russia, Korea & IndiaCorporate instance is divided into two environments to support IndiaChina & VietnamSupply ChainOver 300 integrations to over 50 instances of 35 applicationsAmway 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)PlanningBuild 9.1 DevFinalize requirementsRetrofit customizations and integrationsTesting (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 projectEliminated customizations with core code where possibleAmway archives annually, archived immediately prior to upgradeUnicode conversion2 TB of dataUpgraded Oracle databaseCreated innovative solution using Golden Gate that reduced cutover time from hours down to 14 hours (standard)Migrated from WebSphere to WebLogicUtilized UPK for trainingTook holidays, vacations, etc. into consideration during scheduling = happy team
20 Benefits and ResultsAmway now on JD Edwards 9.1, Tools – Tech Plus upgradeJDE is the central application supporting Amway’s global supply chainDo no harm while keeping application currentEliminated approximately 20% of customizationsImproved JDE performance – new hardware and Unicode DBJDE is built to run on UnicodeOne View Reporting (OVR) – operational reportingE1 pages deployedCNC staff pagesCasual user’s home page – Expense Reporting and RequisitionsImproved disaster recovery processesDelivered on time and under budget
21 JDE 9.1 UpgradeMatt Patee IT PMO DirectorSeptember, 2014
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 EngineeringElectrical & LightingElectrical TestingEnergy SolutionsEV Charging StationsFacilities EngineeringHome Energy SolutionsHVAC & MechanicalIntegrated Facility SolutionsJanitorial ServicesLandscape & TurfSecurityThreat Reduction ServicesLeading facility solutions providerWith more than 350 locations in the US and International105 year old companyKey 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 servicesBundling our services under one contract provides a single point of contact and allows outsourcing without the Administrative headaches.$4.8B in our last FYMore than 20,000 clientsMore than 100,000 employees
24 By The Numbers JDE Modules JDE System Users Custom Objects JDE FootprintPayroll Module:111,000 Employees3.5M Pay Advices12JDE Modules3300JDE System UsersBy The NumbersThe JDE footprint at ABM is far reaching and quite complex12 JDE Modules including the core financials with GL, Fixed Assets, AR, AP and Job CostWe 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 yearThere are more than 3300 active users of our JD Edwards systemOur system was highly customized with more than 2500 custom objectsJD Edwards serves as a very strong foundation on which we have built a highly integrated environmentWe have integration with more than 17 other Enterprise systems including Oracle BI and HyperionModules:Address BookFinancials (GL, FA, AR, AP, Job Cost)HR, Payroll & BenefitsContract & Service BillingWork OrdersAuto CashReal Estate / Property Management2500Custom Objects17Integrated Systems
25 Project Overview / Timeline Hardware UpgradeUpgrade EnterpriseOne 8.12 to 9.1 with tools 9.1.3Upgrade UPK and custom training content to latest release level for 9.1DevelopmentRetire custom modifications where applicableRetrofit custom objectsEvaluate and update all relevant interfaces with JDENew employee life-cycle processNew hardwareUpgrade from 8.12 to 9.1Upgrade UPK and custom trainingWith more than 2500 custom objects, we wanted to reduce complexity of our customizations where possible and eliminated close to 1000 custom objectsAll others were retrofit to 9.1We 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 downtimeProject KickoffRequirements AlignedUAT CompleteWarranty Period EndAug 2013Oct 2013Mar 2014May 2014Jun 2014Jul 2014Charter ApprovedProject Plan CompleteDevelopment CompletePromotion 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 departmentsProvided support for use of business resources and key decisions such as go-live timingProgram Partners:Nominated by our Executive Steering Committee, these program partners were key leaders that represented their respective business unit on the projectEmpowered by their executives to drive for qualityProject Management:Co-Managed with internal IT Project Manager and a Project Manager from our 3rd party partner, CSSLeveraged 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 TestingMock ConversionsConference Room PilotsPost-Promotion TestingCRP2, By The Numbers:143 Testers4 Regional Test Hubs~3500 Test Cases5 mock conversions3 CRPs (leveraging a hub approach, NY, GA, TX, CA)CRP2 included more than 3500 test scriptsPost promotion testing2/172/243/33/103/173/243/314/74/144/214/28On site TestingFix, repair, retestOn site TestingFix, repair, retestOn site TestingFix, repair, retestCRP 1Scope - FirmJDE onlyNo integrationCRP 2Full end-to-endFull integrationCRP 3Scope – FlexibleCould be full end-to-end or targeted and will depend on output from CRP 1 & 2
28 Best Practices – Resources ABM ITContractorSignificantly lower costLess time to ramp-up / ramp-down resourcesImproved retention of domain knowledgeAllows us to take on more projects in parallelLeverages expertise / experience with 8.12 to 9.1Enables us to scale resources up and down throughout the projectLimits our ability to take on other projects in parallelWith significant resources dedicated to maintenance and support, we have limited bandwidth to support the upgradeSignificantly higher costLonger-term engagement to address ongoing supportLess “skin in the game”ProsConsOptionsWhen 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 workI believe this is one of the largest contributing factors to our successThe key was to find the “sweet spot” between the use of internal and strong external partnersOur success was a direct result of:ABM’s highly-skilled ERP professionalsStrong partnership with CSSDedication of our business leaders and users
29 Results Project Success: Completed scope On time Within budget Zero unplanned downtimeNo significant defects found post go-liveNo compromise to data / functionalityLong-Term Success:New and improved partnershipsLeveraging best-practices for future initiatives
31 Stay Connected with JDE JD Edwards Newsletters The Right Tool for the TaskStrengthen Your JD Edwards EnterpriseOne ArsenalStay Connected with JDE@OracleJDEdwardsJD Edwards ProfessionalsOracle 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 CommunitiesJD Edwards“The Right Tool for the Task”Doc ID will help you find out!TheOracleJDEdwardsLearnJDE.comJD Edwards NewslettersEnterpriseOne World