AIM Handbook

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ORACLE METHOD SM APPLICATION IMPLEMENTATION METHOD HANDBOOK Applications Global Service Line Release 3.0.0 August, 1999 Part Number A75149-01

Transcript of AIM Handbook

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ORACLE METHODSM

APPLICATION

IMPLEMENTATION

METHOD HANDBOOK

Applications Global Service LineRelease 3.0.0August, 1999Part Number A75149-01

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Application Implementation Method (AIM) Method HandbookRelease 3.0.0Part No. A75149-01

Copyright © 1998, 1999, Oracle Corporation. All rights reserved.Authors: Steve Buchan, Gary Born, Gary Burns, Bruce Dehner, Linda Goossens,

Teresia Haase, Erik Jarlstrom, Josee Lafortune, Jim Lange, Maurizio Papini,Fred Walker

Project Editor: Theresa MerenkovEditors: Mie Jarlstrom, Mary Sanders

In memory of a great friend and colleague, Josee, who would not let us forget the silentconstituents — the end users — who must live and work in the environments andsystems we construct and implement.

The Programs (which include both the software and documentation) contain proprietary information ofOracle Corporation; they are provided under a license agreement containing restrictions on use anddisclosure and are also protected by copyright, patent, and other intellectual and industrial propertylaws. Reverse engineering, disassembly, or decompilation of the Programs is prohibited.

The information contained in this document is subject to change without notice. If you find anyproblems in the documentation, please report them to us in writing. Oracle Corporation does not warrantthat this document is error free. Except as may be expressly permitted in your license agreement forthese Programs, no part of these Programs may be reproduced or transmitted in any form or by anymeans, electronic or mechanical, for any purpose, without the express written permission of OracleCorporation.

If the Programs are delivered to the U.S. Government or anyone licensing or using the programs onbehalf of the U.S. Government, the following notice is applicable:

Restricted Rights Notice Programs delivered subject to the DOD FAR Supplement are"commercial computer software" and use, duplication, and disclosure of the Programs, includingdocumentation, shall be subject to the licensing restrictions set forth in the applicable Oracle licenseagreement. Otherwise, Programs delivered subject to the Federal Acquisition Regulations are "restrictedcomputer software" and use, duplication, and disclosure of the Programs shall be subject to therestrictions in FAR 52.227-19, Commercial Computer Software - Restricted Rights (June, 1987).Oracle Corporation, 500 Oracle Parkway, Redwood City, CA 94065.

The Programs are not intended for use in any nuclear, aviation, mass transit, medical, or other inherentlydangerous applications. It shall be the licensee's responsibility to take all appropriate fail-safe, backup,redundancy, and other measures to ensure the safe use of such applications if the Programs are used forsuch purposes, and Oracle Corporation disclaims liability for any damages caused by such use of thePrograms.

ORACLE, Oracle Designer, Oracle Developer, SQL*Plus, SQL*Loader, SQL*Net, CASE*Method,ORACLE Parallel Server, PL/SQL, Pro*C, SQL*Module are registered trademarks of OracleCorporation, Redwood City, California.

AIM Advantage, CDM Advantage, EMM Advantage, PJM Advantage, Oracle CooperativeApplications, Oracle Financials, Oracle Alert, Oracle Manufacturing, Oracle Inventory, Oracle Bills ofMaterial, Oracle Engineering, Oracle Capacity, Oracle Commissions, Oracle Master Scheduling, OracleMRP, Oracle Work in Process, Oracle General Ledger, Oracle Assets, Oracle Order Entry, Oracle CostManagement, Oracle Payables, Oracle Receivables, Oracle Personnel, Oracle Payroll, OraclePurchasing, Oracle Quality, Oracle Sales and Marketing, Oracle Service, and Application ObjectLibrary are trademarks of Oracle Corporation, Redwood City, California.

Oracle is a registered trademark, and Oracle Method is a service mark of Oracle Corporation. Microsoftand MS-DOS are registered trademarks and Windows, Word for Windows, PowerPoint, Excel, andMicrosoft Project are trademarks of Microsoft Corporation. Visio is a trademark of Visio Corporation.Project Workbench and Project Bridge Modeler are registered trademarks of Applied BusinessTechnology. All other company or product names mentioned are used for identification purposes onlyand may be trademarks of their respective owners.

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Preface

he Application Implementation Method Handbook provides an overviewof the various approaches, phases, processes, and tasks of the

Application Implementation Method (AIM). AIM is Oracle’s full life-cycle approach for implementing Oracle Applications.

This handbook contains the information needed by project managers,sponsors, and team members to understand the scope of an applicationimplementation effort and to plan and execute AIM projects.

This handbook, and the Application Implementation Method itself, arepart of Oracle MethodSM — Oracle’s integrated approach to solutiondelivery.

T

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Audience

The Application Implementation Method Handbook is a high-leveldescription of how AIM can be used to facilitate implementationprojects. Project managers will use this handbook for project planningand scheduling. Team members can use this book to gain a broadunderstanding of AIM. It also provides a context for the detailedinformation in the Process and Task Reference manual.

How this Manual Is Organized

This handbook consists of an overview of AIM, chapters on each AIMphase, and several appendices.

Introduction: This chapter presents an overview of AIM and how todetermine a project approach. It provides guidance in estimatingresources and discusses how AIM incorporates Oracle’s ProjectManagement Method (PJM).

Phase Chapters: Each phase chapter consists of a phase overview and asection on the approach to completing that phase. The chapters providethe following information:

Phase Overview:

• Objectives — describes the objectives of the phase

• Critical Success Factors — lists the success factors of the phase

• Overview Table — lists the process, prerequisites, and keydeliverables

• Prerequisites — lists task prerequisites and their sources

• Processes — lists and defines the processes used in the phase

• Key Deliverables — lists and defines the deliverables for thephase

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Approach:

• Tasks and Deliverables – lists the tasks executed and thedeliverables produced

• Task Dependencies – illustrates the dependencies betweentasks

• Risk Management – provides assistance in reducing the risksassociated with the phase

• Tips and Techniques – discusses helpful tips and techniques

• Estimating – illustrates the relative effort of tasks within thephase by role

• Scheduling – discusses the approach for scheduling the phase

• Staffing – provides suggestions for staffing the phase

Appendix A: Appendix A provides a work breakdown structure forthe Classic approach.

Appendix B: Appendix B provides a description of the roles used inAIM.

Glossary: The Glossary contains definitions of terms, abbreviations,and acronyms used in AIM.

How to Use this Manual

The Application Implementation Method Handbook contains generalinformation about using AIM for application implementation projects.Use this handbook in conjunction with the Application ImplementationProcess and Task Reference, which provides detailed information onprocesses and tasks. Together, the handbook and reference provide acomplete guide for planning and executing applicationimplementations.

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Conventions Used in this Manual

Several notational conventions are used to make this handbook easy toread.

Capitalization

Names of tasks, deliverables, processes, and phases are given initialcapitals. For example, Gather Business Volumes task, Business VolumeRequirements deliverable, Business Requirements Definition process,and Design phase.

Abbreviations and Acronyms

Occasionally, it is necessary to use abbreviations and acronyms whenadequate space is not available. The Glossary lists definitions of allacronyms and abbreviations.

Suggestions

Helpful suggestions appear throughout the handbook. They arehighlighted with an illuminated light bulb. Here is an example of asuggestion:

Suggestion: Verify your backup and recovery plan with yourhardware and software vendors.

Attention

Important information or considerations that save time or simplify tasksare marked with an attention graphic. Here is an example:

Attention: Since project team training occurs simultaneouslywith this task, some recommendations (or decisions) fromtraining may be implemented in the mapping environment.In this case, these training inputs become predecessors to thistask.

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For More Information

Throughout the handbook, we alert you to additional information youmay want to review. This may be a task section, appendix, or referencemanual. Here is an example of a reference graphic:

Reference: Hickman, Linda and Longman, Cliff Case*MethodBusiness Interviewing. Addison-Wesley. 1994ISBN: 0-2-1-59372-6.

Web Site

Information available on the World Wide Web will be indicated by aWeb symbol and an appropriate Web address. Here is an example:

Web Site: Pure Atria Corporation’s Home Page on theWorld Wide Web is http://www.pure.com/

Optional Criteria

Many of the tasks in AIM have criteria that define when the task orsome of the task steps should be executed. The optional criteria, whereapplicable, are located just below the task description in the Process andTask Reference. An example follows:

∆ If your project includes either programmatic data conversion oflegacy business objects, manual data conversion of legacybusiness objects, or both, you should perform this task.

Related Publications

Books in the AIM suite include:

• AIM Method Handbook (this book)

• AIM Process and Task Reference - Volume 1

• AIM Process and Task Reference - Volume 2

• AIM Process and Task Reference - Volume 3

• AIM FastForward Add-In Handbook

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You may also refer to the following Project Management Method (PJM)suite of reference books:

• PJM Method Handbook

• PJM Process and Task Reference

Obtaining Additional AIM Advantage Licenses

Each key member of your project team should have a licensed copy ofAIM Advantage installed on their workstation. Key members are thoseindividuals who will be leading areas of the implementation project andgenerating key deliverables.

Oracle provides AIM Advantage licenses to select Oracle ApplicationsImplementation Partners and Oracle Consulting for their project staff.However, to facilitate improved understanding of the implementationprocess as well as improved overall cross project team productivity,customers should also equip their key project team personnel withlicensed copies of AIM Advantage.

Additional copies of AIM Advantage may be obtained from OracleDirect Marketing or the telesales group in your country, or you cancontact your local Oracle sales representative.

EMM Advantage and Oracle Application Upgrades

EasiPath Migration Method (EMM Advantage), Oracle's packagedmethodology for application upgrades, is complementary to theApplications life-cycle of installation and subsequent upgrades.Produced by Oracle Corporation, EMM Advantage is available to helpyou structure and manage your Oracle Applications upgrade project.

EMM Advantage includes:

• EasiPath Migration Method (EMM)—a proven, structuredapproach used successfully worldwide by Oracle consultants

• Project Management Method (PJM)—a standardized Oracleapproach to project management

The EMM Advantage toolkit, in combination with your skills,experience, and business knowledge, will help ensure a higher-quality

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migration and lead you to business results faster. It is available fromOracle Direct Marketing or the telesales group in your country, or youcan contact your local Oracle sales representative.

Your Comments are Welcome

Oracle Corporation values and appreciates your comments as an OracleAIM practitioner and reader of the guide. As we write, revise, andevaluate our documentation, your comments are the most valuableinput we receive. If you would like to contact us regarding commentson this or other AIM or Oracle Method manuals, please use thefollowing email address:

email: aiminfo.us.oracle.com

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Contents

C H A P T E R 1 Introduction to AIM................................................................................. 1-1

What Is AIM?............................................................................................. 1-2

AIM Phases ................................................................................................ 1-7

AIM Processes ......................................................................................... 1-12

Core and Optional Tasks ........................................................................ 1-20

AIM Implementation Approaches ......................................................... 1-31

Relationship to Other Oracle Methods and Offerings.......................... 1-40

Approach Choice Criteria....................................................................... 1-46

AIM Project Management....................................................................... 1-60

AIM Project Estimating........................................................................... 1-69

C H A P T E R 2 Definition .................................................................................................. 2-1

Overview.................................................................................................... 2-2

Approach.................................................................................................. 2-10

C H A P T E R 3 Operations Analysis................................................................................. 3-1

Overview.................................................................................................... 3-2

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Approach ................................................................................................. 3-11

C H A P T E R 4 Solution Design........................................................................................ 4-1

Overview.................................................................................................... 4-2

Approach ................................................................................................. 4-11

C H A P T E R 5 Build........................................................................................................... 5-1

Overview.................................................................................................... 5-2

Approach ................................................................................................. 5-13

C H A P T E R 6 Transition .................................................................................................. 6-1

Overview.................................................................................................... 6-2

Approach ................................................................................................... 6-8

C H A P T E R 7 Production ................................................................................................. 7-1

Overview.................................................................................................... 7-2

Approach ................................................................................................... 7-6

A P P E N D I X A AIM Work Breakdown Structure .......................................................... A-1

How to Read the Work Breakdown Structure....................................... A-2

AIM Approach Work Breakdown Structure.......................................... A-5

A P P E N D I X B AIM Roles .................................................................................................B-1

Role Descriptions ......................................................................................B-2

G L O S S A R Y

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C H A P T E R

1 Introduction to AIM

his chapter discusses the overall content and structure of Oracle’sApplication Implementation Method (AIM).

DefinitionOperations

AnalysisBuild

Business Process Architecture

Business Requirements Definition

Business Requirements Mapping

Module Design and Build

Application and Technical Architecture

Data Conversion

Documentation

Business System Testing

Performance Testing

Adoption and Learning

Production Migration

Solution Design Transition Production

Figure 1-1 Application Implementation Overview

T

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What Is AIM?

Oracle’s Application Implementation Method (AIM) is a provenapproach for implementing Oracle Applications.

Support for All Oracle Application Product Families

AIM provides direct, product specific support for all of Oracle’sapplication product families including: Customer RelationshipManagement (CRM), Enterprise Resource Planning (ERP), Financial,Human Resources, and Strategic Procurement as well as interlocks toother methods and offerings to support warehousing, enterpriseintelligence applications, reporting tools, and electronic commerce.Since AIM is updateable from the World-Wide-Web, support for newAIM offerings from Oracle and Oracle’s business partners is often onlya mouse-click away.

AIM is comprised of well-defined processes that can be managed inseveral ways to guide you through an application implementationproject. AIM provides the tools needed to effectively and efficientlyplan, conduct, and control project steps to successfully implement newbusiness systems.

Support for All Aspects of the Project

AIM is very broad in its support of all of the activities within yourimplementation project including:

• planning

• requirements definition

• business process alignment and modeling

• customization

• interfaces and integration between systems

• data conversion

• organization change management including specific support forexecutive, management, and user groups

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• application and technical architecture including network andserver design

• reporting and information access systems

• security and access control

Focus on Meeting Requirements and Return On Investment Goals

AIM defines an organization’s business needs at the beginning of theproject and maintains their visibility throughout the implementation. Itdefines internal, external, and time-sensitive business events, and mapseach event to the corresponding business and system processes. Usingthis method, the business community gains an accurate understandingof the business requirements to be met by the final system. Whereappropriate, business process techniques are employed within AIM toassist the project team in identifying the need for business processchanges and designing the changes.

Scaleable to Meet Specific Project Requirements

AIM was designed with scalability in mind. From the largest, multi-national, multi-site, multi-entity projects, through to the smallest,limited size, constrained scope projects — AIM provides the scalabilitythat your project demands. AIM identifies each task as either a coretask or an optional task. In addition, it supports the use of predefinedapproaches, such as FastForward, or allows you to tailor your ownapproach to match your organization’s specific needs.

Updates are a Mouse-Click Away

AIM is unique since much of its content can be updated through theaddition of add-in content, downloadable from the World-Wide-Web.This feature not only facilitates the availability of fresh, up-to-datecontent, but it also allows Oracle hardware, software, andimplementation service partners to distribute content unique to theirofferings within the AIM framework. AIM is flexible, scaleable, andextensible.

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Designed For Quicker Implementations

AIM meets the demand for quicker, more efficient business systemimplementations. While traditional implementations make it difficult torealize business benefits quickly, the use of AIM’s core and optionaltasks automatically define the fastest route by focusing on those tasksthat are most relevant to the implementation. By eliminating anyunnecessary tasks from your project, you reduce the implementationtime frame.

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Scope

The scope of AIM is enterprise-wide. In this context, an enterprise is agroup of departments, divisions, or even companies, that make up anentire business or agency. AIM provides specific implementationactivities necessary to achieve a successful Oracle Applicationsimplementation. The scope of AIM addresses the smallest and simplestimplementation as well as the largest, most complex implementation.By distinguishing between core and optional tasks, the scope of AIMexpands based on the requirements of the organization.

Oracle’s Project Management Method (PJM) contains the projectplanning and management activities. PJM is fully integrated with AIM.

Solution Life-Cycle

strategy infrastructure development

Are

a o

f Im

pac

t

management

organization

applications

custom

decisionsupport

business

implementation maintenance

AIM

tech

nolo

gy

Figure 1-2 AIM Scope

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Business Problems Addressed

AIM addresses numerous business problems that organizationscurrently experience such as:

• inadequate current chart of accounts — AIM providesinstructions and guides you through the simple setup of yournew chart of accounts.

• use of old technology/processes — AIM addresses the need tomove up to web-based applications as well as new customerfacing systems and processes and provides guidance forimplementing these new technologies.

• outgrown current system — AIM provides directions on howto rapidly implement a new system that will expand as theorganization expands.

• old business processes — AIM provides the ability torestructure current business processes to make them morealigned with leading practices.

• resistance to change — AIM addresses the fact that this may bean organization’s first implementation and some users may behesitant or anxious about the new system; specific tasks in AIMguide the organization through change management activities.

• inability to adjust to organizational changes — AIMaccommodates setup of new organizational structures broughtabout by reorganizations and acquisitions.

• inadequate management information — AIM has specific tasksthat guide the organization through the construction ofapplication extensions in order to capture the right managementinformation.

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AIM Phases

AIM projects are conducted in phases. These phases provide qualityand control checkpoints to coordinate project activities that have acommon goal. During a project phase, your project team willsimultaneously be executing tasks from several processes. The figurebelow illustrates the phases.

DefinitionOperations

AnalysisBuildSolution Design Transition Production

Figure 1-3 AIM Phases

Definition

During Definition, you plan the project, review the organization’sbusiness objectives, understand the business processes, and evaluate thefeasibility of meeting those objectives under time, resource, and budgetconstraints. The emphasis is on building an achievable workplan andintroducing guidelines on how the organization will work to achievecommon objectives. Establishing scope early in the implementationgives the team a common reference point and an effective way tocommunicate. Strategies, objectives, and approaches are determined foreach AIM process, providing the basis for the project plan.

To achieve an early understanding of current business operations andfuture processes, the team also performs baselining and processmodeling during this phase. If business process change is applicable,you review existing business processes and create high-level futureprocess designs during this phase.

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The goal is to identify future business and system requirements,propose the future business model, and determine the currentapplication and information technology architecture. The informationgathered provides input to downstream activities in subsequent phases.The team reviews financial, operational, technical, and administrativeprocesses and leads workshops with representatives from theorganization’s staff to verify that all stakeholders understand and agreeon the detailed business requirements. All business requirements areassociated with planned future business processes. Sharing an accurateunderstanding of these requirements is a critical success factor for theproject.

If business process change is applicable, then the project team developshigh-level process scenarios that are used to assess the level of fitbetween the idealized future processes for the organization andstandard application functionality. Gaps are identified, andcorresponding solutions developed. The analysis results in a high-leveldesign for future business processes. This high-level design isdeveloped into more detailed business process designs during theOperations Analysis phase.

During Definition, the executive management of the organization isengaged in several interactive sessions. The project team is organizedand oriented. A learning plan is developed and project team membersare skilled in their appropriate areas. In addition, the CommunicationCampaign (AP.080) for the project is begun.

Operations Analysis

During Operations Analysis, the project team develops the BusinessRequirements Scenarios (RD.050) based on deliverables from Definitionthat are used to assess the level of fit between the detailed businessrequirements and standard application functionality. Gaps areidentified and new proposed solutions are developed. The analysisresults in a proposal for conducting business operations under theenvisioned application technical architecture. Proposed solutions forgaps evolve into detailed designs during the Solution Design phase.

A model for the application architecture is created and the technicalarchitecture is designed. The technical architecture includes high-levelplatform, software, and communications components to support thefuture business system. The Application and Technical Architecture(TA) process documents are used to develop detailed designs duringSolution Design.

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To develop models of future business operations, you must verify yourinitial assumptions regarding proposed functionality for gaps. The newsystem may require only minor modifications to forms, reports, andprograms. The team should explore workarounds to application gapsbefore considering custom modifications or new developments. If thenew system requires custom development, the team prepares high-leveldesign documents. These documents include general descriptions ofthe required features and a work estimate for each customization. Theapproach to be taken for the customizations and estimates are approvedbefore detailed design begins during Solution Design.

The Performance Testing team creates models for testing theperformance characteristics of the new system. These models usuallyfocus on critical system processing associated with key businessfunctions and transactions.

During this phase, work sessions are conducted for middle managersand first-line managers who are not on the project team, to assume theirrole in a successful implementation.

Finally, a Transition Strategy (PM.010) is developed for migrating theorganization from the current system to the new production system.

Solution Design

The purpose of Solution Design is to develop the detailed designs forthe new system to meet the future business requirements. During thisphase, project team members create detailed Business ProcedureDocumentation (BP.090).

Supporting business requirements may require building applicationextensions to standard features — several alternative possibilities mayhave been defined during Operations Analysis. The project teamcarefully scrutinizes these possibilities and chooses the most costeffective alternatives.

To design effective business systems, you should make sure thatplanned user roles and job procedures are efficient. When designingnew systems, consider organizational changes, process improvement,and reengineering initiatives to the extent that they are incorporatedinto the project scope. These initiatives often affect how applicationfeatures should be utilized.

While new system designs are being finalized, the application andtechnical architecture begins to take form. The technical staff designs atechnical architecture that can support the standard application

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configuration and customizations, and considers the future systemarchitecture needs of the company. The technical staff also designsperformance testing programs and the environment for executing theperformance tests.

Business process design is iterative. Tasks that span both theOperations Analysis and Solution Design phases may be performed as aunit by a design team.

Build

The coding and testing of all customizations and other custom software,including application extensions, data conversions, and interfaces, isdone during the Build phase. Business system testing is performed tovalidate that the functionality meets business requirements.

If customizations, extensions, or conversions are not required, the Buildphase is still important because it includes the business system test,which is commonly conducted as a formal conference room pilot (CRP)test. The business system test validates the configuration of the newsystem and is performed in an environment that closely resemblesproduction.

As the new system is being created, you begin to develop customapplication documentation and systems operating documentation. Asthe system is refined, the documentation is reviewed and revised.

Developers produce unit-tested and link-tested program modules.System and systems integration tests are performed and a working,tested business system is delivered at the end of the phase.

During Build, the Performance Testing team creates PerformanceTesting components and executes the performance tests. In addition,user learningware is developed and a user learning environment is setup.

Finally, during Build the production support infrastructure is designedand a Transition and Contingency Plan (PM.030) is developed.

Transition

During Transition, the project team deploys the new system into theorganization. All the elements of the implementation must cometogether to transition successfully to actual production. The projectteam trains the users while the technical team configures the ProductionEnvironment and converts data.

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During Transition, users perform an acceptance test of the new system.Transition is a demanding experience for the project team, and inparticular, for the users who have to maintain exposure to two systemsuntil a new production system is declared. Managing changes andbuffering your organization from negative impacts must be top priority.Preparation and planning facilitate the transition process. Transitionends with the cut over to production, when users start performing theirjob duties using the new system.

If a phased deployment is being employed, Transition may consist ofmultiple deployments where subsets of the applications may bedeployed to various geographical sites and/or business units atdifferent times.

Production

Production begins immediately with the production cutover. It marksthe last phase of the implementation and the beginning of the systemsupport cycle. A series of refinements and performance measurementsteps is included in this final phase. The information technologypersonnel work quickly to stabilize the new system and begin regularmaintenance. They provide the ongoing support to the organization forthe remaining life of the system. During Production, you compareactual results to project objectives and determine if improvements canbe made. Controlled system refinement begins to minimize the impactto users. Finally, you start preliminary planning of the future businessand technical direction of the company.

If multiple deployments exist, Production will occur at different timesfor the various geographical sites and business units.

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AIM Processes

AIM tasks are organized into processes. Each process represents arelated set of objectives, resource skill requirements, inputs, anddeliverable outputs. A task can belong to only one process. Projectteam members are usually assigned to a process according to theirspecialization and background.

AIM has eleven processes as shown in the following figure. The extentto which overlap is permitted is a function of task prerequisites and theavailability of project resources.

DefinitionOperations

AnalysisBuild

Business Process Architecture

Business Requirements Definition

Business Requirements Mapping

Module Design and Build

Application and Technical Architecture

Data Conversion

Documentation

Business System Testing

Performance Testing

Adoption and Learning

Production Migration

Solution Design Transition Production

Figure 1-4 AIM Processes

This section provides a brief overview of the AIM processes:

• Business Process Architecture (BP)

• Business Requirements Definition (RD)

• Business Requirements Mapping (BR)

• Application and Technical Architecture (TA)

• Module Design and Build (MD)

• Data Conversion (CV)

• Documentation (DO)

• Business System Testing (TE)

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• Performance Testing (PT)

• Adoption and Learning (AP)

• Production Migration (PM)

Business Process Architecture (BP)

Business Process Architecture addresses understanding of theorganization’s business processes and aligns them with the businessrequirements and applications to be implemented. If business processchange is relevant to the project, use this process to determine thechange required and to design the new or changed business processes.Scope the processes and other aspects of the business that are includedin the AIM project. In addition, determine what business process data(such as performance data) needs to be gathered to determine howthese processes currently perform. Assess the current business todetermine the potential for making improvements.

The project team then reviews the business and process strategy of theorganization to verify that it provides the information required for anunderstanding of the current business processes and how they mayneed to change. With the organization, review leading practices in theirbusiness and in relevant processes of other organizations to set a modelfor the vision of the future. Your team then translates that vision intoHigh-Level Process Designs (BP.070). These designs are compared withthe processes supported by the application, to determine, in a generalway, what changes would be required, and to modify the designs toprovide the optimal processes for the customer.

The result of the Business Process Architecture process is a set ofoptimized high-level designs that balance changes to the applicationwith the changes to the organization. You input these designs to otherprocesses of AIM to produce detailed process descriptions embodied inthe Future Process Model (BP.080).

Business Requirements Definition (RD)

Business Requirements Definition defines the business needs that mustbe met by the implementation project. Document business processes byidentifying business events and describing the steps that respond tothese events, then organize processes into scenarios that reflect thebusiness requirements. The project team conducts a Current BusinessBaseline (RD.020) to document current business requirements, thenconstructs future business processes and function models to portrayfuture business requirements.

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As part of Business Requirements Definition, the organization’sfinancial and operating structure is identified, business transactionvolumes are documented, and storage requirements are determined.Audit and control considerations for financial and systemadministration further define security and operating requirements.

Business Requirements Mapping (BR)

Business Requirements Mapping compares the future businessrequirements to standard application software functionality andidentifies gaps that must be addressed to fully meet business needs.Mapping teams are assigned groups of future business processes,usually related by business function. Business Requirements Scenarios(RD.050) are then mapped to application functionality.

Methods for resolving gaps between requirements and functionalityinclude:

• documenting workarounds

• creating alternative possibilities

• using application extensions

• changing the underlying business process

After business processes have been mapped to the application and gapshave been resolved, the project team documents how the business willoperate using the new system.

Application and Technical Architecture (TA)

During Application and Technical Architecture, you design aninformation systems architecture that reflects your business vision.Using the business and information systems requirements, this processfacilitates development of a plan for deploying and configuring:

• Oracle, third-party, and custom applications

• supporting application databases

• critical enterprise interfaces and data distribution mechanismsbetween applications, servers, and data centers

• computing platform, including servers and client desktopmachines with browsers

• networks and the data communications infrastructure

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A coherent and well-designed information systems architecture is acritical success factor for any implementation project. The informationsystems architecture design should be:

• derived from balanced input of business and technicalrequirements

• made consistent with the corporate business vision and providethe information technology framework to achieve it

• realistic about the capabilities and limitations of the technologyon which it is based

The first bullet above is critical because the architecture is oftenconsidered to be purely technical in nature, with the resulting risk thatthe business requirements are treated as subservient to the technology.The business requirements and functional mapping drive a well-designed architecture to include:

• optimal configuration of the applications being implemented

• hardware and network infrastructure providing theapplications processing

• tools and procedures needed to manage the complete system

The architecture team may need to consider the following types ofcomplex issues:

• the best deployment strategy for the applications across one ormore data centers, business organizations, and businessfunctions

• the high-level configuration of the applications to supportfinancial, administration, manufacturing, and distributionbusiness units

• interface points between the applications and/or remote sites,including specifications, data flows, and mechanisms

• the deployment and capacity planning for the hardware andnetwork infrastructure that will support the applicationsprocessing

• management tools and procedures that enable the system tocontinue to operate as intended

• the ability of the architecture to support future growthrequirements

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Relative to other processes, the Application and Technical Architectureprocess occurs early in an implementation project. While the formalprocess is active only during Definition, Operations Analysis, SolutionDesign, and Build, architecture deliverables are required and usedthroughout the entire implementation project. The Application andTechnical Architecture process defines the framework for the technicalaspects of the future system and the project that is defining and creatingthe new system.

Both the application and technical architecture designs become moredetailed and concrete as they progress from Definition throughOperations Analysis, Solution Design, and on to Build. It is importantto consider both aspects of architecture throughout the process so that atop-to-bottom view of the future system architecture is created early.Any issues that affect the technical architecture can then be assessed inthe context of the application architecture design, and vice versa.

Module Design and Build (MD)

Module Design and Build produces custom application extensions forgaps in functionality identified during Business Requirements Mapping(BR). Custom application extensions include program modules (forms,reports, alerts, and database triggers) that must be designed, built, andtested before they can be incorporated into the new system. ModuleDesign and Build addresses the design and development of the custommodules — Business System Testing (TE) supports testing of the custommodules.

Working together, technical analysts and business analysts define thespecific application extensions needed to support the requirements, andthen estimate the work effort required to design and build theextensions. Technical analysts write functional and technicalspecifications for each module that together comprise the detaileddesign. Developers code new modules or modify existing modulesbased on the detailed design documents.

Data Conversion (CV)

Data Conversion defines the tasks and deliverables required to convertlegacy data to the Oracle Applications tables. The converted data maybe needed for system testing, training, and acceptance testing, as well asfor production cutover. The first step of this process explicitly definesthe business objects that are required for conversion and the legacysource systems that store these objects.

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An overall strategy determines how the conversion requirements will bemet. Both automated and manual methods should be considered aspossibilities. AIM provides specific support for both manual andprogrammatic data conversions. The conversion process includesdesigning, building, and testing the required conversion programs, aswell as the actual conversion of the legacy data.

Documentation (DO)

The amount and level of detail of documentation varies by project. TheDocumentation Requirements and Strategy (DO.010) defines thedocumentation requirements for the project and establishes which of theoptional Documentation tasks are required. Implementation complexityand documentation requirements are closely correlated.

Producing prototypes for each document encourages early consensus ondocumentation design, format, and content.

Business System Testing (TE)

Early in the project life-cycle, Business System Testing focuses onlinking test requirements back to business requirements and securingproject resources needed for testing. It supports utilizing common testinformation, including data profiles, to promote testing coordinationand to minimize duplication of test preparation and execution effort.

Business System Testing provides a formal integrated approach totesting. The primary deliverable is a high-quality application system,including packaged applications components and custom applicationextensions.

Performance Testing (PT)

Performance Testing enables you to define, build, and execute aperformance test. It does not assume a particular scope for theperformance test. You can use the same process to define a complextest on an entire system, or a simpler test on a component or subset ofthe system. You may also initiate the process more than once on aproject with differing scope and objectives to test the performance ofdifferent aspects of your system. The specific goals of each process andthe relative timing within a project may be different, but the methodyou use may be the same.

As a primary benefit, this process provides a powerful and direct meansof assessing the performance quality of your system. This assessmentenables you to determine whether performance is acceptable and to

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propose tactical or strategic changes to address the performance qualityshortfall. If the performance characteristics you measure areunacceptable, you can implement tuning to improve the performancequality, or propose a change in the system architecture to provide theimprovement you desire. Performance Testing is closely related toApplication and Technical Architecture (TA) — they areinterdependent.

The Performance Testing team defines the scope of testing and relates itto point-in-time snapshots of the transactions expected in the realproduction system. Technical analysts create or set up transactionprograms to simulate system processing within the scope of the test andpopulate a volume test database against which to execute thetransactions. Once the system and database administrators havecreated the test environment, the test is executed by the project teamand the final results are documented.

Adoption and Learning (AP)

Adoption and Learning establishes a measurement system that providesan evaluation of organizational performance to help make sure thatexpectations are met during implementation and after productioncutover.

This process accelerates the implementation project team’s ability towork together through team building and organization-specificapplication learning. This process also helps determine humanperformance support implications so that the organizational structuresand job roles align to meet new performance expectations resultingfrom the technology change.

Finally, learningware is developed and a learning environment iscreated where project team members and users participate in learningevents.

Production Migration (PM)

Production Migration moves the company, system, and people to thenew enterprise system. Following production cutover, it monitors andrefines the production system and plans for the future. The ProductionMigration process encompasses transition to production readiness,production cutover, and post-production support.

During Production Migration, the project team deploys the new systeminto the organization. This transition depends on BusinessRequirements Mapping (BR), Module Design and Build (MD), Data

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Conversion (CV), Documentation (DO), Business System Testing (TE),and Adoption and Learning (AP) for fully-tested business systems,application extensions, conversion programs, documentation, andAdoption and Learning materials. Transition is complete when data hasbeen converted and verified and users have started using the newsystem. When the system is stabilized, regular maintenance and systemrefinement begin. In addition, management begins preliminaryplanning of the company’s future business and technical direction as itrelates to the new systems.

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Core and Optional Tasks

Application implementation projects range from simple to very largeand complex. One way AIM addresses this range of complexity is bydesignating tasks, or even a part of a task (task step) as either core oroptional.

The core tasks in AIM define the minimum set of steps necessary toimplement Oracle Applications. You may also need to include severalother tasks in your project depending on your specific circumstances.For example, if you are adopting a new user interface technology as partof your implementation, AIM includes a full set of technical architecturetasks to support the analysis, design, and deployment of the requiredplatform, software, and networks. If your implementation requiresinterfaces to third-party or legacy systems, you can incorporate AIMtasks to help you examine, update, and test those interfaces to workwith the new system.

A good test during project planning is to walk through the core tasksand assess whether they will be sufficient to meet the organization’sneeds. If not, begin considering optional tasks. This planning processshould help create an efficient project approach. In the followingdiagram, core tasks in AIM are represented as black boxes and optionaltasks as open boxes. Each box on the diagram has an increment value often. For example, the first box in the Business Process Architectureprocess is BP.010, the second box is BP.020, and so on.

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P r o d u c t i o nT r a n s i t i o nB u i l dS o l u t i o nD e s i g n

O p e r a t i o n sA n a l y s i sD e f i n i t i o n

B u s i n e s s R e q u i r e m e n t s D e f i n i t i o n ( R D )

B u s i n e s s R e q u i r e m e n t s M a p p i n g ( B R )

M o d u l e D e s i g n a n d B u i l d ( M D )

D a t a C o n v e r s i o n ( C V )

D o c u m e n t a t i o n ( D O )

B u s i n e s s S y s t e m T e s t i n g ( T E )

P r o d u c t i o n M i g r a t i o n ( P M )

B u s i n e s s P r o c e s s A r c h i t e c t u r e ( B P )

A p p l i c a t i o n a n d T e c h n i c a l A r c h i t e c t u r e ( T A )

A d o p t i o n a n d L e a r n i n g ( A P )

P e r f o r m a n c e T e s t i n g ( P T )

Core Task

Optional Task

Figure 1-5 Core and Optional Tasks

Task Selection Guidelines

Determining which AIM tasks to include in the project plan isultimately the responsibility of the project manager. To assist you inmaking your determinations, a number of optional task criteria thatserve as indicators for inclusion of related optional tasks have beenidentified. In some cases, optional tasks may be indicated by more thanone criterion. Use the guidelines below to determine which optionalAIM tasks to include in your project.

Optional task criteria, and the optional tasks associated with them, aredescribed below and are referred to throughout the AIM documentationusing the following key words:

• Process Change

• Interfaces

• Customizations

• Programmatic Data Conversion

• Manual Data Conversion

• Complex Architecture Changes

• Performance Testing

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• Complex Reporting

• Medium or High Complexity

• Large User Population

• Organizational Change Management Focus

• Project-Specific Documentation

• Other (individual criteria)

Process Change

If your project objectives include taking advantage of the applicationimplementation to significantly restructure and improve businessprocesses, you should include the following tasks:

• Define Business and Process Strategy (BP.010)

• Catalog and Analyze Potential Changes (BP.020)

• Determine Data Gathering Requirements (BP.030)

• Review Leading Practices (BP.050)

• Develop High-Level Process Vision (BP.060)

• Create Information Model (BR.060)

• Test Business Solutions (BR.080)

• Identify Business Process Impact on Organization (AP.100)

• Align Human Performance Support Systems (AP.110)

• Develop User Learningware (AP.150)

Interfaces

If your project includes interfaces to third-party or internally developedsystems, or interfaces between Oracle Applications installed in separateenvironments, you should include the following tasks:

• Conduct Integration Fit Analysis (BR.050)

• Create Information Model (BR.060)

• Define Application Extension Strategy (MD.010)

• Define and Estimate Application Extensions (MD.020)

• Define Design Standards (MD.030)

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• Define Build Standards (MD.040)

• Create Application Extensions Functional Design (MD.050)

• Design Database Extensions (MD.060)

• Create Application Extensions Technical Design (MD.070)

• Review Functional and Technical Designs (MD.080)

• Prepare Development Environment (MD.090)

• Create Database Extensions (MD.100)

• Create Application Extension Modules (MD.110)

• Create Installation Routines (MD.120)

• Publish User Reference Manual (DO.060)

• Publish Technical Reference Manual (DO.080)

• Develop Unit Test Script (TE.020)

• Develop Link Test Script (TE.030)

• Develop Systems Integration Test Script (TE.050)

• Perform Unit Test (TE.070)

• Perform Link Test (TE.080)

• Perform Installation Test (TE.090)

• Perform Systems Integration Test (TE.120)

• Develop User Learningware (AP.150)

Customizations

If your project includes custom programs or changes to standardscreens, reports or processes that extend the functionality of theapplications, including custom reports, database triggers, and complexdescriptive flexfields, you should include the following tasks:

• Define Application Extension Strategy (MD.010)

• Define and Estimate Application Extensions (MD.020)

• Define Design Standards (MD.030)

• Define Build Standards (MD.040)

• Create Application Extensions Functional Design (MD 050)

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• Design Database Extensions (MD.060)

• Create Application Extensions Technical Design (MD.070)

• Review Functional and Technical Designs (MD.080)

• Prepare Development Environment (MD.090)

• Create Database Extensions (MD.100)

• Create Application Extension Modules (MD.110)

• Create Installation Routines (MD.120)

• Publish User Reference Manual (DO.060)

• Publish Technical Reference Manual (DO.080)

• Develop Unit Test Script (TE.020)

• Develop Link Test Script (TE.030)

• Perform Unit Test (TE.070)

• Perform Link Test (TE.080)

• Perform Installation Test (TE.090)

• Develop User Learningware (AP.150)

Programmatic Data Conversion

If your project includes the population of production tables or customdatabase tables in the new Oracle Application system with data fromlegacy systems using custom conversion programs or automatedconversion tools, you should include the following tasks:

• Define Data Conversion Requirements and Strategy (CV.010)

• Define Conversion Standards (CV.020)

• Prepare Conversion Environment (CV.030)

• Perform Conversion Data Mapping (CV.040)

• Design Conversion Programs (CV.060)

• Prepare Conversion Test Plans (CV.070)

• Develop Conversion Programs (CV.080)

• Perform Conversion Unit Tests (CV.090)

• Perform Conversion Business Object Tests (CV.100)

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• Perform Conversion Validation Tests (CV.110)

• Install Conversion Programs (CV.120)

• Convert and Verify Data (CV.130)

Manual Data Conversion

If your project includes the population of production tables or customdatabase tables in the new Oracle Application system with data fromlegacy systems using manual data entry through the Application forms,you should include the following tasks:

• Define Data Conversion Requirements and Strategy (CV.010)

• Define Manual Conversion Procedures (CV.050)

• Convert and Verify Data (CV.130)

Attention: Manual data conversion is often used as a costsaving measure when the existing data is in a form that doesnot meet the requirements of the new system and thevolumes of data are low.

Complex Architecture Changes

If your project involves replacement of the existing architectureincluding networks, operating systems, and server platforms, orincludes specialized information security/access requirements, youshould include the following tasks:

• Identify Current Technical Architecture (TA.020)

• Develop Preliminary Conceptual Architecture (TA.030)

• Revise Conceptual Architecture (TA.070)

• Define and Propose Architecture Subsystems (TA.100)

Performance Testing

If your project includes significant system performance risks due to thesize or complexity of the implementation, include the following tasks:

• Define Performance Testing Strategy (PT.010)

• Identify Performance Test Scenarios (PT.020)

• Identify Performance Test Transaction Models (PT.030)

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• Create Performance Test Scripts (PT.040)

• Design Performance Test Transaction Programs (PT.050)

• Design Performance Test Data (PT.060)

• Design Test Database Load Programs (PT.070)

• Create Performance Test Transaction Programs (PT.080)

• Create Test Database Load Programs (PT.090)

• Construct Performance Test Database (PT.100)

• Prepare Performance Test Environment (PT.110)

• Execute Performance Test (PT.120)

• Create Performance Test Report (PT.130)

• Measure System Performance (PM.090)

Attention: Examples may be user populations greater than1,500 distributed users or a multi-site, multi-nationalimplementation or use of a shared network resource whereperformance characteristics of the environment may be aconcern.

Complex Reporting

If your project includes the implementation of a Business IntelligenceSystem (BIS), Data Warehouse, or use of ad hoc reporting tools, such asOracle Discoverer™, custom reports, or other complex reportingrequirements, include the following tasks:

• Create Information Model (BR.060)

• Define Reporting and Information Access Strategy (TA.060)

Medium or High Complexity

If your project includes two or more complex characteristics, such asmulti-site implementations, multi-organization features, nationallanguage support, globalization issues, or multiple interfaces to externalsystems, include the following tasks:

• Establish Process and Mapping Summary (RD.030)

• Test Business Solutions (BR.080)

• Identify Current Technical Architecture (TA.020)

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• Develop Preliminary Conceptual Architecture (TA.030)

• Define Application Architecture (TA.040)

• Revise Conceptual Architecture (TA.070)

• Define Application Security Architecture (TA.080)

• Define Application and Database Server Architecture (TA.090)

• Define and Propose Architecture Subsystems (TA.100)

• Define Application Deployment Plan (TA.130)

• Publish System Management Guide (DO.090)

Large User Population

If your project includes deployment of the Applications to a large userpopulation (typically 500 or more users, but possibly fewer in someenvironments), include the following tasks:

• Establish Process and Mapping Summary (RD.030)

• Define Executive Project Strategy (AP.010)

• Develop Managers’ Readiness Plan (AP.090)

Organizational Change Management Focus

If your project includes an organizational change management focus,include the following tasks:

• Define Executive Project Strategy (AP.010)

• Develop Managers’ Readiness Plan (AP.090)

• Align Human Performance Support Systems (AP.110)

• Develop User Learningware (AP.150)

Attention: An organizational change management focusoffers a preemptive investment in understanding andaddressing the organizational impact issues that may resultfrom the implementation of the new system.

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Large User Population Combined with Organizational Change Management Focus

If your project includes both deployment of the Applications to a largeuser population and an organizational change management focus,include the following tasks:

• Develop Business Unit Managers’ Readiness Plan (AP.060)

• Align Information Technology Groups (AP.120)

• Conduct User Learning Needs Analysis (AP.130)

Project-Specific Documentation

If your project includes publishing project-specific documentation,include the following tasks:

• Define Documentation Standards and Procedures (DO.020)

• Prepare Documentation Environment (DO.040)

• Produce Documentation Prototypes and Templates (DO.050)

• Publish User Guide (DO.070)

Attention: In some cases the use of the standarddocumentation provided by Oracle may meet the needs of theorganization.

Other

If your project requires the modeling of current business processes andpractices to gain a better understanding of the current business baseline,include the following task:

• Develop Current Process Model (BP.040)

If your project includes Develop Preliminary Conceptual Architecture(TA.030), include the following task:

• Revise Conceptual Architecture (TA.070)

If your project includes post-production system enhancement objectives,include the following tasks:

• Refine Production System (PM.110)

• Propose Future Business Direction (PM.130)

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If your project includes legacy system decommissioning objectives,include the following task:

• Decommission Former Systems (PM.120)

If your project includes post-production business process improvementobjectives, include the following task:

• Propose Future Business Direction (PM.130)

If your project includes post-production system architectureenhancement or technology migration recommendation objectives,include the following task:

• Propose Future Technical Direction (PM.140)

Optional Task Steps

In addition to the designation of optional tasks, some AIM tasks includeoptional task steps. These optional task steps correspond to deliverablecomponents that provide additional detail or supplemental informationrelated to a specific project objective. Optional task steps areconditionally required when specified criteria are present.

Tasks with optional task steps, and the criteria that indicate that theoptional task steps should be included when performing the task, aredescribed below.

Process Change

If your project objectives include taking advantage of the applicationimplementation to significantly restructure and improve businessprocesses, you should include optional task steps in the following tasks:

• Develop Future Process Model (BP.080)

• Analyze High-Level Gaps (BR.010)

• Develop Project Team Learning Plan (AP.030)

• Develop Managers’ Readiness Plan (AP.090)

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Organizational Change Management Focus

If your project includes an organizational change management focus,include optional task steps in the following tasks:

• Conduct Initial Project Team Orientation (AP.020)

• Develop Project Team Learning Plan (AP.030)

• Conduct Project Team Learning Events (AP.050)

• Develop Project Readiness Roadmap (AP.070)

• Develop and Execute Communication Campaign (AP.080)

• Develop User Learning Plan (AP.140)

• Conduct User Learning Events (AP.170)

Large User Population Combined with Organizational Change Management Focus

If your project includes both deployment of the Applications to a largeuser population and an organizational change management focus,include the following task:

• Conduct Effectiveness Assessment (AP.180)

Planning Suggestions

If you are not sure whether you need any of the optional tasks, keepthem in your workplan with work effort estimates of zero. You canthen create filters in your project management tool to hide zero efforttasks in reports.

As your project progresses, you can reevaluate the need for the tasksyou initially exclude. You may wish to perform some of them aschecklist tasks by reviewing the handbook descriptions and templatecontent to verify that you are not missing an important element.

Optional Task and Optional Task Step Notation

For easy identification throughout the AIM Process and Task ReferenceManual, optional tasks and optional task steps in core tasks areannotated with the following triangle shaped symbol: ∆.

If an optional task criterion affects a task’s Prerequisites, Task Steps,Approach and Technique, or Deliverable Guidelines, the criterion nameis indicated in the left margin.

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AIM Implementation Approaches

There are two project approaches to consider when implementingOracle Applications. The diagram below illustrates how to determinethe best project approach to use.

T a i l o r e d A p p r o a c h

P r e - P a c k a g e d A p p r o a c h

Pre-Packaged Approachfor ABC Organization

Tailored Approachfor XYZ Organization

Pre-DefinedCriteria

Qualified? X Y e s N o

Requirements for ABC Organization

- S i n g l e S e t o f B o o k s

- S i n g l e O p e r a t i n g U n i t

- S i m p l e T e c h n i c a l A r c h i t e c t u r e

- L i m i t e d A p p l i c a t i o n F u n c t i o n a l i t y

- F e w U s e r s

- S ingle S i te

- N o B u s i n e s s P r o c e s s R e e n g i n e e r i n g

- N o A p p l i c a t i o n E x t e n s i o n s

- M a n u a l D a t a C o n v e r s i o n s

- N o I n t e r f a c e s

Requirements for XYZ Organization

- S i n g l e o r M u l t i p l e S e t o f B o o k s

- S i n g l e o r M o d e r a t e M u l t i p l e O p e r a t i n g U n i t s

- S i m p l e t o C o m p l e x T e c h n i c a l Arch i tec ture

- F u l l S u i t e o f S t a n d a r d F u n c t i o n a l i t y

- F e w t o M a n y U s e r s

- S i n g l e o r M u l t i p l e S i t e s

- M a y o r M a y N o t N e e d B u s i n e s s P r o c e s s R e e n g i n e e r i n g

- F e w t o M a n y A p p l i c a t i o n E x t e n s i o n s

- M o d e r a t e t o C o m p l e x D a t a C o n v e r s i o n s

- M u l t i p l e I n t e r f a c e s

Core Tasks

A I M F o u n d a t i o nT e m p l a t e s

O p t i o n a l T a s k ( s )O p t i o n a l T a s k ( s )

Core Tasks

A I M F o u n d a t i o nT e m p l a t e s

F a s t F o r w a r d R P MP r e d e f i n e dT e m p l a t e s

Figure 1-6 Project Approach Paths

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Each implementation project must determine their approach for usingthe AIM method. The implementation approach you use depends onthe specific requirements of your organization. AIM is flexible — itallows you to either use a pre-packaged approach or develop a tailoredapproach.

The previous diagram illustrates, by example, how ABC organizationqualified to use a pre-packaged approach (such as Oracle’s FastForwardFinancialsRPM ). On the other hand, XYZ organization cannot meet thepredefined criteria of a pre-packaged approach. Therefore, XYZorganization must tailor their own project approach to meet the specificimplementation requirements of their organization.

Pre-Packaged Approach

A pre-packaged approach is a set of predefined activities using AIMtasks and deliverables. These pre-packaged approaches may be part ofthe FastForward or Oracle Point Solutions families of approaches. Inthe diagram above, the ABC organization qualifies to use theFastForward prepackaged approach based on the pre-packagedqualification criteria.

Pre-packaged approaches offer a set of predefined tasks and predefinedtemplates. These predefined tasks are AIM foundation tasks that havebeen specifically selected to be part of the pre-packaged approach.Keep in mind many of the templates used by FastForward and otherpre-packaged approaches have been pre-seeded with data that must beused by the implementation team.

Pre-packaged approaches come with a qualification worksheet todetermine whether your project is a suitable candidate for the particularprepackaged approach. If your organization is not able to use aprepackaged approach, then you should create your own tailoredapproach.

Tailored Approach

A tailored approach allows an organization to have maximum flexibilityand extensibility in implementing Oracle Applications. A tailoredapproach allows an organization to build a project approach that mapsto their unique implementation requirements. For example, if youintend to build application extensions, you should review the Module

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Design and Build (MD) tasks to determine those needed for theimplementation.

The table below illustrates an example of these criteria using theFastForward RPM pre-packaged approach.

AIM ProcessFastForward RPMPre-Packaged Approach Tailored Approach

Business ProcessArchitecture

No significant changes tobusiness process that wouldimpact the project.

Business process changes areanticipated.

BusinessRequirementsDefinition

Business processes documented,and requirements clearlydefined and well understood.

Business requirements not wellunderstood at commencementof project.

BusinessRequirementsMapping

No application extensions.Gaps between requirements andthe standard applicationsoftware will be resolved bychanging business policies andprocedures.

Minimal to substantial changesto the application software arerequired.

Application andTechnicalArchitecture

Little change in technology;solid information technologyskill set.

Major shifts in computingparadigm, tools, andarchitecture.

Application andTechnicalArchitecture

Sound expertise regardingplanned architecture.

Organization has minimalknowledge or experience innew architecture.

Module Design andBuild

No application extensions. Minimal to significantapplication extensions.

Data Conversion Straightforward dataconversion.

Moderate to Large conversionvolumes and moderate tocomplex conversion processesand tools.

Documentation Few or no changes to standarddocumentation.

Significant customdocumentation required.

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AIM ProcessFastForward RPMPre-Packaged Approach Tailored Approach

Business SystemTesting

Small scope to the businesssystem testing nocustomizations, no custominterfaces, and no dataconversions.Few complex businessprocesses.Few business process changes.

Substantial business systemtesting required forcustomization, and dataconversion interfaces.

Many complex businessprocesses.

Substantial business processchanges.

PerformanceTesting

Sufficient hardware andnetwork capacity clearly exists.No performance test required.

Some performance testingrequired.

Adoption andLearning

Standard training materials andclasses used duringimplementation.

Organization is receptive tochange and can easily transitionto the new system.

Requires custom developedmaterials and classes.

Organization has previouslyexperienced implementationfailures and wants direction inmanaging organizationalchange.

ProductionMigration

Simple cutover to production. Complex migration toproduction.

Table 1-1 FastForward RPM Pre-Packaged Approach Example

Tailored Approach Example — Business Process Change

All activities and components in AIM constitute the AIM foundation.As mentioned earlier, you can design your own implementationapproach by selecting a subset of components from the AIM foundation.For example, the business process change approach focuses on tasksthat are associated with Business Process Architecture (BP) activities.The remainder of this section focuses on what to consider when using atailored approach with a business process change focus.

Deploying a Business Process Change Approach

If changing the organization’s business processes are within the scope ofthe project, then design a tailored approach with a business processchange implementation focus. Tasks in the Business Process

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Architecture (BP) process of AIM support this approach, as well as anumber of other tasks in other AIM processes.

When Is a Business Process Change Approach Applicable?

The following criteria will help you to decide if a Business ProcessChange focus is applicable to your project:

• The organization has agreed to implement Oracle’s CustomerRelationship Management (CRM) family of applications andreengineer the business processes outside in from the end-customer to systems perspective.

• There are specific business goals with respect to improvingcustomer loyalty, wallet share, higher leverage of existingcustomers and margin improvement.

• The project involves business process change that will have amajor impact on the business requirements.

• You cannot determine the business requirements to be met bythe implementation without determining the future businessprocesses.

• There are significant differences between the way theorganization wants or needs to work in the future and the wayit works currently.

• It is impossible to meet all of the organization’s expectationswithout changing or customizing the applications, yet thosechanges will introduce significant risks either to the project or tothe organization during maintenance of the resulting system.

If one or more of these criteria are applicable, you should considerapplying a business process change focus to your AIM project.

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Tailoring an AIM Project for the Business Process Change Focus

The table below summarizes the changes to an AIM foundationapproach required when applying a business process change approach.

AIM Process Modification Required for a Business ProcessChange Focus

Business ProcessArchitecture

The Business Process Architecture process determines theprocess changes required to support the business vision anddelivers the High-Level Process Designs (BP.070). The scope ofprocesses considered is limited to the scope of Applicationsbeing implemented. The High-Level Process Designs drive thedownstream processes of Business Requirements Definition(RD), Business Requirements Mapping (BR), Application andTechnical Architecture (TA), Module Design and Build (MD)and Adoption and Learning (AP).

Business RequirementsDefinition

Existing business processes are modeled at a high-level, usingthe Oracle Business Models as a baseline. Performance data oncurrent operations are collected to support this model.

Business RequirementsMapping

High-level future business process models are mapped to theApplications. Future business processes are modeled in detail.A gap analysis between the future process vision and theApplication functionality is performed and gap resolutionoptions are identified.

Application andTechnical Architecture

Application and technical architectures are designed tosupport the future business processes being designed by theproject.

Module Design andBuild

Where appropriate, module designs are checked to confirmthat they support the detailed future business processes beingdesigned by the project.

Data Conversion Not affected.Documentation Not affected.Business System Testing Not affected.Performance Testing Not affected.Adoption and Learning Business Process Architecture (BP) tasks are often prerequisites

for Adoption and Learning (AP) tasks. Business processchange activities affect many of the readiness and assessmenttasks found in Adoption and Learning.

Production Migration Not affected.

Table 1-2 Business Process Change Modifications to an AIM Project

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Key Principles of a Business Process Change Approach to AIM

A project with a focus on business process change should be embodythese key principles:

High-Level Sponsorship

Dealing with business process change is highly dependent on activesponsorship from senior staff in the organization. If possible, youshould take on the role of main sponsor for the process analysis andchanges that will result from the project. Main sponsorship activitiesinclude:

• agreeing to the scope and objectives of the project

• sponsoring key business process teams

• assisting in obtaining qualified staff from within theorganization

• helping to gain agreement with other key stakeholders in theorganization

• assisting and participating in staff communication programsrequired as part of the project

• assisting in obtaining buy-in to business process changesresulting from the project

Involvement of Stakeholders

Early in the project, the key stakeholders should be identified. Theseexecutives, business line managers, and process users have a keeninterest in the results of the project or are impacted by the futureprocess environment. You should encourage the organization to consultthese interested parties and to take their views into account at theappropriate points during the project.

Awareness of Leading Practices

One of the key areas of a business process change focus is theimprovements to the business processes. The project team needs to beaware of leading practices as a model of what can be accomplishedthrough process improvement. These models can come from similarorganizations in the industry, or from the same processes in differentindustries.

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Keeping Visioning Distinct from Future Process Modeling

A business process focus has the visioning and future process designtasks being carried out as separate tasks. Visioning focuses on theobjectives of the organization and should take into account the leadingpractices relevant to the business processes. Process modeling followsvisioning and is the translation of the vision into specific process steps.The visioning task is undertaken first, to assist in creative and out of thebox thinking, so that the future business process model does not simplyreflect the organization’s current processes or be limited to small-scaleimprovements that produce few real benefits.

Future Business Processes Modeling

Oracle’s approach to business process change is based on a two-levelapproach to modeling future business processes: initially at the high-level and then at a more detailed level. The high-level processes aregeneric, while the detailed processes reflect the needs of individualbusiness units, such as country organizations within a global enterprise.This approach significantly reduces the cost and time of the project.

Gap Analysis

Business process change in AIM provides a framework for analyzingthe costs and benefits of change. This involves a comparison of thecosts of changing the application with those of changing theorganization’s processes and structure. In common with other aspectsof business process change, this gap analysis is carried out initially at ahigh level and then at the detailed level.

Importance of Change Management

One key assumption is that the results of process change or realignmentenable significant improvement in business practices. Theorganization’s processes and operating structure may also change. Thismay require a significant amount of adaptation by the organization’semployees, including:

• roles and responsibilities

• processes and procedures

• communications

• retraining

• performance measurement and incentives

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It is recommended that a preemptive organizational changemanagement strategy be developed to offset any possible negativeimpacts of the desired process and organizational changes. This mayinvolve the use of the optional tasks associated with a changemanagement focus within the AIM Adoption and Learning process aswell as the engagement of change management professionals during thecourse of the project.

Need for Metrics and Measurement

Significant improvement to business process performance is the key tosuccessful business process change. Process metrics should beidentified and measured. These are usually referred to as keyperformance indicators (KPIs) and provide a measure of the efficiency andeffectiveness of the process. They can also be used to compare theorganization’s process performance with the best in class of itscompetitors. Once KPIs have been agreed upon for the process, theycan be used to establish a baseline against which process improvementscan be measured.

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Relationship to Other Oracle Methods and Offerings

The following diagram illustrates how AIM is positioned relative toother Oracle Methods and offerings:

Solution Life-Cycle

strategy infrastructure development

Are

a o

f Im

pac

t

management

organization

applications

custom

decisionsupport

business

implementation maintenance

AIM

C D M

E M M

PJM

tech

nolo

gy

Figure 1-7 AIM Positioned Relative to Other Oracle Methods and Offerings

Interlocks with the following products and services are defined at thetask level and in many cases, within the templates associated with thetask.

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Solution Value Assessment (SVA)

A Solution Value Assessment is an offering that can be leveraged todocument the business case and the return that the executivemanagement team can realistically expect from its investment intechnology. The table below identifies the tasks that provide the linkagebetween AIM and a Solution Value Assessment.

Task ID Task Name

BP.010 Define Business and Process Strategy

BP.070 Develop High-Level Process Designs

RD.040 Gather Business Volumes and Metrics

AP.010 Define Executive Project Strategy

AP.170 Conduct User Learning Events

Table 1-3 Tasks Providing Linkage to Solution Value Assessment

Oracle Support Assessment (OSA)

The Oracle Support Assessment is a comprehensive approach forassessing the current technical support infrastructure, identifyingpotential problems, and creating the optimum support program for theorganizations. The table below identifies the tasks that provide thelinkage between AIM and Oracle Support Assessment.

Task ID Task Name

AP.010 Define Executive Project Strategy

AP.110 Align Human Performance Support Systems

AP.120 Align Information Technology Groups

PM.020 Design Production Support Infrastructure

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Task ID Task Name

PM.030 Develop Transition and Contingency Plan

PM.060 Implement Production Support Infrastructure

Table 1-4 Tasks Providing Linkage to Oracle Support Assessment

Attention: For more information on Oracle SupportAssessments, contact Oracle World Wide Support.

Learning Needs Assessment (LNA)

A Learning Needs Assessment is a service that can be leveraged todetermine the learning needs and to develop a tailored approach toskilling the individuals within your organization. The table belowidentifies the tasks that provide the linkage between AIM and LearningNeeds Assessment.

Task ID Task Name

AP.030 Develop Project Team Learning Plan

AP.070 Develop Project Readiness Roadmap

AP.100 Identify Business Process Impact on Organization

AP.110 Align Human Performance Support Systems

AP.120 Align Information Technology Groups

AP.130 Conduct User Learning Needs Analysis

AP.140 Develop User Learning Plan

Table 1-5 Tasks Providing Linkage to Learning Needs Assessment

Attention: For more information on Learning NeedsAssessment, contact Oracle Customer Education.

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Oracle Tutor™

Oracle Tutor is a software product that enables Oracle Applicationsusers to document and track their business processes, determineworkflow, and develop documentation and learning materials based onthe procedures employed. It provides a repository of OracleApplications content that can be dynamically customized to reflect acompany’s business processes and procedures. The result is a set of job-specific manuals and student guides that are easy to update and thatcan be made available online. The table below identifies the tasks thatprovide the linkage between AIM and Oracle Tutor.

Task ID Task Name

BP.040 Develop Current Process Model

BP.080 Develop Future Process Model

BP.090 Document Business Procedures

DO.010 Define Documentation Requirements and Strategy

DO.020 Define Documentation Standards and Procedures

DO.050 Produce Documentation Prototypes and Templates

DO.060 Publish User Reference Manual

DO.070 Publish User Guide

AP.050 Conduct Project Team Learning Events

AP.110 Align Human Performance Support Systems

AP.120 Align Information Technology Groups

AP.140 Develop User Learning Plan

AP.150 Develop User Learningware

Table 1-6 Tasks Providing Linkage to Oracle Tutor

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Enterprise Data Management System (EDMS)

Oracle’s Enterprise Data Management System (EDMS) is a suite of toolsto help build, manage, and control legacy data conversions andinterfaces between the Oracle Applications and other applicationswithin an overall system. The table below identifies the tasks thatprovide the linkage between AIM and EDMS.

Task ID Task Name

CV.010 Define Data Conversion Requirements andStrategy

CV.040 Perform Conversion Data Mapping

CV.060 Design Conversion Programs

CV.080 Develop Conversion Programs

Table 1-7 Tasks Providing Linkage to EDMS

Oracle Business Models (OBM)

Oracle Business Models are an integrated suite of business processmodels that assist in the implementation of the Oracle Applicationssuite of enterprise business software for financials, manufacturing,supply chain, human resource, and customer relationship management.The table below identifies the tasks that provide the linkage betweenAIM and Oracle Business Models.

Task ID Task Name

BP.010 Define Business and Process Strategy

BP.030 Determine Data Gathering Requirements

BP.040 Develop Current Process Model

BP.050 Review Leading Practices

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Task ID Task Name

BP.070 Develop High-Level Process Designs

BP.080 Develop Future Process Model

RD.020 Conduct Current Business Baseline

BR.010 Analyze High-Level Gaps

AP.030 Develop Project Team Learning Plan

AP.050 Conduct Project Team Learning Events

AP.060 Develop Business Unit Managers’ Readiness Plan

Table 1-8 Tasks Providing Linkage to OBM

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Approach Choice Criteria

When selecting the project approach for your implementation considerthe following dimensions:

• Scope — project objectives, business functions, sites, andapplications addressed

• Cost/Time/Quality — the balance between cost,implementation, speed, and quality in meeting requirements

• Risk — the potential of an adverse condition occurring that willimpact the project or the organization

• Track Record — the approaches that have or have not workedin the past for this organization

• Resources — the resource constraints that affect the practicalityof certain project approaches

Critical Success Factors

Critical success factors may affect the selection of a project approach.The following table shows typical critical success factors and theirimpact on the success of the implementation.

Critical Success Factor Percent ImpactInternal/Externalto Project

Sufficient infrastructure 10 External

Clear understanding of businessneeds

15 External

Upper management support 20 External

Strong program/projectmanagement

20 Internal

Team strength 15 Internal

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Critical Success Factor Percent ImpactInternal/Externalto Project

Organizational readiness 10 External

Sufficient technical architecture 10 External

Table 1-9 Impact of Critical Success Factors

Sufficient Infrastructure

It is possible to attempt an application implementation where thedemands on the information systems infrastructure are too great.Determine how far you can realistically stretch the infrastructure over aspecific period of time.

Clear Understanding of Business Needs

Before starting a project, do not assume that the organization has a clearunderstanding of its needs. Even if there is a clear understanding of theperceived business problems to be addressed, there may be additionalundocumented issues. Your team may need to work with theorganization in a series of workshops to help determine their real needsand the root causes of their problems.

Upper Management Support

Upper Management Responsibilities

Upper management has several key responsibilities that are connectedto project success which include:

• sponsoring the project and the business process changeprogram resulting from the project

• clearly defining project scope

• resolving major issues in a timely manner

• allocating resources

• instilling a positive attitude throughout the organization

• establishing project priority

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• managing the organizational changes associated with the project

• verifying that project management has critical informationabout major planned or potential events that could impact theproject

Time/Budget/Quality Considerations

The project budget and schedule must be based on realistic estimateswith appropriate contingencies. If real-time and budget constraintsexist, project management must work closely with upper managementto reach an appropriate balance. Frequently, time and budgetconstraints are imposed before the project scope is determined, or adetailed project plan is developed.

Strong Project Management

A strong project manager identifies problems, determines proposedsolutions, and drives the solution process. An inexperienced orineffective manager may be unable to identify problem areas that couldescalate and negatively impact the project. If high-risk projectapproaches are selected, strong project management is essential tocomplete the project successfully.

The organization’s willingness or ability to delegate responsibility andcontrol to the project manager should also impact your approachselection. If complete responsibility and control are held by the projectmanager, communication with upper management may occur throughexception reporting and issue management. Frequently, incompletedelegation of authority results in responsibility without control. Inthese cases, the project manager may not be able to perform effectivelybecause he/she does not have the necessary level of decision makingauthority.

Team Strength

Capitalizing on individual and team strengths, while compensating forweaknesses, are critical factors affecting the project’s success. Potentialteam factors include:

• a strong team with weak project management may succeed, butwill run a greater risk than a weak team with strong projectmanagement, who will have more potential to become a strong,effective project team

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• a group of strong individuals does not guarantee a strong team;teamwork is essential

Organizational Readiness

Application implementations cause change, and effective changemanagement may mean the difference between project success andfailure. Project managers should be aware of organizational factorsimpacted by the project. For example:

• Do various levels in the organization view the project as adesirable solution to current problems?

• Is the organization’s staff prepared to accept the changes toprocesses and organization that may result from the project?

• Is there an organizational change management function in placeto work with the project team in changing business processesand determining the necessary communication and reskillingstrategies?

• Is the information systems department able to absorb newtechnology and support the project?

• What is the level of computer literacy? How many people willbe using an automated system for the first time?

• How stable is the organization? Change may be difficult for theuser community if it is also being driven by other initiatives.

• Are all levels of management ready? Authorizing a systemimplementation is different from managing the associatedorganizational changes.

• Did the user community participate in the system selection?Greater involvement may mean less resistance to subsequentchanges.

• If the applications will be deployed at various sites, willbusiness functions be performed differently at each location?

• What is the organization’s strategy regarding centralized versusdecentralized planning and control?

• What is the history of system implementation and has it createda positive mindset regarding future projects?

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Level of Process/Requirements Analysis

The scope of the process analysis and requirements definition activitycan vary greatly. For example, the objective may be to minimizecustomizations by altering the business processes to align with theapplications. Or the objective may be to customize the applications tomatch the business processes because of an overall strategy ofminimizing changes to business procedures.

If the organization intends to replace many business processes, theremay be little need for the team to assess or understand current businessprocesses. On the other hand, if the strategy is to integrate the newapplications into current processes, it is critical that the teamunderstands how the business is currently operating.

At a minimum, each current business process within the scope of theproject must be identified. Substantial time and expense can be savedby minimizing current process analysis but there is a trade-off betweencost, time, and risk.

Acceleration Techniques

In certain situations, you may be able to condense the project durationby using acceleration techniques.

Eliminate Checkpoints

The Project Management Method (PJM) imposes phase start andcompletion checkpoints that are valuable for project management andcontrol, but may disrupt natural process/task overlap opportunitiesand project flow. In large, complex implementations, the formal phasesignoffs may be needed for scope and risk management. Using thestandard AIM tailored approach is still the best way to control a projectand mitigate risk.

In smaller, less complex projects, there may be opportunities to expediteproject activities with an acceptable degree of risk by collapsing taskswithin a phase.

AIM processes are conducted with resources and time framesoptimized to achieve the earliest possible go-live date. However, byaccelerating implementation, you assume a greater risk that some

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requirements may be missed, or that you may not achieve qualitycomparable to that of a tailored approach.

Before you decide to use a pre-packaged approach or an acceleratedtailored approach, analyze the associated risks, and weigh the cost andbenefits of an early implementation against potential problems afterproduction.

Other considerations:

• If there is uncertainty regarding any aspect of the project, usethe AIM foundation tailored approach to implement goodcheckpoint and risk management.

• By using multiple parallel business process definition/mapping,teams can speed up Definition and Operations Analysis.Mitigate risk for this technique by assigning a specific processteam for cross-process integration. Use a project datarepository, such as Oracle Designer, for custom developedsolutions. The repository automatically cross-validates designsand enforces integrated solutions.

• If there are minimal large, complex customizations, begin workon them early because of the time frames required fordesigning, building, and testing major customizations. It maybe possible to selectively overlap specific customizations. Tofurther mitigate risk, define a formal subproject specifically fora given customization.

Consolidate Phases

Operations Analysis

Process teams formed within a business function to define requirementsshould continue into requirements mapping.

Business Requirements Scenarios (RD.050) created during Definition aremapped to the applications during Operations Analysis. The processteams create scenarios that represent how the process driven businessrequirements can be satisfied using the standard application features.The goal is to arrive at a new system that satisfies the business needs ofthe users, resolves current system problems, and optimizes processefficiency. The new system is a combination of several components:application setups, application supported process steps, manualprocesses or process steps, system features, reports, and backgroundprocesses.

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These prototype solutions are interactively developed by project teammembers, key users, and application consultants. The applicationconsultants enable features, set system parameters, and guide processmapping to illustrate how the new system supports proposed scenarios.This process continues until a new system design is arrived at, or anapplication-process gap is identified.

This prototyping method expedites the requirements mapping processby capitalizing on the early knowledge transfer in both directions, fromprocess teams to application consultant, and from applicationconsultant to process teams. Internal resources can save time by relyingmore heavily on the consultant’s participation and interpretation ofrequirements. Less reliance is placed on users’ grasp of new systemfunctionality and experimentation to arrive at the optimal new systemdesign. Therefore, the project team and users can concentrate onbusiness process design and leave the mechanics of application set up tothe consultants.

A repetitive implementation process task cycle for business processes isperformed multiple times for different subject areas. For example, theCurrent Business Baseline (RD.020), Future Process Model (BP.080),Business Requirements Scenarios (RD.050), and Business RequirementsMapping Forms (BR.030) occur for each business process. An exampleis shown in the following figure:

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Current BusinessBaseline (RD.020)

(ReceivingProcess)

Current BusinessBaseline (RD.020)(Payment Process)

Current BusinessBaseline (RD.020)

(ProcurementProcess)

Baselining

Map BusinessRequirements

(BR.030)(ReceivingProcess)

Map BusinessRequirements

(BR.030)(Payment Process)

Map BusinessRequirements

(BR.030)(Procurement

Process)

Requirements

Mapping

BusinessRequirements

Scenarios (RD.050)(ReceivingProcess)

BusinessRequirements

Scenarios (RD.050)(Payment Process)

Define BusinessRequirements

Scenarios (RD.050)(Procurement

Process)

Defining

Business

Scenarios

Future ProcessModel (BP.080)

(ReceivingProcess)

Future ProcessModel (BP.080)

(Payment Process)

Future ProcessModel (BP.080)(Procurement

Process)

Modeling

Perform SystemTest(TE.110)

(ReceivingProcess)

Perform SystemTest(TE.110)

(Payment Process)

Perform SystemTest(TE.110)

(ProcurementProcess)

Business

System

Testing

Figure 1-8 Repetitive Implementation Process Task Cycle Example

Operations Analysis and Solution Design

Collapse Operations Analysis and Solution Design into a single phase.Start creating design deliverables as the mapping progresses. This is apopular technique, but incurs greater risk because the OperationsAnalysis checkpoint is removed. The full vision of the future systemdoes not emerge until Solution Design is nearing completion. Thistechnique increases the risk of major design issues associated with non-integrated analysis and costly rework, as well as scope creep.

Use Multiple Tasks for Program Modules

The default Project Workplan for AIM includes a single task for CreateApplication Extension Modules (MD.110). In reality, this task isrepeated for all the customizations, conversions, and interfaces required

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by the project. When preparing a detailed project plan, add tasks foreach individual program module to be built and tested. This gives youthe flexibility to assign several developers to the construction tasks andperform resource leveling to derive the detailed schedule. There mayalso be opportunities for parallel development that can be identifiedusing this technique.

Prioritize Customizations

Some customizations identified during Solution Design may not becritical for initial production cutover. By delaying these Build activities,you can move to Business System Testing (TE) and ProductionMigration (PM) more quickly. Development of minor applicationextensions can continue in parallel with other activities, but should beintroduced after production.

Schedule Optimization

Work closely with the designers so that you can define inter-moduledependencies in the project plan. You may also wish to assignpriorities, so the auto-leveling feature of your project planning tool cangenerate an appropriate schedule. We recommend that you useresource-driven scheduling for program construction tasks to efficientlyutilize multiple resources. Fixed-duration scheduling may be used forBusiness System Testing (TE), since additional resources may bebrought in during this process.

Conduct Design and Development in Parallel

Since the primary predecessor for program construction is the detaileddesign document, the project plan may include Build activities inparallel with Solution Design activities. If development is accelerated inthis way, some of the assumptions incorporated into earlier designscould change when later designs are developed. This requires that theearlier designs are revisited and related programs are updated orrewritten. This acceleration technique could also shorten the lead-timeof Module Design and Build (MD).

Use Project Tracking

Careful attention to progress reporting, signoffs, and scope control areparticularly important while managing Solution Design. Includefrequent checkpoints and milestones to stay current on the status of theproject.

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Operations Analysis, Solution Design, and Build

Collapse the first three phases into a single super-phase. This is onlysuitable for small scale projects that are easy to control and that usealternative risk mitigation steps.

Execute Phases in Parallel

Solution Design and Build

Build often begins while Solution Design is in process. This techniqueoffers economies in projects with numerous customizations, but there isa risk of non-integrated designs and scope creep.

Define a Tailored Approach — Task Consolidation/Elimination

In many cases, certain tasks are not needed for your project. Use theoptional task criteria to guide you in the exercise of eliminatingredundant tasks.

Warning: Make sure that you do not eliminate tasks anddeliverables that will have a serious downstream impact onthe project. Every task in AIM is related to another. If youremove a task, its deliverable will not be available for relatedsubsequent tasks. Before eliminating the task, verify that theinformation contained in the deliverable is not required foryour project.

In some cases, the size of a task or the nature of the resources requiredto execute a task may lead to an opportunity to consolidate the taskwith another. Examine the final task loading in terms of labor hours tocomplete the task, the resources required and the sequence of tasks. Ifyou locate one or more additional tasks that are sequenced together, usethe same resources and short in duration, you may have located aconsolidation opportunity. This is different for each project.

Select a Pre-Packaged Approach

Oracle provides a number of FastForward and Point Solution pre-packaged approaches that may be suitable for the project. TheFastForward pre-packaged approach uses a predefined set of tasks andpre-seeded deliverable templates. In addition, FastForward combinesseveral tasks and deliverable components into one super task.FastForward pre-packaged approaches only fit qualified situations

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because of the limited tasks that are performed and the stringent pre-configuration requirements.

Point Solution pre-packaged approaches provide a lower degree of pre-determination of application configuration with many of the commontechnical and analytic requirements provided up front. They also tendto address specific business improvement opportunities such as theenablement of strategic procurement or the implementation of aninternet store. The use of a Point Solution would accelerate a specificobjective as you would be utilizing a proven packaged approach to aspecific requirement.

FastForward offerings tend to have broader coverage of a specificbusiness area such as financials, human resources, or manufacturingand often are available as packages including implementation,education and support services and application program licenses.

Project Scale and Complexity

The AIM project complexity is determined by the project scope,organization factors, resources and logistics, technical factors, marketfactors, and the contract and project management. The degree ofcomplexity is also a function of the number of applications beingimplemented, the number of customizations being built, the number ofinterfaces to be built, amount and integrity of data to be converted, andwhether or not business process reengineering is required.

Generally, a large project scale means a more complex project.However, projects of smaller scale are also known to be challengingbased on the complexity of the architecture. As project scale andcomplexity rise, a greater number of checkpoints should be built intothe project plan to track the expanded effort and to estimate the effortrequired to complete the project.

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General guidelines to assess project scale and complexity follow:

Factor Smaller ScaleLower Complexity

Larger ScaleHigher Complexity

Scope Less than 250 workdays.Little or nocustomizations. Singlesite, single organization,single platform.Requirements clearlydefined and wellunderstood. Phasedimplementation of eachapplication.

More than 1000 workdays.Extensive customizations.Multiple sites, multipleorganizations, distributed,OLTP, mission critical. Verycomplex requirements; notwell understood. Multipleapplications going livesimultaneously; very tighttime schedules.

Organi-zationFactors

Realistic understanding ofscope, cost, and schedule.Organization is wellversed in new technology.

Unrealistic expectation ofwhat is involved, particularlywith respect to cost andschedule. Organization haslittle or no technical expertiseand wants a hands-offapproach.

ResourcesandLogistics

Qualified technical staffand project manageravailable. Organizationwill be providingcomplete developmentenvironment separatefrom the productionsystem. Single site inclose proximity Oracleoffices.

No project manager familiarwith the industry; fewtechnical staff available. Alldevelopment and testinghave to be done on theproduction system.

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Factor Smaller ScaleLower Complexity

Larger ScaleHigher Complexity

TechnicalFactors

Familiar with hardwareplatform. Standardapplication functionality.Average database size andtransaction rates, nospecific performancerequirements.

Unfamiliar with hardwareplatform or multipleheterogeneous hardwareplatforms. Mostly non-standard functionality withmany customizedfeatures/interfaces. Largedatabase size, hightransaction rates. Largeamounts of data to convert,much of which is inaccurateor inconsistent.

MarketFactors

Stableorganization/market,system not critical tomaintaining marketplacestanding.

Dynamic market, unstableorganization;implementation projectcritical to organization’ssuccess.

ContractandProjectManage-ment

Have worked withVAR/sub-contractorbefore. AIM Task plansare being used. Well-defined process/criteriafor testing and signoff ofdeliverables. Well-defined change controlprocess being used.

Have not worked withVAR/sub-contractor before.Organization uses its ownimplementation method thatdoes not map well to AIMtasks. No testing criteria andsignoff procedures fordeliverables. Organizationdoes not have effectivechange control.

Table 1-10 General Guidelines for Project Scale and Complexity

Project Duration

AIM projects range in project duration from one to six months for asmaller scale, lower complexity projects, and from six to eighteenmonths for a larger scale, higher complexity projects. Generally, if youperform optional tasks in AIM, the project takes longer than if you onlyperform core tasks.

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Application Criticality

Enterprise Resource Planning (ERP) systems are often critical to theoverall operations and success of an organization. If applications areimplemented in phases, it is best to start by implementing a less criticalapplication first, in order to learn the technology and gather experiencein implementing Oracle Applications. Another successful technique isto consider implementing only one site first and adding additional sitesin future phases. In some cases it may be necessary to implement allapplications for all sites at the same time. However, this big bangapproach inherently involves more risks.

Other Considerations

An enterprise in the midst of a major reengineering process represents amajor risk to the overall application implementation project. An unclearbusiness vision leads to unclear or loosely-defined business expectationsfor the new system. There is generally less risk when implementingonly the standard features of the new system.

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AIM Project Management

AIM uses Oracle’s Project Management Method (PJM) to provide aframework in which projects can be planned, estimated, controlled, andtracked in a consistent manner. This consistency is required in today’sbusiness environment, where projects often implement packages,develop application extensions, and create a data warehouse in order tosatisfy a business need.

There are two dimensions to PJM. The first concerns what work needsto be done to manage and support a project. This dimension isaddressed by processes within PJM. The second is when thosemanagement and support tasks should be performed in the project life-cycle. This dimension is addressed by life-cycle categories.

PJM Processes

All PJM tasks are organized into five processes to help project managersunderstand what project management tasks need to be performed for asuccessful project. The PJM processes are:

• Control and Reporting — This process contains tasks that helpyou determine the scope and approach of the project, managechange, and control risks. It contains guides for you to controlthe Project Management Plan and to report progress statusexternally.

• Work Management — The Work Management process containstasks that help you define, monitor, and direct all workperformed on the project. You also maintain a financial view ofthe project in this process.

• Resource Management — This process helps you provide theproject with the right level of staffing and skills, and theworking environment to support the project.

• Quality Management — The Quality Management processdirects you to implement quality measures to make sure thatthe project meets the organization’s purpose and expectationsthroughout the project life-cycle.

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• Configuration Management — This process contains tasks thathelp you store, organize, track, and control all items producedby and delivered to the project. The ConfigurationManagement process also calls for you to provide a singlelocation from which all project deliverables are released.

PJM Life-Cycle Categories

Each task within PJM is also assigned to a PJM life-cycle category. Eachcategory is then integrated into a project plan that shows when theproject management and support tasks should be performed. The PJMlife-cycle categories are:

• Project Planning — Tasks in this category encompass thedefinition of the project with respect to scope, quality, time, andcost. Project Planning tasks also determine the appropriateorganization of resources and responsibilities to conduct theproject.

• Phase Planning — This category consists of tasks that updateproject plans and procedures for the phase.

• Phase Control — Tasks in this category execute concurrentlywith the phase execution, and perform project monitoring,directing, and reporting functions during the phase.

• Phase Completion — These tasks conclude and secure signoffof a phase.

• Project Completion — Tasks in this phase result in thesatisfactory conclusion of the project and settlement of alloutstanding issues prior to shutting down the project.

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The following figure illustrates the relationship between PJM processesand life-cycle categories:

ProjectPlanning

ProjectCompletion

Control and Reporting

Work Management

Resource Management

Quality Management

Configuration Management

Phase Management

Planning Control CompletionProject

ManagementProcesses

Project ManagementLife-Cycle Categories

Figure 1-9 Project Management Life-Cycle

The next figure shows PJM and its relationship with AIM. PJM life-cycle categories are integrated into the project plan at the appropriateproject and phase levels. Project Planning and Completion categories(former activities) are performed once at the beginning and end of aproject, while Phase Planning, Control, and Completion are performedonce for each phase of the project.

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PJM defines dependencies so that project management tasks do notappear on the critical path. Below is a high-level representation of anintegrated PJM and AIM approach:

Control

Definition

OperationsAnalysis,SolutionDesign,Build,

Transition

Production

Control Control

Execution Execution Execution

Project Planning

Phase Planning

Phase Control

Phase Completion

Project Completion

Figure 1-10 Managing an AIM Project

For more information on PJM, refer to the Oracle Method ProjectManagement suite of reference books:

Reference: PJM Method Handbook.

Reference: PJM Process and Task Reference.

PJM Application in AIM

In order to streamline the work breakdown structure, the followingProject Management Method tasks are consolidated. For guidelines onthese tasks, refer to the indicated task IDs in the PJM Process and TaskReference.

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The task Review and Revise Project Plans (PL.SUM) consolidates thefollowing tasks:

CR.010: Establish Scope, Objectives and Approach [revise]

CR.020: Define Control and Reporting Strategies, Standards,and Procedures [revise]

CR.030: Establish Management Plans [revise]

WM.010: Define Work Management Strategies, Standards,and Procedures [revise]

WM.020: Establish Workplan [revise]

WM.030: Establish Finance Plan [revise]

RM.010: Define Resource Management Strategies, Standards,and Procedures [revise]

RM.020: Establish Staffing and Organization Plan [revise]

RM.025: Create Project Orientation Guide [revise]

RM.030: Implement Organization [revise]

RM.040: Establish Physical Resource Plan [revise]

RM.050: Establish Infrastructure [revise]

QM.010: Define Quality Management Strategies, Standards,and Procedures [revise]

CM.010: Define Configuration Management Strategies,Standards, and Procedures [revise]

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The task Phase Control (CT.SUM) consolidates the following tasks:

CR.040: Issue/Risk Management

CR.050: Problem Management

CR.060: Change Control

CR.070: Status Monitoring and Reporting

WM.040: Workplan Control

WM.050: Financial Control

RM.060: Staff Control

RM.070: Physical Resource Control

QM.020: Quality Review

QM.030: Quality Audit

QM.040: Quality Measurement

QM.045: Support Healthcheck

CM.020: Document Control

CM.030: Configuration Control

CM.035: Knowledge Management

CM.040: Release Management

CM.050: Configuration Status Accounting

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Method Tailoring

The Project Management deliverable templates provided and alignedwith AIM are part of Oracle’s overall Project Management Method(PJM). In many cases, project teams may have multiple projectmanagement approaches from which to choose. For example, theenterprise implementing the Oracle Applications may have an approachor a third-party application implementation partner may have their ownas well.

Oracle suggests that the project manager review the projectmanagement approaches available and select those components that aremost appropriate for the project. By reviewing the project workplantemplate provided, project managers will be able to quickly see howOracle’s PJM is integrated into the work effort.

Project Managers should also be aware of the subtle differences betweenthe stand-alone version of Oracle’s PJM and the integrated version ofPJM with AIM. Because Oracle integrates PJM with other methodofferings, such as Oracle’s Custom Development Method (CDM), someof the templates have been modified to contain more of an applicationimplementation focus. The differences manifested in AIM can best beobserved in the deliverable template, Project Management Plan(PJM.CR.010) created with the PJM task, Establish Scope, Objectives,and Approach. This deliverable template is also used as the startingpoint for the Establish Management Plans (PJM.CR.030) task.

Multiple Deployment Site/Multi-Phase Considerations

Determine if the transition into production needs to occur for allorganizations at the same time. If a phased implementation is planned,decide what applications are to be implemented in each phase. Thiscombination of choices presents four scenarios:

• Deploy all applications for all organizations at the same time.

• Deploy all applications for different organizations at differenttimes.

• Deploy subsets of the applications for all organizations at thesame time.

• Deploy subsets of the applications for different organizations atdifferent times.

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Consider the following factors when deciding on a single-phase ormultiple-phase deployment:

• Is the organization facing changes from other sectors? Allowtime for an organization to absorb major changes beforeintroducing new factors.

• Is the organizational culture amenable to integrating the newsystem into its operations? The risk is less if the organization isaccustomed to using a common system with related policiesand procedures. If business units have been operatingindependently, the organization must adapt to a culturalchange, as well as to the new system.

• Can the project team adequately execute the project so thatthere is minimal risk in implementing all applications for allorganizations at one time?

• Can two or more organizations all fit (from a sizing point ofview) on the same servers?

• What is the company’s experience with previous systemimplementations?

• What is the project team’s experience with previous systemimplementations?

• Is the application a production that is controlled, or is it a betarelease of the software?

To minimize risk, use the pilot implementation technique. Go live witha carefully selected subset of users who are well trained and able to dealwith initial problems. Initial success at a pilot site often sets an attitudeof success that carries over to the remaining sites.

Develop an interface between applications and the existing system sothat transactions may be processed between both systems. This allowsthe remainder of the organization to use the current system in parallelwith the pilot implementation. For example, journal entries could postto the new General Ledger, as well as to the existing General Ledger.This allows consolidated reporting from the current system until allregions are cut over.

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Along with risk reduction, phased deployment adds complexity andcost to the project:

• The project duration is lengthened requiring the project team toremain intact for a longer period of time.

• The phase overlaps can create peak resource loading problems.You may be starting a new deployment at the end of a previousone. Production migration needs, startup demands, andsupport requirements are occurring in parallel.

• Peaks in computer resource utilization may occur during phaseoverlaps due to multiple application database instances beingneeded for training, data conversion, and production for thedeployment just ending, as well as start up tasks for the nextdeployment.

AIM and User Methods

Sometimes an organization prefers to use its own supporting methodswith AIM. AIM is adaptable and can be used in conjunction with auser’s own supporting methods.

Most methods share certain common characteristics. For example, mostmethods break down a project into phases, processes, and tasks. Fromthis perspective, it is possible to analyze the two methods and align(map) the similarities and differences at the phase, process, and tasklevels — this is referred to as method interlock.

With AIM’s new core versus optional feature it is easy to identify alltasks that must be performed by an organization, regardless of whetherthey are using AIM alone or using AIM with a user method.

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AIM Project Estimating

The preliminary application implementation project estimate is basedon:

• What is the business objective?

• What is the vision for the project?

• How do Oracle Applications contribute to the vision?

• What is the scope of the project and how does it relate to theoverall vision?

• Who will participate in the project (employees, consultants, orvendors)?

• What are the constraints affecting the project (timing, budgetlimitations, or organization changes)?

• Which applications will be implemented?

• Which sites will be involved?

• Will a phased-deployment be employed? If so, in whatsequence will the applications be implemented?

• When will work commence?

• What experience does the organization have regarding thetechnology that will be used?

Before creating a detailed work plan, develop the project scope,suggested approach, and preliminary budget. Use an iterative processwhere different project scenarios are defined at a summary level andthen estimated.

Generally accepted industry practices include using experience andresults from similar projects to develop estimates for the differentscenarios.

The final budget should be developed using a detailed bottom-upestimating process based on the detailed work plan. This project planshould include:

• Task Listing

• Resource Assignments

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• Dependencies

• Deliverables

AIM includes a project workplan template in ABT Project Workbenchand Microsoft Project. This template provides a starting point fordeveloping the detailed work breakdown structure and contains all theAIM tasks with associated role type resource assignments,dependencies, and deliverable names.

When estimating an Oracle Application implementation project, thefollowing six steps should be taken:

1. Determine optional tasks to include in your project.

2. Change the role type resource assignments to the physicalresources that will be employed on the project.

3. Read the AIM Process and Task Reference and use yourorganization’s guidelines to determine the task level estimates,making sure you adjust your estimates based on the skill levelsof the project resources.

4. Allocate reasonable contingency for unforeseen issues that willoccur.

5. Review your workplan with project stakeholders and modify itas required.

6. Obtain approval for your project workplan.

Use the approved workplan to baseline the project, then use it to trackthe progress of the work on a day-to-day basis.

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C H A P T E R

2 Definition

his chapter describes the Definition phase of AIM. The goal of theDefinition phase is to determine the high-level business and

information system requirements necessary to meet a set of definedbusiness objectives. The Definition phase results in a clear definition ofa project’s functional scope.

DefinitionOperations

AnalysisBuild

Business Process Architecture

Business Requirements Definition

Business Requirements Mapping

Module Design and Build

Application and Technical Architecture

Data Conversion

Documentation

Business System Testing

Performance Testing

Adoption and Learning

Production Migration

Solution Design Transition Production

Figure 2-1 Context of AIM Definition Phase

T

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Overview

This section provides an overview of the Definition phase.

Objectives

The objectives of the Definition phase follow:

• Obtain a clear understanding of the business processes,functions, and information required to meet the project’sdefined business objectives.

• Identify unifying vision and business objectives.

• Verify senior executives’ buy-in to the project.

• Create a leadership pattern across the organization.

• Initiate a sponsorship network.

• Facilitate crucial informed project startup decisions.

• Design an effective infrastructure for delegation.

• Build consensus around project direction.

• Review the organization’s existing processes and align themwith the capabilities of the relevant Oracle Applicationsmodules and other software.

• Develop the Preliminary Conceptual Architecture (TA.030).

• Determine the high-level architectural, technological, andconfiguration requirements to support the functional andinformation needs of the application system.

• Define the project scope clearly.

• Examine the existing business processes and informationsystems affected by the project’s defined business objectives.

• Design improved high-level business processes.

• Obtain management approval to proceed with OperationsAnalysis.

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Critical Success Factors

The critical success factors of the Definition phase are as follows:

• sponsorship of senior management that is clear and visible tothe project stakeholders

• clear definition of the business objectives

• active participation by key management and knowledgeableusers and technical representatives from the areas of thebusiness affected by the project’s objectives

• access to information related to the existing business processesand systems affected by the project

Prerequisites

Prerequisites for the Definition phase follow. You should use theseprerequisites, if they exist, prior to beginning the project. Otherwise,you need to create them during this phase. Some of the prerequisitesidentified below are also deliverables produced within this phase. Thereason they are included in this section is because they are used as inputto other tasks within this phase.

Prerequisite Source

Organizational Chart Organization

Enterprise and BPR Strategy Studies(if available)

Organization

Existing Process Data Organization

Tender Documents Organization

Existing Reference Material Organization

Architecture Designs and TechnicalDocuments from ApplicationAcquisition Process

Organization

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Prerequisite Source

Existing System Architecture orTechnical Configuration Documents

Organization

Existing System ManagementProcedures Documents

Organization

Existing Systems Testing Strategy orPolicy Documents

Organization

Existing Business DocumentationStandards

Organization

Contractual and Business Agreement Organization and Oracle

Current Business Reports Organization and Oracle

Return on Investment (ROI) Analysis Oracle

Project Management Plan Project Management (PJM)

Control and Reporting Strategies,Standards, and Procedures

Project Management (PJM)

Work Management Strategies,Standards, and Procedures

Project Management (PJM)

Project Progress Report Project Management (PJM)

Project Orientation Guide Project Management (PJM)

Physical Resource Plan Project Management (PJM)

Prepared Infrastructure Project Management (PJM)

Quality Management Strategies,Standards, and Procedures

Project Management (PJM)

Business and Process Strategy Business ProcessArchitecture

Current Process Model Business ProcessArchitecture

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Oracle Method Definition 2 - 5

Prerequisite Source

Leading Practices Review Business ProcessArchitecture

High-Level Process Vision Business ProcessArchitecture

High-Level Process Designs Business ProcessArchitecture

Current Financial and OperatingStructure

Business RequirementsDefinition

Current Business Baseline Business RequirementsDefinition

Architecture Requirements andStrategy

Application and TechnicalArchitecture

Preliminary Conceptual Architecture Application and TechnicalArchitecture

Application Extension Strategy Module Design and Build

Data Conversion Requirements andStrategy

Data Conversion

Documentation Requirements andStrategy

Documentation

Testing Requirements and Strategy Business System Testing

Performance Testing Strategy Performance Testing

Executive Project Strategy Adoption and Learning

Oriented Project Team Adoption and Learning

Project Team Learning Plan Adoption and Learning

Project Team Learning Environment Adoption and Learning

Skilled Project Team Adoption and Learning

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Prerequisite Source

Business Unit Managers’ ReadinessPlan

Adoption and Learning

Project Readiness Roadmap Adoption and Learning

Table 2-1 Definition Phase Prerequisites

Processes

The processes used in this phase follow:

Business Process Architecture (BP)

Define a strategy for changing the organization’s business processes andalign them with the system to be implemented. Determine potentialchanges to the application and to the organization’s processes. Reviewleading practices and relevant processes material to create a high-levelvision of the future, including High-Level Process Designs (BP.070).

Business Requirements Definition (RD)

Gain a complete baseline understanding of current events and businessprocesses.

Application and Technical Architecture (TA)

Identify the requirements that influence the architecture and define thestrategy for satisfying those requirements. Create an initial integratedconceptual model of the application and technical architecture.

Module Design and Build (MD)

Define a strategy for extending and customizing the applications anddeveloping custom interface software.

Data Conversion (CV)

Identify the data conversion requirements and define the strategy forconverting the legacy data.

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Oracle Method Definition 2 - 7

Documentation (DO)

Define a glossary of terms for the project. Specify the documentationrequirements and determine the documentation standards andprocedures.

Business System Testing (TE)

Define a Testing Requirements and Strategy (TE.010) that encompassesall tasks in the testing process. Include an overview of the testingapproach, the type of test scripts to be developed, the testing to beperformed, a schedule of testing resources and responsibilities, thetesting tools and environments required, and a discussion of theproblem management process.

Performance Testing (PT)

Define the strategy for the performance testing process, includingtesting scope, objectives, measurements to make, testing methods, andtesting tools.

Adoption and Learning (AP)

Define the high-level project strategy and expectations at the executivelevel. Conduct the initial project team orientation. Develop the learningplan, prepare the learning environment, and conduct the learning eventsfor the project team. Initiate a change leadership model and definebusiness performance improvement strategy with business unitmanagers. Assess the organization’s readiness for the project anddevelop a readiness roadmap. Plan and initiate the CommunicationCampaign (AP.080) for the project.

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Key Deliverables

The key deliverables of this phase are as follows:

Deliverable Description

High-Level Process Designs A generic process design, relevantprocess descriptions, and generictechnology design.

Current Business Baseline An analysis of the current businessprocesses and functions.

Preliminary ConceptualArchitecture

Documents the conceptualarchitecture designs for the newsystem. It may contain severaldesigns, if there is more than onepossible conceptual architecture, butalso indicates the conceptualarchitecture model that is preferred.If there is only one possibleconceptual architecture model, it onlydescribes one model.

Skilled Project Team All members of the team who haveparticipated in the learning eventsintended to give them the knowledgeand skills they need to perform theirroles on the team.

Project Readiness Roadmap A plan for addressing the human andorganizational factors that impact thesuccess of the implementation. Itincludes a readiness strategy,implementation decisions, acommunication strategy, and alearning strategy for users.

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Deliverable Description

Communication Campaign Description and planning of two-waycommunication events, organized byaudiences, to promote sharedunderstanding and feedback foracceptance and support fromtargeted stakeholders.

Table 2-2 Definition Phase Key Deliverables

Attention: Key deliverables represent the culmination, endresult, or major milestone of activities performed during aphase. They should not be confused with deliverablesproduced by core tasks. Core tasks produce the minimum setof deliverables needed for every project; key deliverablesrepresent the end result and define the end of each phase.However, not every key deliverable is required for everyproject. For example, a Preliminary Conceptual Architecture(TA.030) may be prepared only when a project is of medium orhigh complexity or includes complex architecture changes.

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Approach

This section describes the approach for the Definition phase.

Tasks and Deliverables

The table below lists the tasks executed and the deliverables producedduring Definition.

ID Task Deliverable Type*

Business Process ArchitectureBP.010 Define Business and Process Strategy Business and Process Strategy SIBP.020 Catalog and Analyze Potential Changes Change Catalog SIBP.030 Determine Data Gathering

RequirementsData Gathering Requirements SI

BP.040 Develop Current Process Model Current Process Model MIBP.050 Review Leading Practices Leading Practices Review MIBP.060 Develop High-Level Process Vision High-Level Process Vision SIBP.070 Develop High-Level Process Designs High-Level Process Designs MIBusiness Requirements DefinitionRD.010 Identify Current Financial and

Operating StructureCurrent Financial and OperatingStructure

SI

RD.020 Conduct Current Business Baseline Current Business Baseline MIApplication and Technical ArchitectureTA.010 Define Architecture Requirements and

StrategyArchitecture Requirements andStrategy

SI

TA.020 Identify Current Technical Architecture Current Technical ArchitectureBaseline

SI

TA.030 Develop Preliminary ConceptualArchitecture

Preliminary Conceptual Architecture IT

Module Design and BuildMD.010 Define Application Extension Strategy Application Extension Strategy SIData ConversionCV.010 Define Data Conversion Requirements

and StrategyData Conversion Requirements andStrategy

SI

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Oracle Method Definition 2 - 11

ID Task Deliverable Type*

DocumentationDO.010 Define Documentation Requirements

and StrategyDocumentation Requirements andStrategy

SI

DO.020 Define Documentation Standards andProcedures

Documentation Standards andProcedures

SI

DO.030 Prepare Glossary Glossary SIBusiness System TestingTE.010 Define Testing Requirements and

StrategyTesting Requirements and Strategy SI

Performance TestingPT.010 Define Performance Testing Strategy Performance Testing Strategy SIAdoption and LearningAP.010 Define Executive Project Strategy Executive Project Strategy SIAP.020 Conduct Initial Project Team

OrientationOriented Project Team SI

AP.030 Develop Project Team Learning Plan Project Team Learning Plan SIAP.040 Prepare Project Team Learning

EnvironmentProject Team Learning Environment SI

AP.050 Conduct Project Team Learning Events Skilled Project Team MIAP.060 Develop Business Unit Managers’

Readiness PlanBusiness Unit Managers’ ReadinessPlan

SI

AP.070 Develop Project Readiness Roadmap Project Readiness Roadmap SIAP.080 Develop and Execute Communication

CampaignCommunication Campaign SI

*Type: SI=singly instantiated, MI=multiply instantiated, MO=multiply occurring, IT=iterated, O=ongoing. See Glossary.

Table 2-3 Definition Phase Tasks and Deliverables

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Core Task Dependencies

The diagram below shows the dependencies between core tasks inDefinition.

1 Line( 6 5/16 tall X 6 1/4 wide)

BUSINESSPROCESS

ARCHITECTURE

Definition

BUSINESSREQUIREMENTS

DEFINITION

R D . 0 1 0

Ident i fy Current Fin& Op Structure

DOCUMENTATION

ADOPTION ANDLEARNING

D O . 0 1 0

Def ineDocumenta t ion

Reqs & St ra tegy

TE.010

Def ine Test ingReqs & St ra tegy

DOCUMENTATION

ADOPTION ANDLEARNING

BUSINESSREQUIREMENTS

DEFINITION

R D . 0 2 0

Conduct CurrentBus iness Base l ine

B P . 0 7 0

Develop High-Leve l P rocess

Des igns

APPLICATION ANDTECHNICAL

ARCHITECTURE

TA.010

Def ineArchi tecture Reqs

& St ra tegy

BUSINESS PROCESSARCHITECTURE

APPLICATION ANDTECHNICAL

ARCHITECTURE

D O . 0 3 0

Prepare Glossary

BUSINESS SYSTEMTESTING

BUSINESS SYSTEMTESTING

AP.020

Conduct Ini t ia l ProjTeam Or ientat ion

AP.030

Develop Pro jec tTeam Learn ing

Plan

AP.040

Prepare Pro jectTeam Learn ing

Envi ron

AP.050

Conduct Pro jectTeam Learn ing

Even ts

AP.070

Develop Pro jec tRead i Roadmap

AP.080

Deve lop & ExecuteCommun Campgn

Definition

Figure 2-2 Definition Phase Core Task Dependencies

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Core and Optional Task Dependencies

The diagram below shows the dependencies between core and optionaltasks in Definition.

1 Line( 6 5/16 tall X 6 1/4 wide)

BUSINESS

PROCESS

ARCHITECTURE

Definition

M ODULE DESIGNAND BUILD

R D . 0 1 0

Iden t i f y Cur ren t F in& Op S t ruc tu re

B P . 0 1 0

De f i ne Bus iness &Process S t ra tegy

B P . 0 3 0

D e t e r m i n e D a t aG a t h e r i n g R e q s

B P . 0 2 0

Ca ta log & Ana lyzeP o t e n t i a l C h a n g e s

M D . 0 1 0

Def ine App l i ca t ionEx tens ion S t ra tegy

DOCUMENTATION

D O . 0 2 0

D e f i n eD o c u m e n t a t i o n

S t d s & P r o c e d u r e s

D O . 0 1 0

D e f i n eD o c u m e n t a t i o nReqs & S t ra tegy

T E . 0 1 0

De f i ne Tes t i ngReqs & S t ra tegy

PERFORMANCE

TESTING

A P . 0 1 0

Def ine Execu t i vePro jec t S t ra tegy

ADOPTION AND

LEARNING

A

BUSINESS

REQUIREMENTS

DEFINITION

R D . 0 2 0

C o n d u c t C u r r e n tBus iness Base l i ne

APPLICATION AND

TECHNICAL

ARCHITECTURE

T A . 0 1 0

D e f i n eArch i t ec tu re Reqs

& S t ra tegy

T A . 0 2 0

Iden t i f y Cur ren tTech A rch i t ec tu re

T A . 0 3 0

D e v e l o pPre l im inary

C o n c e p t u a l A r c h

DATA

C ONVERSION

B

BUSINESS SYSTEM

TESTING

P T . 0 1 0

D e f i n eP e r f o r m a n c e

Tes t i ng S t ra tegy

A P . 0 2 0

Conduct In i t ia l Pro jT e a m O r i e n t a t i o n

E

A P . 0 3 0

Deve lop P ro jec tT e a m L e a r n i n g

P lan

D

G

F

C

Figure 2-3 Definition Phase Core and Optional Task Dependencies

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Oracle Method Definition 2 - 15

BUSINESS

R EQUIREMENTS

D EFINITION

Definition

M ODULE DESIGN AND

BUILD

PERFORMANCE

TESTING

ADOPTION AND

LEARNING

DOCUMENTATION

A

B P . 0 5 0

R e v i e w L e a d i n gPrac t i ces

B P . 0 6 0

Deve lop H igh -L e v e l P r o c e s s

V is ion

B P . 0 7 0

Deve lop H igh -L e v e l P r o c e s s

D e s i g n s

BUSINESS PROCESS

ARCHITECTURE

APPLICATION AND

TECHNICAL

ARCHITECTURE

B P . 0 4 0

D e v e l o p C u r r e n tP r o c e s s M o d e l

B

DATA CONVERSION

D O . 0 3 0

P r e p a r e G l o s s a r y

BUSINESS SYSTEM

TESTING

E

D

A P . 0 6 0

Deve lop Bus Un i tMgrs ' Read i P lan

A P . 0 7 0

Deve lop P ro jec tR e a d i R o a d m a p

F

A P . 0 8 0

Deve lop & Execu teC o m m u n C a m p g n

1 Line( 6 5/16 tall X 6 1/4 wide)

C

C V . 0 1 0

D e f i n e D a t aC o n v e r s i o n R e q s

& S t ra tegy

A P . 0 4 0

Prepa re P ro jec tT e a m L e a r n i n g

E n v i r o n

G

A P . 0 5 0

Conduc t P ro j ec tT e a m L e a r n i n g

E v e n t s

Figure 2-3 Definition Phase Core and Optional Task Dependencies (cont.)

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Risk Management

Business Vision

The imperative for change must be clearly defined and understood bythe organization as a whole. Belief in the purpose of the project is key toa successful implementation. Building a strong business case for theimplementation is crucial for obtaining senior executive support andinvolvement, which in turn will foster commitment from all levels of theorganization.

Risk Mitigation

Management, users, orproject team not committedto the magnitude of change.

Build the case for the change andcomplete a thorough impact analysis.Involve representatives of allstakeholder groups in thedevelopment of strategies to managethe impact. Define clearly statedobjectives for the change and instillscope management procedures.Convince those representatives of theneed for the change and use them ascommunication agents among theirconstituencies.

Organization’s businessstrategy or the objectives ofeach relevant businessprocess are not sufficientlywell understood.

Confirm the organization’s businessstrategy. If necessary, runworkshops to document and analyzethe organization’s business processes.

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Communication

Communication must remain a focus across the entire project andthroughout the entire project organization from the steering committeeto the user. Effective communication enables sharing of the businessimperatives driving the change, a clear definition of the objectives, andthe performance measures used to measure progress.

Risk Mitigation

Unclear expectations. Take the time to define clearobjectives and performancemeasures, and attach a timeline forrealization of benefits. Communicateregularly to manage expectations.

Lack of involvement or sign-off by senior management ofkey architecture strategies,plans, and issue resolutions.

Communicate conceptualarchitectures to senior managementand organize a review (asappropriate).

Integration Management

Focus on integration issues between teams, business processes,organizations, and applications and identify and resolve integrationissues through communication and definition of standards andprocedures. Examples of areas that would include integrationmanagement are:

• business processes design

• systems testing strategies

• integration between functional and technical teams

• interfaces between Oracle Applications and third-party orlegacy systems

• data cleanup and conversion strategies

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Risk Mitigation

Treatment of the architectureas a purely technical pursuitand inadequate considerationof business requirements asdrivers for architecture(bottom-up approach).

Consider business requirements andfunctional mapping as well astechnical requirements as drivers forthe optimal configuration anddeployment of the applications beingimplemented.

Insufficient data gathered onvolumes and processingwindows.

Have both functional andinformation processing managementreview and agree upon volume andprocessing windows.

Planning

Planning is critical for maintaining project focus and direction. Initiallythe overall project plan is developed and the implementation strategydefined. As each phase progresses, subsequent phases are planned indetail. Plans include the people, tools, strategies, and procedures foraccomplishing the objectives of the phase.

Risk Mitigation

Conversion requirementsand strategy are not clearlydefined, documented, orunderstood.

Address the conversion requirementsand strategy early in the project life-cycle. Encourage stakeholders todevelop the conversion strategyduring the Definition phase.

Customization options, andthe impact of each on futuresystem maintenance costs,are not well understood bymanagement or the projectteam.

Review various options for extendingthe functionality of the Applications,and the associated impacts onmaintenance costs, with managementand the project team duringDefinition. Develop an ApplicationExtension Strategy (MD.010) thatclearly defines management’scustomization guidelines andcommunicate it to the entire team.

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Project Organization/Leadership

The executive leadership of the organization must actively and visiblysupport the implementation effort. One of the most crucial forms ofsupport is the willingness to commit people who understand theorganization and are leaders in their area of business to the project.Commitment of appropriate staff is just as important as commitment offunding. The project organization and staffing greatly determine thesuccess of the project.

Risk Mitigation

Lack of sponsorship for theproject

Develop a sponsorship network forthe project that is adapted to theorganization’s culture. Agree on thebehaviors expected of sponsors at alllevels.

The tendency to preserve oldprocesses and not developnew ones.

Select key area team leaders whosupport the need for change, canfacilitate change in their areas, andare knowledgeable about their areasand processes.

Knowledgeable userrepresentatives are notavailable for workshops,meetings, and interviews,and are not involved incurrent and future processdefinition.

Agree on a list of suitable userrepresentatives with appropriatemanagement. Arrange a timetable offirm commitments and obtainmanagement agreement.

Assign a project sponsor role to aleader from the user community whocan promote a high level ofcommitment from key users and willnurture support for project teammembers as they work outside theirnormal jobs and duties.

Incomplete definition ofscope for the architecturework.

Create a project organization thatenables input and consideration ofbusiness, functional, and technicalrequirements in architecture.

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Quality Assurance

Quality assurance focuses on providing the infrastructure to supportdevelopment of the key deliverables for the project. Producing highquality deliverables within the time and budget constraints of theproject plan is key to reducing overall risk to the implementation. Areasof quality assurance include:

• adherence to the method

• establishing quality standards in the early planning process

• review of key deliverables

• establishing acceptance and signoff procedures

Risk Mitigation

Imprecise definition of scopeand objectives forperformance testing, leadingto false conclusions.

Verify that the scope and objectivesfor performance testing are madeclear by senior management, and thatthey understand what performancetesting can and cannot achieve orpredict.

Lack of a structured methodfor performance testing,leading to measurements thatare difficult to interpretrelative to the targetproduction system.

Use a structured method forperformance testing to verify that thetest results can be interpreted in thecontext of their meaning for the realproduction system.

Documentation standardsand procedures poorlydefined or incomplete.

Require documentation standardsand procedures input and approvalfrom key areas within theorganization who will be using thefinal documentation.

Training Performance and Support

The skills required for a successful implementation must be consideredand the project should be staffed with resources who have these skills tothe extent possible. Training and performance support involvesproviding the learning events and information necessary to bring theknowledge and skills required for the project to the project teaminitially and to the entire organization as the project progresses. This

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Oracle Method Definition 2 - 21

may occur through formal learning events (application training) orthrough information dissemination (leading practices information).

The main focus is the new business processes and the OracleApplications functionality that supports the new processes, but alsoincluded are other learning and performance support needs of both theproject team and the user population for successfully implementing andtransitioning to the new system.

Risk Mitigation

Project team is notsufficiently aware of leadingpractices.

Raise awareness of the best uses ofOracle technologies, through theOracle Business Models (OBM)program.

Project team not adequatelyskilled in process modelingtechniques.

Conduct process modeling sessionsfor team members; have themdemonstrate required skills with aqualified instructor.

Lack of project teamexpertise in applicationdeployment strategies oradvanced technicalarchitecture.

Screen project team candidates forprerequisite skills and experience.Provide training corresponding to thefull extent of the need.

Tips and Techniques

This section discusses the primary techniques that may be helpful inconducting the Definition phase. It also includes advice andcommentary on each process.

Business Process Architecture (BP)

If business process improvement is within the scope of the project, thenthe initial tasks in the Business Process Architecture process usuallystart early in the project, as they provide needed information about theorganization’s business strategy and business processes. During theseearly stages of the project, you work closely with executivemanagement, either through workshops or through interviews. Youidentify potential modifications, either to the organization’s processes orto the system to be implemented, and these are documented in aChange Catalog (BP.020) to be maintained until the end of this phase is

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2 - 22 Definition AIM Method Handbook

reached and all relevant decisions on the organization’s high-levelprocesses have been finalized. You review leading practices for theorganization’s industry and for the business processes covered by theproject. These help the project team to develop a vision of the future ina series of workshops.

In workshops and design sessions, the project team works with theorganization to create High-Level Process Designs (BP.070). Thesedesigns can be created using the process templates provided by OracleBusiness Models.

Business Requirements Definition (RD)

Business Requirements Definition begins in Definition with the task ofdefining how the operating and financial structure of the business entityaffects application and technical architecture definition and set up.Next, you construct the current business baseline in order to understandthe events to which existing business processes currently respond.

Application and Technical Architecture (TA)

Architecture work performed during Definition complements BusinessRequirements Definition (RD) and helps to provide the technicalframework for subsequent phases of the project. Substantive work onarchitecture needs to occur relatively early in an implementation projectbecause it underpins the technical environment of all other projectactivities. At the completion of this phase, the architecture team shouldhave defined the critical architecture requirements and strategy andshould have as much information as needed about the existing technicalarchitecture. They should also have identified a preferred conceptualarchitecture that incorporates the new systems being implemented.

The architecture team defines the scope of the project architecture workin this process. Issues and scope vary from project to project, so it isimportant to set detailed parameters for the work early in the project.An important part of the scope is to establish to what extent the projectis defining the architecture and information systems strategy for theevolving business. If the project is replacing a subset of the existingsystems, the architecture of the newly implemented systems needs to beconsistent with the existing systems architecture and the informationsystems strategy for the business. If, however, the project is replacingmost or all of the major existing systems in the business, the architectureof the newly implemented systems assumes an added importance inhelping to define the future information systems strategy.

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Oracle Method Definition 2 - 23

The existing technical architecture of a business may or may not beimportant for the implementation of a new system, depending on thescope of the implementation. If the existing legacy systems are to becompletely or largely replaced and/or the project is a rapidimplementation, gathering information about the existing systems maynot be necessary. Conversely, an implementation that reuses theexisting business technical infrastructure, or integrates with preservedexisting systems, may require additional work to understand thetechnical components of the existing systems.

The system architect works closely with the information systems staffand business analysts to understand the business and technicalrequirements and define the high-level architecture. The PreliminaryConceptual Architecture (TA.030) forms the basis of the architectureworking model for the project and covers both application and technicalarchitecture. The Preliminary Conceptual Architecture should be in aformat that both non-technical project managers and sponsors canunderstand. If there are multiple architectural options, this deliverableshould present the options and their tradeoffs, and the review of thePreliminary Conceptual Architecture should include a decisionregarding which option to use as a working architecture model.

In simple implementations with few architecture issues, you do notneed to create a distinct conceptual architecture document and cansimply incorporate the key decisions in the Architecture Requirementsand Strategy (TA.010).

Module Design and Build (MD)

A worthwhile goal of any implementation is to use the Applications asthey were designed; in other words, without customization. However,most projects include custom development, even if it is limited tointerfaces and custom reports. Descriptive flexfields and alerts are alsocustomizations, even though you can implement them withouttraditional coding.

The Application Extension Strategy (MD.010) outlines the customizationphilosophy, such as minimizing customization as much as possible. Italso describes the development tools developers will use for each typeof module.

An important part of the strategy is how much overlap is acceptablebetween phases. For example, some of the functional teams maycomplete their mapping earlier than others. Should designers beginwriting design documents for required application extensions beforeother teams have completed their mapping? After the team approves

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some design documents, should developers begin building custommodules before other designs are completed? Allowing some overlapcan speed up the implementation; however, it increases the risk ofrework since approaches arrived at later may affect earlier decisions.

Data Conversion (CV)

Definition provides the organization with a deliverable that defines theData Conversion Requirements and Strategy (CV.010) for the project.After the organization’s conversion requirements (both programmaticand manual conversion requirements) are defined, the strategy for theconversion effort can be prepared. If it is feasible to employ automatedconversion tools, this information should be addressed in the strategydiscussions of the deliverable. This strategy should provide a completesolution for meeting the organization’s conversion requirements.

Documentation (DO)

The documentation process addresses the user, technical, and clientstaff needs regarding documentation requirements, standards, andprocedures. Designate a key resource from each area as part of thecommittee that specifies documentation requirements, standards, andprocedures. The documentation strategy should identify all sources ofinformation required by the documentation team, as well as roles andresponsibilities for reviewing the deliverables. After analyzing thisinformation you should be able to determine your documentationstrategy.

The Glossary (DO.030) documents the vocabulary of a project andshould include unfamiliar or confusing terms. The businesscommunity, information systems department, and project team shouldparticipate in the selection of words for the Glossary and reachagreement on the definitions. The Glossary often includes terms thatdescribe the new system functionality, or words whose meanings arechanging from the old to the new system.

Business System Testing (TE)

During the Business System Testing process the testing requirementsand strategies are developed. This is the time to review your testingrequirements and consider the scope, objectives, and approach fortesting customizations and interfaces.

The Testing Requirements and Strategy (TE.010) describes the high-leveldirection and guidelines for testing all components of the applicationsystem. This includes outlining the overall approach to the testing

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Oracle Method Definition 2 - 25

process, coordinating the development and execution of test scripts,scheduling adequate and appropriate testing resources, configuringtesting environments and tools, and problem management. The TestingRequirements and Strategy is a working document that can bereferenced throughout all tasks in the Business System Testing process.

Performance Testing (PT)

The Performance Testing Strategy (PT.010) defines the high-level scopefor this process, the requirements for testing, and the main tools andtechniques that are to be used. You also document the complexity ofthe test and any specialized resources needed to perform the work.

Decide whether to use automated testing tools. Some automated loadtesting tools can provide the means to simulate complex processingenvironments with many simultaneous online transactions. However,these tools are generally costly and require special expertise andtraining. If this process will not employ an automated tool, then theteam has to devise other methods for conducting the test.

The timing of when to initiate a performance test depends on the precisescope and goals of the project. If the test objective is to provide metricsto support architectural decisions (for example, the capacity needed fora database or applications server, or the performance viability of amulti-tiered hardware configuration), the test should be conductedearly in the implementation project. If the test objective is to validatethat the selected technical configuration supports the business processesthroughout the project, then it may occur in the middle of a project. Atthe very end of a project, Performance Testing may help to tune thesystem. The same test programs can be reused throughout the projectlife-cycle.

Performance Testing usually requires a controlled test environment thatmay mean isolating the test from other project work, on separate testmachines. This may also be advisable from the standpoint that aperformance test may put an undue load on servers and networks andcould severely impact other project processes in shared environments.During Definition, plan the test environment and identify hardware thatis available to the test team. Ideally, the technical hardware andsoftware environment should be identical to the productionenvironment, but this may not be possible depending on projectcircumstances. If it is not, you should try to minimize the differencesand establish the impact on the test results. If the test requires a volumetest database, you also need to plan for significant disk capacity.

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Adoption and Learning (AP)

In this phase, the activities targeted for executives consist of consultingand facilitated work sessions. These assist executives in effectivelydeveloping strategies for the successful execution of the organization-wide implementation and the management of implementation risks.The tasks include a well-planned sponsorship program and theformulation of realistic performance expectations for theimplementation.

Other activities are intended to quickly orient the team to the project.The goal of these activities is to help the implementation team become ahigh-performance working group from the onset, reducing startup timeand costs and establishing appropriate project management practices.Special attention is given to specify clear project and performancecriteria against which the project and project team members aremeasured. At this time, the project team is introduced to keyapplication features. Team members must have a good understandingof system capabilities, and these activities prepare them for mappingtasks.

As you prepare for these activities, collect insights from keystakeholders and administer a readiness survey to assess theorganization’s ability to embark on this project. As a result of thefindings, you co-develop, with key stakeholders, the recommendationsfor strategies around organizational readiness, communication andlearning requirements for users. Finally, in light of the findings and thecommunication strategy, initiate a Communication Campaign (AP.080)to involve stakeholders from the onset, by communicating the vision forthe project, its importance, and how it ties to the corporate strategy.

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Estimating

The table below indicates the typical percentage of effort required byeach task by role.

D e fin it io n Ph

ase

Eff

ort

Ad

ult

Lea

rnin

g S

pec

ialis

t

Ap

plic

atio

n S

pec

ialis

t

Ass

essm

ent

Sp

ecia

list

Bu

sin

ess

An

alys

t

Bu

sin

ess

Lin

e M

anag

er

ID T a s k % AL S AS AS S P BA BL M

B u s in e s s P ro c e s s Im p ro v e m e n t 2 4 %A .B P .01 0 D ef in e B u s in e ss a n d P r oc es s S tr ate g y 0 % 80 0

A .B P .02 0 C at a lo g a n d A n a ly ze P o te n tia l C h a n g es 0 % 40 60

A .B P .03 0 D et er m in e D a ta G at h er in g R eq u i re m en ts 0 % 100

A .B P .04 0 D ev elo p C u r r en t P ro c es s M o d el 0 % 100 0

A .B P .05 0 R ev iew L e ad in g P ra ct ic es 0 % 20 40 0

A .B P .06 0 D ev elo p H ig h -L e ve l P r o ce ss V is io n 0 % 70 0

A .B P .07 0 D ev elo p H ig h -L e ve l P r o ce ss D es ig n s 2 4% 0

B u s in e s s R e q u ire m e n ts D e fin it io n 3 %A .R D .0 10 Ide n ti fy C u r re n t F in a n cia l a n d O p er a tin g S t ru c tu r e 1 % 100 0

A .R D .0 20 C o n d u ct C u r re n t B us ine ss B as el in e 2 % 0 100 0

A p p lic a tio n a n d T e c h n ic a l A rc h i te c tu re 1 3 %A .TA .0 10 D ef in e A r c h i te ct u re R e q u ir em e n ts a nd S tr ate g y 3 % 10

A .TA .0 20 Ide n ti fy C u r re n t T ec h n ic a l A r ch i te ct ur e 2 % 20

A .TA .0 30 D ev elo p P r e l im in ar y C o n ce p tu al A rc h it ec tu r e 8 % 20

M o d u le D e s ig n a n d B u i ld 1 %A .M D .0 10 D ef in e A p p l ic at io n E x te ns ion S tr ate g y 1 % 25

D a ta C o n v e rs io n 2 %A .C V .01 0 D ef in e D a ta C o n v er s io n R e q u ir em e n ts an d S t ra te g y 2 % 30

D o c u m e n ta tio n 1 %A .D O .01 0 D ef in e D o c u m e n ta tion R eq u i r em en t s an d S tr a teg y 1 % 30 0

A .D O .02 0 D ef in e D o c u m e n ta tion S tan d a rd s a n d P r oc ed u r es 0 % 0

A .D O .03 0 P re p ar e G lo s sa ry 0 % 15

B u s in e s s S y s te m T e s tin g 0 %A .TE .01 0 D ef in e T e st in g R eq u ir e m e n ts a n d S tr at eg y 0 % 30

P e rfo rm a n c e T e s tin g 0 %A .P T .01 0 D ef in e P er fo r m an c e T es tin g S tr ate g y 0 %

A d o p tio n a n d L e a rn in g 2 7 %A .A P .01 0 D ef in e E xe cu t iv e P r o jec t S tr a teg y 0 % 5 25

A .A P .02 0 C o n d u ct In i tia l P r o je ct T e am O r ien ta tio n 8 % 20 15

A .A P .02 0 C o n d u ct In i tia l P r o je ct T e am O r ien ta tio n 0

A .A P .03 0 D ev elo p P r o je ct T e am L e ar n ing P la n 2 %

A .A P .03 0 D ev elo p P r o je ct T e am L e ar n ing P la n

A .A P .04 0 P re p ar e P ro jec t T ea m L ea r n in g E n vi r o n m e n t 3 % 20

A .A P .05 0 C o n d u ct P ro jec t T ea m L ea r n in g E v en ts 5 %

A .A P .05 0 C o n d u ct P ro jec t T ea m L ea r n in g E v en ts

A .A P .06 0 D ev elo p B u s in e ss U n i t M an a g er s ' R e ad in es s P lan 0 % 20 0

A .A P .07 0 D ev elo p P r o je ct R e ad in es s R o ad m ap 4 % 0

A .A P .07 0 D ev elo p P r o je ct R e ad in es s R o ad m ap 20 45 0

A .A P .08 0 D ev elo p a n d E xe cu t e C o m m u n ica tion C am p a ig n 4 %

A .A P .08 0 D ev elo p a n d E xe cu t e C o m m u n ica tion C am p a ig n

P ro je c t M a n a g e m e n t 3 0 %P J M M a n a g e P h a s e 2 5%

C O N T C o n tin g e n c y 5 %

1 0 0 % - F a s tF o rw a rd T a s k - C o re T a s k s - O p tio n a l C o m p o n e n t o f a T a s k - R o le % A d ju s te d fo r F a s tF o rw a rd

Table 2-4 Definition Phase Estimating

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Oracle Method Definition 2 - 29

Clie

nt

Exe

cuti

ve

Clie

nt

Pro

ject

Man

ager

Clie

nt

Sta

ff M

emb

er

Co

mm

un

icat

ion

Sp

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list

Co

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g M

gm

t S

pec

ialis

t

Dat

abas

e A

dm

inis

trat

or

Dat

abas

e D

esig

ner

Dev

elo

per

Fac

ilita

tor

Hu

man

Per

form

ance

Tec

hn

olo

gis

t

IS M

anag

er

Key

Use

r

Net

wo

rk A

dm

inst

rato

r

Org

Dev

Sp

ecia

list

Pro

cess

Mo

del

er

Pro

ject

Man

ager

Pro

ject

Sp

on

sor

Pro

ject

Su

pp

ort

Sp

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list

Qu

alit

y A

ud

ito

r

Qu

alit

y M

anag

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Ste

erin

g C

om

mit

tee

Mem

ber

Su

bje

ct M

atte

r S

pec

ialis

t

Sys

tem

Ad

min

istr

ato

r

Sys

tem

Arc

hit

ect

Tec

hn

ical

An

alys

t

Tec

hn

ical

Wri

ter

Tes

ter

To

ol S

pec

ialis

t

Tra

iner

Use

r

Un

assi

gn

ed (

Clie

nt

Tas

ks)

Tas

k S

um

mar

y

C E C PM C SM C S C MS D BA D D D V F C HS P ISM K U NA OD S P M D P M P S P S S QA QM S CM S M S S AD S A TA N TW TS TLS TR US UNAS

0 20 100

1000 100

0 0 10040 100

0 30 100

60 40 100

1000 0 100

0 0 30 60 0 1000 0 80 1000 0 0 80 100

0 25 0 50 100

0 10 60 0 100

0 50 20 1000 20 80 100

5 80 0 100

0 30 0 20 20 100

5 0 5 15 5 70 100

0 50 20 0 0 1000 30 0 35 1000 100 1000 30 0 70 1000 100 0 0 1000 25 0 35 20 1000 100 1000 100 0 100

40 30 0 10 1000 100 0 1000 30 5 0 1000 100 0 1000 100 0 100

Table 2-4 Definition Phase Estimating (cont.)

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2 - 30 Definition AIM Method Handbook

Scheduling Suggestions

During Definition, you define strategies for many different aspects ofthe project. Although the project plan defines specific dependenciesbetween the strategy tasks, there is a significant amount ofcommunication between the teams developing the strategies; therefore,much of the work can occur in parallel.

Organize the project team along major business processes and use theinstantiation technique to establish separate Business RequirementsDefinition (RD) tasks for each process and schedule them to be executedin parallel. If you plan to overlap project phases, you can schedule eachprocess stream to continue into Operations Analysis.

Scheduling suggestions for each process in Definition follow:

Project Management (PJM)

During Definition, spend sufficient time developing a sound projectplan with associated resource and cost forecasts. It is not unusual tospend several person weeks developing a good plan for moderate tolarge projects. Remember that initial planning for all phases of theproject is performed during the Definition phase.

The critical path is a sequence of critical tasks throughout the project. Ifone of those tasks takes one day longer than planned, the end date ofthe project will be one day later. Tasks not on the critical path haveslack; they can be completed later than planned without affecting theend date for the project.

Keep in mind that the critical path may change during the project. Forexample, adding disk space to the development computer for the Buildphase may have been initially excluded from the critical path becauseyou were informed that it could be performed easily and quickly; twoweeks before the Build phase is scheduled to start, you are told it willtake one month to obtain the new disk drives. Acquiring and installingthe disk drives is now on the critical path.

Warning: Avoid planning with too much detail. It istempting to define tasks at a very detailed level duringplanning. However, you may discover that tracking progressat this level is so time consuming that you abandon trackingaltogether.

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Oracle Method Definition 2 - 31

Warning: Be particularly cautious about the need toimplement applications in phases and/or at multiple sites.

Frequently, a decision is made to phase deployment of theapplications for good reasons, such as to minimize projectrisk, manage cultural change, or spread costs over a longerperiod of time. Implementations may be separated into twoor more deployments where a subset of applications might beimplemented at a subset of different locations at differenttimes.

Such phasing adds complexity to the project managementprocess and may make use of a program managementapproach appropriate. Program management is an approachwhere a top-level project management function is used tomanage the overall efforts of the individual projects.

Business Process Architecture (BP)

Standard templates can be used to map the application’s functions andfeatures to standard business processes. The project team can examinethe high-level processes appropriate for the application and then makebusiness-focused decisions either to change the current processes to suitthe application or to customize the application.

Business Requirements Definition (RD)

The need for thorough fact gathering and analysis regarding currentbusiness processes depends on how much business change is expected.At a minimum, you need to identify all business processes andfunctions that will be affected by the implementation and develop asufficient understanding of those processes and functions to determinehow they need to change in order to fulfill the organization’s high-levelprocess vision.

Application and Technical Architecture (TA)

Carefully consider the timing of this work. Too often the need foradditional hardware, systems software, and data administration time isidentified after the project budget has been finalized.

Consider the impact of a multi-phased deployment on the scheduling ofthis process. For example, you may elect to go live with the newapplications at different times at each site. In this case, your technicalarchitecture may need to grow over time to support the phaseddeployments.

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Module Design and Build (MD)

Module Design and Build scheduling depends on several factors thatcan be determined during Definition, for example:

• When will you need the development environment?

• When will you begin to bring developers onto the team?

• What is your approach to establishing test data so yourdevelopers can test their custom software?

• What kinds of technical design, coding, testing, anddocumentation standards do you need, and when must they beready?

• Will you deploy the applications in multiple phases? If so, overwhat period of time will you need development resources? Willyou be doing all custom software development up front, or willyou do customization, interface, or conversion customdevelopment for each deployment phase?

Seek an optimally-sized development group. Development activityseems to be more sensitive to the size of the group than other activities.Avoid too large of a group, which can introduce inefficiencies due toincremental communication and administrative time requirements asthe number of people increases.

Data Conversion (CV)

The Data Conversion tasks for subsequent phases can be performed inDefinition if the existing systems data is well understood and nosignificant issues arise. The benefit of an early execution of DataConversion is the support for module and module integration testing inModule Design and Build (MD).

Documentation (DO)

Determine what documentation needs to be produced. For example:

• Will a user manual be produced? If so, what will it contain?

• What kind of technical documentation will be produced?

• If multiple deployments will occur for different business units,will user documentation be different for each deployment? Willall business units use the applications in the same way? Willsome business units create their own application extensions thatare not shared by the other business units?

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Oracle Method Definition 2 - 33

The scope of the user and technical documentation to be produced andthe techniques used to create this material can have a major impact onthe project schedule. More resources are required as the size andcomplexity of documentation increases.

Business System Testing (TE)

Determine what the requirements for Business System Testing are andwhat your testing strategy will be. For example:

• Will you be performing unit and link testing? If so, how manyapplication extensions or interfaces will be tested?

• How extensive will your system testing be? How manyprocesses will be tested and how many iterations will beperformed?

• Will you be performing systems integration testing? If so, howmany interfaces will be tested?

• If multiple deployments will occur for different business units,will business system testing need to be performed separately byeach business unit? Will all business units share the sameapplications configuration, application extensions, andinterfaces?

Performance Testing (PT)

Assess the risk of encountering performance problems early in theproject. If there is significant risk, incorporate Performance Testing inthe project plan. You can always add Performance Testing to the scopeof the project at a later time, but it is better to plan for it early, even ifyou later decide you do not need it. Consider the following questions:

• What will the system load be?

• What technical architecture will be provided?

• What are the system’s performance requirements (for example,response time, report creation, and delivery time)?

Adoption and Learning (AP)

If your project includes the creation of an Executive Project Strategy(AP.010), you need to consider the impact of this requirement on thelimited availability of the organization’s executive staff. Sessions shouldbe clear, concise, and well-planned. In addition, you should considercombining multiple tasks, such as Define the Business and ProcessStrategy (BP.010), where appropriate.

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Procrastination regarding project team learning activities, such ascurriculum development, site scheduling, and instructor identification iscommon. This may result in schedule slippage later in the project or adecision to accept lesser quality than initially planned.

Accurately assess your project team learning requirements anddetermine the appropriate approach. Curriculum development isexpensive but may be the most effective method of introducing aheavily customized system. Standard Oracle education and customdeveloped learning events have considerations that can end up on thecritical path. Examples of these are as follows:

• When will standard Oracle classes be taught?

• How soon can custom learning events be developed?

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Staffing

The diagram below illustrates the roles that are needed to staff eachprocess during Definition. In some cases, the same person should beused to staff the same logical role found in different processes (sharedrole). In other cases, different people can be used to staff the same rolein different processes (unique role).

Definition Organization

Pro jec t Management

Pro jec t Management Suppor t Team

Administ rat ive Assistant /Project Librar ian

Bus iness Process Arch i tec tu re (BP)

Application Specialist

Business Analyst

Organization Dev. Special ist

Bus iness Requ i rements De f in i t i on (RD)

Business Analyst

App l ica t ion and Techn ica l Arch i tec ture (TA)

Business Analyst

System Architect

Technical Analyst

Da ta Convers ion (CV)

Technical Analyst

Bus iness Sys tem Tes t ing (TE)

Business Analyst

Technical Analyst

Adopt ion and Learn ing (AP)

Adult Learning Special ist

Application Specialist

Assessment Special ist

Per fo rmance Tes t ing (PT)

Modu le Des ign and Bu i ld (MD)

Documen ta t i on (DO)

Business Analyst

Technical Analyst

Technical Writer

Business Analyst

Application Specialist

Business Analyst

Tester

Database Administrator

Process Modeler

Subject Matter Special ist

System Architect

Network Administrator

System Administrator

Technical Analyst

Communication Special ist

Database Administrator

Organization Dev. Special ist

System Administrator

Trainer

Figure 2-4 Definition Phase Staffing

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Staffing Suggestions

This section provides advice and comments on project organization forthe Definition phase.

Project Management (PJM)

One of the most important decisions for an application implementationis the kind of project management team that will be established. A full-time project manager should be provided for all but the smallestapplication implementation projects. In addition, if your project isemploying the services of a third-party integrator, it is imperative that aproject manager be provided from both organizations. This is a criticalrequirement so that the needs of both organizations are taken intoaccount.

Multiple site projects require a higher level of project administrationand control to coordinate the tasks and to leverage commondeliverables between projects. In a multiple site project, you need toposition site coordinators as part of your project management team.These people also help make sure that there is consistency in thedelivery and presentations of work, use of techniques and approach,use of standards and guidelines, and interpretation of enterprise-widestrategies.

Another important role that coordinators perform is facilitating thetechnical strategies between related sites. This role calls for a moreformal exchange of technical information and status review. These sitecoordinators also distribute software and documentation to multipledata centers.

Business Process Architecture (BP)

A key staffing requirement is recruiting business analysts with goodinterpersonal skills, and a working knowledge of business processchange and application functionality to lead the project team throughleading practices review, work sessions, and visioning.

Business Requirements Definition (RD)

This process needs business analysts with good interpersonal skills andknowledge of the business to examine and document the main activitiesthat keep the organization operating today.

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Oracle Method Definition 2 - 37

Application and Technical Architecture (TA)

This process must be staffed by an experienced system architect. Amulti-phased deployment approach may complicate the technicalarchitecture by introducing time phased requirements. In this case, besure your system architect has experience with this approach.

External consulting resources can be a cost-effective solution.Consultants can have a large impact in a short time. They can transferimportant knowledge to local staff allowing you to produce moreaccurate sizing estimates and make better architectural decisions.

Make sure that your information systems staff can free up enough timefrom their regular jobs to participate in the architecture design process.

Module Design and Build (MD)

The key activity for this process concerns design and planning forestablishing the development environment. Confirm that someoneskilled in development management is available for this task.

A phased deployment approach may significantly affect the timing ofstaffing needs for Module Design and Build. For example, if you aredeploying to different sites at different times, you may need to developcustom software associated with various deployments. This couldsignificantly affect the timing of your staffing needs.

Data Conversion (CV)

This process requires individuals skilled in analysis, programming,testing, performance tuning, and transition. During this phase, youneed someone who can perform high-level analysis tasks to identifydata conversion needs.

Automated data conversion tools, such as Oracle’s Enterprise DataManagement System (EDMS) or Smart Corporation’s SmartDBWorkbench™ can significantly improve productivity. Using these toolsmay require lead time for evaluation, acquisition, and installation. Ifyou use such a tool, you may need staff with related expertise.

If you deploy in multiple phases, you need to perform data conversionsat different times. This affects the timing of your staffing needs.

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Documentation (DO)

Since this phase includes preparing the documentation strategy, youneed staff that can advise you on various documentation approaches.The staff gathers documentation requirements and determines if newdocumentation is required or if existing documentation is to beupdated. The staff also assists users in defining documentationstandards and procedures.

A multi-phased deployment approach may require Documentationtasks to be performed for each deployment. If various business units dobusiness in different ways, some user documentation may need tochange for each deployment. This would affect the timing of relatedstaffing requirements.

Business System Testing (TE)

In this phase, you define your testing requirements and develop thetesting strategy. The main focus is to determine the number andcomplexity of application extensions and interfaces. The staff assists theusers in defining their testing requirements that define the scope ofBusiness System Testing.

A multi-phased deployment approach may require Business SystemTesting tasks to be performed for each deployment. If various businessunits have their own application extensions and interfaces, the staffingrequirements would expand as the number of tests to be performedincreases. This would affect the timing of related staffing requirements.

Performance Testing (PT)

Specialists are required to effectively plan and execute PerformanceTesting. You must determine the need for specialists and theappropriate staffing level.

If you deploy in multiple phases, you may need a phased PerformanceTesting approach. Make sure that the maximum load your system willexperience after all deployments can be handled by the plannedconfiguration. This consideration could affect the timing of staffingneeds.

Adoption and Learning (AP)

If your project includes the development of an Executive ProjectStrategy (AP.010), you need to schedule the time of the executivesinvolved. Likewise, if your project develops a Business Unit Managers’

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Readiness Plan (AP.060), you need to plan and schedule the time of thebusiness unit managers.

Decisions about project team orientation and learning requirements aremade in this phase; therefore, you need staff that can advise you onapproaches. For example, you might decide to:

• develop custom learning activities

• use standard Oracle Education classes

• use Oracle instructors at your site

• use internal people as learning agents with a separate class to“train-the- trainers”

• skill information technology analysts to support the newapplications

• conduct separate learning events for each deployment in amulti-phased project

Decisions related to these issues impacts the staffing requirements forskilling the project team.

In addition, key members of the steering committee, project team, andstakeholder leadership are required to help develop the ProjectReadiness Roadmap (AP.060) and the messages contained within theCommunication Campaign (AP.080).

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Quality Criteria

Use the following criteria to check the quality and completeness of thecore and optional tasks within the Definition phase.

Core Tasks

� Has a clear understanding of the business processes, functions,and information required to meet the project’s defined businessobjectives been obtained?

� Has the organization’s senior management bought into theHigh-Level Process Vision (BP.060)?

� Has the scope of the project been approved by theorganization’s senior management?

� Have the High-Level Process Designs (BP.070) been approvedby the organization’s senior management?

� Have the architecture requirements been clearly identified?

� Is the strategy for addressing architecture requirementsunderstood and agreed upon by the information technologymanager and project sponsor?

� Have management and the project team agreed on the strategyoutlined for all aspects of the project?

Optional Tasks

� Has the Business and Process Strategy (BP.010) been approvedby the organization’s senior management?

� Has the Executive Project Strategy (AP.010) been approved bythe organization’s senior management?

� Have relevant leading practices been identified?

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C H A P T E R

3 Operations Analysis

his chapter describes the Operations Analysis phase of AIM. Thegoal of the Operations Analysis phase is to determine the high-level

business and information system requirements necessary to meet a setof defined business objectives. The Operations Analysis phase results ina clear definition of a project’s functional scope.

DefinitionOperations

AnalysisBuild

Business Process Architecture

Business Requirements Definition

Business Requirements Mapping

Module Design and Build

Application and Technical Architecture

Data Conversion

Documentation

Business System Testing

Performance Testing

Adoption and Learning

Production Migration

Solution Design Transition Production

Figure 3-1 Context of AIM Operations Analysis Phase

T

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Overview

This section provides an overview of the Operations Analysis phase.

Objectives

The objectives of the Operations Analysis phase follow:

• Produce accurate information, function, and process models forthe business areas being addressed.

• Define the detailed function, data, and operational requirementsthat the new application system must support.

• Design business processes in detail, covering the variants of thehigh-level processes developed in Definition.

• Map business requirements to application capabilities andpropose solutions to gaps.

• Demonstrate that the proposed business process design isfeasible for the organization.

• Define a technical architecture of hardware and software inwhich the application system must perform.

• Refine the technical architecture of hardware and software.

• Propose a transition strategy for moving from the currentsystem to the new application system.

• Identify audit and control reporting and application integrationrequirements.

• Develop performance testing models and scenarios.

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Critical Success Factors

The critical success factors of the Operations Analysis phase are asfollows:

• active participation by team management and knowledgeableuser and technical representatives from the area of the businessaffected by the project

• thorough knowledge of the standard functionality of theapplications being implemented and detailed knowledge of thebusiness processes that the applications support

• clear definition of the business objectives to be addressed by theproject

• access to information related to the existing business processesand systems affected by the project

Prerequisites

Prerequisites for the Operations Analysis phase follow. You should usethese prerequisites, if they exist, prior to beginning the project.Otherwise, you need to create them during this phase. Some of theprerequisites identified below are also deliverables produced within thisphase. The reason they are included in this section is because they areused as input to other tasks within this phase.

Prerequisite Source

Existing Reference Material Organization

Business Process ReengineeringStudies

Organization

Future Business Strategy Organization

Current Business Contingency Planand Procedures

Organization

Current System Reports Organization

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Prerequisite Source

High-Level Existing System DataModel

Organization

Business Requirements Scenarios Sales Cycle

Return on Investment (ROI) Analysis Oracle

Application Reference Manuals andDocumentation

Oracle

Application Product Reference andImplementation Manuals

Oracle

Project Management Plan Project Management (PJM)

Physical Resource Plan Project Management (PJM)

Prepared Infrastructure Project Management (PJM)

Business and Process Strategy Business ProcessArchitecture

Change Catalog Business ProcessArchitecture

Data Gathering Requirements Business ProcessArchitecture

Current Process Model Business ProcessArchitecture

High-Level Process Vision Business ProcessArchitecture

High-Level Process Designs Business ProcessArchitecture

Future Process Model Business ProcessArchitecture

Current Financial and OperatingStructure

Business RequirementsDefinition

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Prerequisite Source

Current Business Baseline Business RequirementsDefinition

Process and Mapping Summary Business RequirementsDefinition

Business Volumes and Metrics Business RequirementsDefinition

Business Requirements Scenarios Business RequirementsDefinition

Audit and Control Requirements Business RequirementsDefinition

Business Availability Requirements Business RequirementsDefinition

Master Report Tracking List Business RequirementsDefinition

High-Level Gap Analysis Business RequirementsMapping

Configured Mapping Environment Business RequirementsMapping

Mapped Business Requirements Business RequirementsMapping

Mapped Business Data Business RequirementsMapping

Integration Fit Analysis Business RequirementsMapping

Information Model Business RequirementsMapping

Master Report Tracking List Business RequirementsMapping

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Prerequisite Source

Business Mapping Test Results Business RequirementsMapping

Confirmed Business Solutions Business RequirementsMapping

Architecture Requirements andStrategy

Application and TechnicalArchitecture

Current Technical ArchitectureBaseline

Application and TechnicalArchitecture

Preliminary Conceptual Architecture Application and TechnicalArchitecture

Application Architecture Application and TechnicalArchitecture

System Availability Strategy Application and TechnicalArchitecture

Reporting and Information AccessStrategy

Application and TechnicalArchitecture

Conceptual Architecture Application and TechnicalArchitecture

Application Extension Strategy Module Design and Build

Documentation Requirements andStrategy

Documentation

Documentation Standards andProcedures

Documentation

Glossary Documentation

Documentation Environment Documentation

Performance Testing Strategy Performance Testing

Performance Test Scenarios Performance Testing

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Prerequisite Source

Executive Project Strategy Adoption and Learning

Oriented Project Team Adoption and Learning

Skilled Project Team Adoption and Learning

Business Unit Managers' ReadinessPlan

Adoption and Learning

Project Readiness Roadmap Adoption and Learning

Communication Campaign Adoption and Learning

Table 3-1 Operations Analysis Phase Prerequisites

Processes

The processes used in this phase follow:

Business Process Architecture (BP)

Develop detailed future business process models.

Business Requirements Definition (RD)

Create detailed Business Requirements Scenarios (RD.050) that depictsequenced elementary business functions for mapping process steps tothe new system. Determine business requirements for systemavailability. Define audit and control requirements for financial andsystem administration purposes. Define reporting requirements for allfunctions.

Business Requirements Mapping (BR)

Map high-level and detailed business requirements to applicationfunctionality. Design business processes in detail, covering the variantsof the generic processes developed. Prove the viability and feasibility ofproposed business processes and their integration. Map informationflow and access needs by each organization.

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Application and Technical Architecture (TA)

Develop strategies to meet the reporting needs and system availabilityrequirements of the business. Determine the details of deploying thenew application across data centers within the scope of the newarchitecture. Refine the Preliminary Conceptual Architecture (TA.030)and identify any subsystems that need to be developed or integrated.

Module Design and Build (MD)

Summarize the business needs that Oracle Application features cannotmeet and propose application extensions to meet those business needs.In addition, estimate the effort required to complete them.

Documentation (DO)

Create the Documentation Environment (DO.040) and produce theprototypes and templates.

Performance Testing (PT)

Identify the test models to be used to simulate the system or systemcomponents that are within the scope of the test.

Adoption and Learning (AP)

Conduct work sessions for middle and first-line managers who are noton the project team so they can assume their role in the implementation.

Production Migration (PM)

Prepare a Transition Strategy (PM.010) for migrating the company,systems, and people into the new enterprise system.

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Key Deliverables

The key deliverables of this phase are as follows:

Deliverable Description

Future Process Model Process flow diagrams of the eventsand business processes that theapplications and the associatedfunctions of the business area willsupport.

Business RequirementsScenarios

A set of formal statements of thedetailed business requirements foreach business process, the source ofthese requirements, how theserequirements will be satisfied (eitherby the application, manual processsteps, workarounds, or by otherapplications), and what prototypingsteps must be taken to prove thedesigns.

Mapped BusinessRequirements

Detailed business requirementswritten in business language andassociated with business processes;analysis and comparison of thecurrent system for a businessrequirement to the proposed system;details for the type and nature of thesolution in a descriptive format.

Mapped Business Data Verification that the underlyingtarget application modules, businessobjects, and attributes will supportbusiness processes.

Confirmed BusinessSolutions

Agreement by management that theproposed integrated business systemcovers the business objectives.

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Deliverable Description

Conceptual Architecture A refinement of the preliminaryconceptual architecture developedearlier, following reviews by keymembers of the project team and thefurther gathering of informationduring the progressing project.

Application ExtensionDefinition and Estimates

This document summarizes thebusiness need that OracleApplication features cannot meet andproposes application extensions tomeet that business need.

Table 3-2 Operations Analysis Phase Key Deliverables

Attention: Key deliverables represent the culmination, endresult, or major milestone of activities performed during aphase. They should not be confused with deliverablesproduced by core tasks. Core tasks produce the minimum setof deliverables needed for every project; key deliverablesrepresent the end result and define the end of each phase.However, not every key deliverable is required for everyproject. For example, Application Extension Definition andEstimates (MD.020) is only created when a project includescustomizations to standard functionality or interfaces withexternal systems.

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Approach

This section describes the approach for the Operations Analysis phase.

Tasks and Deliverables

The table below lists the tasks executed and the deliverables producedduring Operations Analysis.

ID Task Deliverable Type*

Business Process ArchitectureBP.080 Develop Future Process Model Future Process Model MIBusiness Requirements DefinitionRD.030 Establish Process and Mapping

SummaryProcess and Mapping Summary SI

RD.040 Gather Business Volumes and Metrics Business Volumes and Metrics SIRD.050 Gather Business Requirements Business Requirements Scenarios MIRD.060 Determine Audit and Control

RequirementsAudit and Control Requirements SI

RD.070 Identify Business AvailabilityRequirements

Business Availability Requirements SI

RD.080 Identify Reporting and InformationAccess Requirements

Master Report Tracking List MI

Business Requirements MappingBR.010 Analyze High-Level Gaps High-Level Gap Analysis SIBR.020 Prepare Mapping Environment Configuration Mapping Environment SIBR.030 Map Business Requirements Mapped Business Requirements MIBR.040 Map Business Data Mapped Business Data MIBR.050 Conduct Integration Fit Analysis Integration Fit Analysis SIBR.060 Create Information Model Information Model SIBR.070 Conduct Reporting Fit Analysis Master Report Tracking List MIBR.080 Test Business Solutions Business Mapping Test Results MIBR.090 Confirm Integrated Business Solutions Confirmed Business Solutions SI

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ID Task Deliverable Type*

Application and Technical ArchitectureTA.040 Define Application Architecture Application Architecture SITA.050 Define System Availability Strategy System Availability Strategy SITA.060 Define Reporting and Information

Access StrategyReporting and Information AccessStrategy

SI

TA.070 Revise Conceptual Architecture Conceptual Architecture SIModule Design and BuildMD.020 Define and Estimate Application

ExtensionsApplication Extension Definition andEstimates

MI, IT

DocumentationDO.040 Prepare Documentation Environment Documentation Environment SIDO.050 Produce Documentation Prototypes

and TemplatesDocumentation Prototypes andTemplates

MI

Performance TestingPT.020 Identify Performance Test Scenarios Performance Test Scenarios MIPT.030 Identify Performance Test Transaction

ModelsPerformance Test Transaction Models MI

Adoption and LearningAP.090 Develop Managers’ Readiness Plan Managers’ Readiness Plan SIProduction MigrationPM.010 Define Transition Strategy Transition Strategy SI*Type: SI=singly instantiated, MI=multiply instantiated, MO=multiply occurring, IT=iterated, O=ongoing. See Glossary.

Table 3-3 Operations Analysis Phase Tasks and Deliverables

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Core Task Dependencies

The diagram below shows the dependencies between core tasks inOperations Analysis.

1 Line( 6 5/16 tall X 6 1/4 wide)

BUSINESS PROCESSARCHITECTURE

OperationsAnalysis

B P . 0 8 0

Develop FutureProcess Mode l

A

BUSINESSREQUIREMENTS

DEFINITION

R D . 0 4 0

Gather Bus inessVolumes & Metr ics

APPLICATION ANDTECHNICAL

ARCHITECTURE

B R . 0 2 0

Prepare MappingEnvi ronment

B R . 0 1 0

Analyze High-Leve l Gaps

B

R D . 0 5 0

Gather Bus inessRequi rements

R D . 0 6 0

Determine Audi t &Contro l Reqs

BUSINESSREQUIREMENTS

M APPING

B R . 0 3 0

Map Bus inessRequi rements

C

D

PRODUCTIONM IGRATION

Figure 3-2 Operations Analysis Phase Core Task Dependencies

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Oracle Method Operations Analysis 3 - 15

1 Line( 6 5/16 tall X 6 1/4 wide)

BUSINESSREQUIREMENTS

DEFINITION

OperationsAnalysis

A BUSINESS PROCESSARCHITECTURE

APPLICATION ANDTECHNICAL

ARCHITECTURE

C

P M . 0 1 0

Def ine Transi t ionSt ra tegy

R D . 0 7 0

Ident i fy BusinessAvai labi l i ty Reqs

R D . 0 8 0

Ident Rpt & InfoAccess Reqs

B

B R . 0 4 0

Map Bus inessDa ta

D

B R . 0 9 0

Conf i rm IntegratedBus inessSolut ions

BUSINESSREQUIREMENTS

M APPING

TA.050

Def ine Sys temAvailabi l i ty

St ra tegy

PRODUCTIONM IGRATION

B R . 0 7 0

Conduct Repor t ingFi t Analysis

Figure 3-2 Operations Analysis Phase Core Task Dependencies (cont.)

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Core and Optional Task Dependencies

The diagram below shows the dependencies between core and optionaltasks in Operations Analysis.

1 Line( 6 5/16 tall X 6 1/4 wide)

BUSINESS PROCESS

ARCHITECTURE

OperationsAnalysis

R D . 0 3 0

Es tab l i sh P rocess& M a p p i n gS u m m a r y

B P . 0 8 0

D e v e l o p F u t u r eP r o c e s s M o d e l

DOCUMENTATION

D O . 0 5 0

P r o d u c eD o c u m e n t P r o t o s

& T e m p s

D O . 0 4 0

P r e p a r e D o c u m e n tE n v i r o n m e n t

PERFORMANCE

TESTING

ADOPTION AND

LEARNING

A

BUSINESS

REQUIREMENTS

D EFINITION

R D . 0 4 0

G a t h e r B u s i n e s sVo lumes & Met r i cs

APPLICATION AND

TECHNICAL

ARCHITECTURE

T A . 0 4 0

Def ine App l i ca t ionArch i tec tu re

B R . 0 2 0

P r e p a r e M a p p i n gE n v i r o n m e n t

B R . 0 1 0

Ana lyze H igh-L e v e l G a p s

C

R D . 0 5 0

G a t h e r B u s i n e s sR e q u i r e m e n t s

R D . 0 6 0

De te rm ine Aud i t &C o n t r o l R e q s

BUSINESS

REQUIREMENTS

M APPING

B R . 0 3 0

M a p B u s i n e s sR e q u i r e m e n t s

D

E

B

F

M ODULE DESIGN AND

BUILD

H

PRODUCTION

MIGRATION

G

Figure 3-3 Operations Analysis Phase Core and Optional Task Dependencies

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Oracle Method Operations Analysis 3 - 17

BUSINESS

REQUIREMENTS

D EFINITION

OperationsAnalysis

PERFORMANCE

TESTING

ADOPTION AND

LEARNING

DOCUMENTATION

A BUSINESS PROCESS

ARCHITECTURE

APPLICATION AND

TECHNICAL

ARCHITECTURE

D

P M . 0 1 0

De f i ne T rans i t i onS t ra tegy

A P . 0 9 0

D e v e l o pM a n a g e r s '

R e a d i n e s s P l a n

R D . 0 7 0

Ident i f y Bus inessAva i lab i l i t y Reqs

R D . 0 8 0

Ident Rpt & In foA c c e s s R e q s

C

B R . 0 4 0

M a p B u s i n e s sD a t a

E

B R . 0 5 0

C o n d u c tIn tegra t ion F i t

Ana lys is

B R . 0 6 0

Crea te In fo rma t ionM o d e l

B

B R . 0 7 0

C o n d u c t R e p o r t i n gF i t Ana lys is

B R . 0 9 0

Con f i rm In teg ra tedB u s i n e s sSo lu t i ons

F

B R . 0 8 0

T e s t B u s i n e s sSo lu t i ons

BUSINESS

R EQUIREMENTS

M APPING

T A . 0 5 0

De f i ne Sys temAvai labi l i ty

S t ra tegy

G

M D . 0 2 0

Def ine & Es t ima teApp Ex tens ions

M ODULE DESIGN AND

BUILD

P T . 0 2 0

Ident i fyP e r f o r m a n c e T e s t

S c e n a r i o s

H

P T . 0 3 0

Ident i f y Per f Tes tT r a n s a c t i o n

M o d e l s

PRODUCTION

M IGRATION

T A . 0 7 0

R e v i s e C o n c e p t u a lA rch i tec tu re

1 Line( 6 5/16 tall X 6 1/4 wide)

T A . 0 6 0

De f i ne Repo r t i ng &In fo Access S t ra t

Figure 3-3 Operations Analysis Phase Core and Optional Task Dependencies (cont.)

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Risk Management

The areas of risk and mitigation for Operations Analysis include thefollowing:

Business Vision

The imperative for change must be clearly defined and understood bythe organization as a whole. Belief in the purpose of the project is key toa successful implementation. Building a strong business case for theimplementation is crucial to obtaining senior executive support andinvolvement, which in turn fosters commitment from all levels of theorganization.

Risk Mitigation

Insufficient considerationgiven to resolving gaps withalternative approaches thatdo not involve custom codedevelopment.

Encourage consideration ofalternatives that do not requirecustom code development, such asaltering business processes to matchsystem functionality, workarounds,use of configurable extensionfeatures, and innovative use ofstandard functionality. Performcost/benefit analysis for allalternatives.

Communication

Communication must remain a focus across the entire project andthroughout the entire project organization from the steering committeeto the user. Effective communication enables sharing of the businessimperatives driving the change, a clear definition of the objectives, andthe performance measures used to measure progress.

Risk Mitigation

Erroneous statement ofrequired system availability.

Obtain agreement from the usercommunity about the level of systemoutage that can be tolerated by thebusiness.

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Risk Mitigation

Limited access to informationabout business areas, theirprocesses, and informationgeneration and use.

Conduct frequent checkpoints thatinclude a management review toverify that teams engaged in analysisactivities are not being blocked fromgathering information.

Insufficient communicationto the wider project team ofthe chosen conceptualarchitecture model to allteam members.

Communicate the conceptualarchitecture model to the broaderproject team so that everyone isproperly informed.

Integration Management

Focus on integration issues between teams, business processes,organizations, and applications and identify and resolve integrationissues through communication and definition of standards andprocedures. Examples of areas that would include integrationmanagement are:

• business processes design

• systems testing strategies

• integration between functional and technical teams

• interfaces between Oracle Applications and third-party orlegacy systems

• data cleanup and conversion strategies

Risk Mitigation

Process model does nottightly couple all integratedprocesses.

Have representatives from eachprocess team review the processmodels from other teams.

Inadequate integration ofprocesses across design andmapping teams.

Create an integration team thatmonitors process designs. As theyare in process, look for inter-teamintegration issues.

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Risk Mitigation

Lack of visibility of majorarchitecture issues occurringin different areas or teams.

Assemble architecture teamrepresentation in channels or forumsto discuss major cross-functional orbusiness issues.

Transaction models forperformance testing builtwithout allowing for futurebusiness growth, peakperiods, or detailedworkflow patterns.

Communicate the conceptualarchitecture model to the widerproject team so that everyone isproperly informed.

Planning

Planning is critical to maintaining project focus and direction. Initiallythe overall project plan is developed and the implementation strategydefined. As each phase progresses, subsequent phases are planned indetail and plans include the people, tools, strategies and procedures foraccomplishing the objectives of the phase.

Risk Mitigation

Not initiating development ofcomplex, bi-directionalsystem interfaces earlyenough in the project.

Allow adequate investment ofresources and time in developing asound project plan and follow it toconfirm that tasks are begun earlyenough in the project life cycle.

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Project Organization/Leadership

The executive leadership of the organization must actively and visiblysupport the implementation effort. One of the most crucial forms ofsupport is the willingness to commit people who understand theorganization and are leaders in their area of business to the project.Commitment of appropriate staff is just as important as commitment offunding. The project organization and staffing greatly determine thesuccess of the project.

Risk Mitigation

Inconsistency of teamcomposition and expertiseacross process design,mapping, narrative writing,and approval activities.

Assign process design and mappingteams to groups of businessprocesses or areas and keep themtogether across all analysis anddesign tasks.

Quality Assurance

Quality assurance focuses on providing the infrastructure to supportdevelopment of the key deliverables for the project. Producing highquality deliverables within the time and budget constraints of theproject plan is key to reducing overall risk to the implementation. Areasof quality assurance include:

• adherence to the method

• establishing quality standards in the early planning process

• review of key deliverables

• establishing acceptance and sign-off procedures

Risk Mitigation

Missed or incompleteprocesses and unidentifiedevents.

Have functional management reviewthe integrated process model andevent catalog for completeness.

Poor or nonexistent businessvolume metrics and inabilityto relate the performance testresults in a meaningful wayto the production system.

Survey and establish businessvolume metrics in advance ofconducting performance testing.

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Risk Mitigation

Poorly designeddocumentation prototypesand templates.

Include all key project areas in thedesign and approval of thedocumentation prototypes andtemplates.

Tips and Techniques

This section discusses the primary techniques that may be helpful inconducting the Operations Analysis phase. It also includes advice andcommentary on each process.

Business Process Architecture (BP)

The examination of current requirements in Definition expands intoOperations Analysis to create a vision of how future processes andrequirement scenarios respond to those events, as well as any additionalones anticipated by the organization’s future business strategy. Modelthe future processes with both process models and function models tohelp maintain sufficient breadth and depth of process definition.

Business Requirements Definition (RD)

Gather and formalize business volumes and use them to determinestorage and performance requirements. Format detailed businessrequirements into scenarios containing elementary business functions.These include sequenced process steps that need to be supported by acombination of application functions, manual process steps, otherinterfaced or integrated applications, workarounds, or custom modules.

Along with the business requirements identified, gather and formalizethe business availability requirements that dictate system availabilityneeds. This will be considered during the technical architectureprocess.

The flow of information that results from business processes andtransactions is portrayed both within and across organizations. Thetype of information access required for operating, reporting, andconsolidation for each organization is also identified (for example, someorganizations are creators of information while others are consumers ofinformation). These tasks help formalize the understanding and controlof information access and timing requirements.

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Business Requirements Mapping (BR)

Good team organization is the most important factor affecting thequality of this process. Mapping teams should address the samebusiness areas and business processes as process design teams. Ideally,the same teams should work on process modeling and design, businessrequirements identification, and mapping of requirements toapplication capabilities.

Key users should participate in mapping sessions. Perform mappingclose to the business process in order to have access to agents and keyusers and to allow users to witness process execution. As decisions aremade and agreements reached, document them in BusinessRequirements Scenarios (RD.050) so that the final product reflects theproposed business process design.

Confirm that changes to detailed business processes are carried into thehigher-level process designs produced during the Definition phase.Using gap analysis, the team resolves differences between these designsand the processes that the applications support, to produce an optimalsolution for the organization. Normally, this solution represents abalance between disruptive change to the organization’s operations andcostly and risky modifications to the applications. As part of theprocess of optimization, it may be necessary to iterate several timesbetween updating new process designs and gap analysis.

Follow the Rule of 3-2-1. This means that roughly three hours ofresearch are usually required for two hours of process design and onehour of formal entry (capturing the Business Requirements Scenariousing a template or other tool). Talk with users and review real processoutputs; avoid mapping exclusively in a conference room.

Maintain a meticulous record of process prototyping. This makesacceptance of business solutions easier. Obtain an informal agreementbefore the formal signoff, if possible.

Application and Technical Architecture (TA)

The information used to refine and extend the detail of the ConceptualArchitecture (TA.070) comes from Application and TechnicalArchitecture (TA), Business Requirements Definition (RD), and BusinessRequirements Mapping (BR). As the business mapping proceeds, themapping team makes decisions about how the new applications will beconfigured to run the business, and it is important that the architectureteam has visibility to these decisions and any identified mapping gaps.Gaps that correspond to major architecture components having a

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pervasive impact on the overall system become the responsibility of thearchitecture team.

Module Design and Build (MD)

One of the key deliverables is the Application Extension Definition andEstimates (MD.020), which describes required custom extensions withwork estimates to design, build, and test all components. This is animportant decision-making document for upper management since itallows them to evaluate the full cost of the implementation. If the timeand cost to implement the required extensions are greater than theperceived benefit, management may ask the project team to reevaluatesome of the gaps and propose alternate solutions. You may decide todelay some of the optional extensions until after production cutover.

The detailed work estimates in the Application Extension Definition andEstimates (MD.020) are an important input to the project manager forplanning the detailed tasks in the Solution Design and Build phases.They also specify the need for the technical resources you must securefor the project.

Documentation (DO)

The appropriate Documentation Environment (DO.040) includes thehardware, software, and utilities that accommodate the previouslyspecified documentation procedures and adequately support thetechnical needs of the writing staff. The Documentation Environmentcould be comprised of a stand-alone laptop with a word processingapplication or it could include more sophisticated environments withstate-of-the-art authoring and publishing tools and documentationchange control systems distributed over a network environment. Thoseassisting in the environment proposal should have a thoroughknowledge of the documentation procedures, hardware, software, andutilities being considered.

Create a prototype for each custom document that contains a table ofcontents and a sample chapter. The prototype can be easily reviewedfor document design, format, and suggested content and changes can bemade early in the project. Prototypes present a clear visual indicator ofthe final product and serve as the model for template development.Prototypes are created for user review and approval before formaldocumentation begins. Documentation prototypes are usually requiredfor:

• User Reference Manual

• User Guide

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• Technical Reference Manual

• Systems Management Guide

Templates provide a baseline for the writing staff. They standardize thestyle of each document and may eliminate formatting inconsistencies.This allows the writer to concentrate on content and simplifies theediting process that occurs later.

Performance Testing (PT)

During this phase, the Performance Testing team constructs test modelsthat meet the technical needs and are financially feasible to implement.The team constructs the models relative to predicted or actualproduction system snapshots, and use input from the business analyststo understand the way the business will run on the new system. In thisway, the team can interpret the test results properly in the context ofreal production situations.

Typically, the models selected reflect situations of the highestprocessing load on the system or on some critical component of thesystem. The Performance Testing process depends on BusinessRequirements Definition (RD) and Business Requirements Mapping(BR) to obtain information of sufficient detail and quality so that thePerformance Testing team can construct accurate models. In systemsthat support many tightly integrated business functions, the processingenvironment may be complex and have a large number of detailedtransaction flows. In such cases, approximations are inevitable in thedefinition of a test model.

Adoption and Learning (AP)

During Operations Analysis, the middle and front-line managers whoare not on the project team are educated on the goals and strategies forthe project and the roles they will play to help make the projectsuccessful. The Managers’ Readiness Plan (AP.090) should be focusedon obtaining acceptance and commitment from the middle and front-line managers, as these individuals will be responsible forcommunicating information about the systems implementation to theirteams.

Production Migration (PM)

One of the key deliverables is the Transition Strategy (PM.010), whichoutlines the approach for migrating the people, company, and businesssystems to production. It includes estimated transition resource

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requirements, high-level transition and implementation contingencyplans, and a transition support strategy.

The components of the Transition Strategy (PM.010) are an importantinput to the project manager for planning the detailed tasks in theTransition phase and for updating the project workplan. They alsoidentify the need for specific resources needed during the transitionprocess.

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3 - 28 Operations Analysis AIM Method Handbook

Estimating

The table below indicates the typical percentage of effort required byeach task by role.

O p e ra tio n s A n a lys is

Ph

ase

Eff

ort

Ad

ult

Lea

rnin

g S

pec

ialis

t

Ap

plic

atio

n S

pec

ialis

t

Ass

essm

ent

Sp

ecia

list

Bu

sin

ess

An

alys

t

Bu

sin

ess

Lin

e M

anag

er

ID T a s k AL S AS AS S P BA BL M

B u s in e s s P ro c e s s A rc h i te c tu re 3 9 %B .B P .08 0 D ev elo p F u t ur e P r oc es s M o d el 3 9% 20 40 0

B .B P .08 0 D ev elo p F u t ur e P r oc es s M o d el 20 40 0

B u s in e s s R e q u ire m e n ts D e fin it io n 1 1 %B .R D .0 30 E sta b lish P ro c es s an d M ap p in g S u m m a ry 1 % 75 0

B .R D .0 40 G ath e r B u s in e ss V o lu m es an d M etr ics 1 % 100 0

B .R D .0 50 G ath e r B u s in e ss R e q u i r em e nt s 6 % 30 60

B .R D .0 60 D et er m in e A u d i t an d C on t ro l R e q u ir e m e n ts 1 % 100 0

B .R D .0 70 Ide n ti fy B u s in e ss A v ai la b il i ty R eq u i r em en t s 2 % 95 0

B .R D .0 80 Ide n ti fy R e p or tin g a n d In fo r m atio n A c ce ss R e q u ir e m e n ts 0 % 100 0

B u s in e s s R e q u ire m e n ts M a p p in g 2 3 %B .B R .0 10 A n alyz e H ig h -L ev el G a p s 2 % 50 40

B .B R .0 10 A n alyz e H ig h -L ev el G a p s 30 60

B .B R .0 20 P re p ar e M a pp in g E n vi r o nm e n t 1 % 10

B .B R .0 30 M a p B u sin es s R e qu i r em en t s 4 % 25 45 0

B .B R .0 40 M a p B u sin es s D a ta 2 % 30 50 0

B .B R .0 50 C o n d u ct In t eg r at io n F it A n aly s is 0 % 5

B .B R .0 60 C r ea te In fo rm a tio n M o d el 6 % 40 0

B .B R .0 70 C o n d u ct R ep o r tin g F i t A n alys is 0 % 20 45

B .B R .0 80 T es t B u sin es s S o lu tio ns 6 % 30 65 0

B .B R .0 90 C o n fi rm In t eg r ate d B u s in e ss S o lu t io n s 0 % 25 50 0

A p p lic a tio n a n d T e c h n ic a l A rc h i te c tu re 4 %B .TA .0 40 D ef in e A p p l ic at io n A rc h it ec tu r e 1 % 40

B .TA .0 50 D ef in e S ys te m A v ai la b il i ty S tr ate g y 1 %

B .TA .0 60 D ef in e R e p o rt in g an d In fo r m at io n A cc es s S t ra te gy 0 % 20 0

B .TA .0 70 R ev ise C o n ce p tu a l A rc h it ec tu r e 1 % 20

M o d u le D e s ig n a n d B u i ld 1 %B .M D .0 20 D ef in e a n d E st im a te A p p lica tio n E xt en s io n s 1 % 10 0

D o c u m e n ta tio n 0 %B .D O .04 0 P re p ar e D o cu m e nt at io n E n v ir o n m e n t 0 %

B .D O .05 0 P ro d u ce D oc u m en ta tio n P ro t o typ e s an d T em p la te s 0 % 15

P e rfo rm a n c e T e s tin g 0 %B .P T .02 0 Ide n ti fy P er fo r m an c e T es t S c en ar io s 0 % 35

B .P T .03 0 Ide n ti fy P er fo r m an c e T es t T r a ns ac tio n M o d e ls 0 % 10

A d o p tio n a n d L e a rn in g 0 %B .A P .09 0 D ev elo p M an ag e r s ' R ea d in e ss P lan 0 % 20 20 0

B .A P .09 0 D ev elo p M an ag e r s ' R ea d in e ss P lan 20 20 0

P ro d u c tio n M ig ra tio n 1 %B .P M .01 0 D ef in e T r an s it io n S t ra te g y 1 %

P ro je c t M a n a g e m e n t 2 2 %P J M M a n a g e P h a s e 1 3%

C O N T C o n tin g e n c y 9 %

1 0 0 % - F a s tF o rw a rd T a s k - C o re T a s k s - O p tio n a l C o m p o n e n t o f a T a s k - R o le % A d ju s te d fo r F a s tF o rw a rd

Table 3-4 Operations Analysis Phase Estimating

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Oracle Method Operations Analysis 3 - 29

Clie

nt

Exe

cuti

ve

Clie

nt

Pro

ject

Man

ager

Clie

nt

Sta

ff M

emb

er

Co

mm

un

icat

ion

Sp

ecia

list

Co

nfi

g M

gm

t S

pec

ialis

t

Dat

abas

e A

dm

inis

trat

or

Dat

abas

e D

esig

ner

Dev

elo

per

Fac

ilita

tor

Hu

man

Per

form

ance

Tec

hn

olo

gis

t

IS M

anag

er

Key

Use

r

Net

wo

rk A

dm

inst

rato

r

Org

Dev

Sp

ecia

list

Pro

cess

Mo

del

er

Pro

ject

Man

ager

Pro

ject

Sp

on

sor

Pro

ject

Su

pp

ort

Sp

ecia

list

Qu

alit

y A

ud

ito

r

Qu

alit

y M

anag

er

Ste

erin

g C

om

mit

tee

Mem

ber

Su

bje

ct M

atte

r S

pec

ialis

t

Sys

tem

Ad

min

istr

ato

r

Sys

tem

Arc

hit

ect

Tec

hn

ical

An

alys

t

Tec

hn

ical

Wri

ter

Tes

ter

To

ol S

pec

ialis

t

Tra

iner

Use

r

Un

assi

gn

ed (

Clie

nt

Tas

ks)

C E C PM C SM C S C MS D BA D D D V F C HS P ISM K U NA OD S P M D P M P S P S S QA QM S CM S M S S AD S A TA N TW TS TLS TR US UNAS

30 0 10 0 100

30 0 10 0 100

25 1000 100

10 0 100

0 1005 0 100

0 100

10 100

10 1000 30 60 100

5 0 5 20 10020 10095 0 100

60 0 10010 5 20 0 100

5 10025 100

60 1000 10 0 10 10 70 100

0 80 1000 0 10 0 70 100

0 20 0 70 100

0 80 20 1005 80 0 100

0 65 0 1000 90 100

25 25 10 10025 25 10 100

0 90 0 10 100

Table 3-4 Operations Analysis Phase Estimating (cont.)

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3 - 30 Operations Analysis AIM Method Handbook

Scheduling Suggestions

The primary focus of the Operations Analysis phase is defining thedetailed business requirements and mapping them to applicationsfunctionality. These activities can consume a great deal of time and it iseasy for project teams to become so focused on analysis that they exceedtask estimates. Establish clear milestones and target dates for all tasksand make sure all project team members understand the expectations.You may wish to time box some activities.

Since many of the tasks in this phase are iterative, you may revisit andre-execute portions of tasks as you refine your analysis. Keep this inmind when scheduling and setting target dates. A good rule of thumbis to set the initial target completion date at 75 percent of the totalscheduled duration and reserve the rest for future refinement.

Scheduling suggestions for each process in Operations Analysis follow:

Project Management (PJM)

In Operations Analysis, the last portion of Business RequirementsDefinition (RD) is completed and the majority of Business RequirementsMapping (BR) tasks occur. Managing the overlap between theseprocesses can significantly affect your schedule.

Leverage analysis time with key users since user availability may be acritical resource constraint. If you have skilled analysts andknowledgeable users, several objectives associated with variousprocesses can be achieved in one work session. To help maintainquality, formal acceptance of the deliverables from these key tasks mustoccur.

Operations Analysis requires a considerable time commitment fromuser management and staff. Time must be allocated from day-to-daywork to provide information about the business areas’ objectives,requirements, and work practices, and to attend reviews. The projectmanager should set expectations about the level of user participationneeded by explicitly scheduling these reviews and consultations in theworkplan.

Consider the impact of a multi-phase deployment. If applications are tobe deployed in phases, there may be additional requirements, gaps, andsolutions needed at each site.

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Oracle Method Operations Analysis 3 - 31

Business Process Architecture (BP)

An organization may want to implement the applications as quickly aspossible with minimal customizations and, if necessary, change the waythey do business to match the application’s functionality. In other cases,the approach is to minimize operational changes by appropriatelycustomizing the applications.

Business Requirements Definition (RD)

At the beginning of Operations Analysis, assess the completeness andaccuracy of your team’s work. Inaccuracies occurring early in theproject can have large scheduling impacts later on.

Business Requirements Mapping (BR)

Schedule slippage for this process is often caused by:

• unrealistic test data in the mapping instance

• inadequate knowledge of Oracle Applications functionality

• inadequate time commitment by key users

• neglecting to adequately assess the impact of a multi-phased/multi-site deployment approach

At this point, the Oracle demo system is usually being used to runmapping scenarios. Depending on your business processes, the demodata may not be sufficient to exercise the Oracle Applications accordingto your scenarios. Consider augmenting the demo data.

Application and Technical Architecture (TA)

Coordinate the detailed scheduling of this process with the BusinessRequirements Definition (RD) and Business Requirements Mapping(BR) teams.

Module Design and Build (MD)

Carefully maximize overlap between the beginning of this process andthe end of Business Requirements Mapping (BR). If there are obviousgaps requiring custom software development, getting an early startcould shorten your schedule. Starting Module Design and Buildactivities prematurely however, could increase the likelihood of reworkwith a commensurate slip in schedule and added cost.

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3 - 32 Operations Analysis AIM Method Handbook

If different business units will be in production on legacy systems andnew applications, you may need to build temporary bridges betweenthem to support consolidated query and reporting. Consider usingOracle’s application programming interfaces (APIs) to facilitatebridging.

Documentation (DO)

In this phase, the Documentation Environment (DO.040) is set up andthe prototypes and templates are created. Schedule the necessarytechnical staff to set up a Documentation Environment first. Thenschedule staff that can generate prototypes and templates. If possible,use a prototyping approach that leverages documentation standardsdeveloped from an earlier project.

A multi-phased deployment approach may have time consumingimpacts on documentation that should be addressed.

Performance Testing (PT)

The Performance Testing team should work very closely with otherteams to leverage the results of business requirements mapping andtechnical architecture design. Consider scheduling regular debriefingsessions so that teams can share key findings and issues with oneanother.

Adoption and Learning (AP)

The middle managers should be assembled first. After the agenda forthe readiness session has been presented, the point should be made thatmiddle managers will in turn be facilitating readiness meetings similarto the one in which they are participating, to their first-line managers.The content of the managers’ readiness sessions evolves over time as theproject progresses through the Solution Design and Build phases.Through the Communication Campaign (AP.080), managers are keptapprised of project changes that need to be reflected in the readinesssessions.

The readiness meetings with first-line managers should be led by amiddle manager. The first-line managers then have the responsibility ofcommunicating project information to their teams. First-line managersmay want to devote a team meeting to explaining the business reasonsfor the change and the link with the objectives for the project, describingthe impacts to the processes they use and the individuals in their group.

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Oracle Method Operations Analysis 3 - 33

Production Migration (PM)

The most important consideration during Production Migration iswhether a multiple deployment approach will be used, since ProductionMigration must occur for each deployment.

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Staffing

The diagram below illustrates the roles that are needed to staff eachprocess during Operations Analysis. In some cases, the same personshould be used to staff the same logical role found in different processes(shared role). In other cases, different people can be used to staff thesame role in different processes (unique role).

Operations Analysis Organization

P ro jec t Management

P ro jec t Managemen t Suppo r t Team

Admin is t ra t ive Ass is tan t /Pro ject L ibrar ian

Bus iness Process Arch i tec tu re (BP)

Business Analyst

Tool Special ist

Bus iness Requ i rements De f in i t i on (RD)

Application Specialist

App l ica t ion and Techn ica l Arch i tec ture (TA)

Application Specialist

Business Analyst

Business Analyst

Modu le Des ign and Bu i ld (MD)

Business Analyst

P roduc t ion Mig ra t ion (PM)

Business Analyst

Technical Analyst

Adopt ion and Learn ing (AP)

System Analyst

Per fo rmance Tes t ing (PT)

Bus iness Requ i remen ts Mapp ing (BR)

Documen ta t i on (DO)

Business Analyst

System Administrator

Technical Analyst

Technical Analyst

Database Administrator

Application Specialist

Business Analyst

Configurat ion Management Special ist

Technical Analyst

Configurat ion Management Special ist

Database Administrator

Organization Development Special ist

System Administrator

System Architect

Technical Analyst

Network Administrator

System Administrator

System Architect

Technical Writer

Business Analyst

Communications Special ist

Human Performance Technologist

Trainer

Application Specialist

Figure 3-4 Operations Analysis Staffing

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Oracle Method Operations Analysis 3 - 35

Staffing Suggestions

This section provides advice and comments on project organization forthe Operations Analysis phase.

Project Management (PJM)

The most important staffing related factors in Operations Analysis are:

• having the right mix of skills due to the diversity of processesoccurring simultaneously

• fostering a sense of ownership of key decisions by appropriatemanagers

• obtaining sufficient senior management, information systems,and user commitment to help ensure accurate and timely results

• verifying that staff follow a systematic plan with appropriateguidelines, standards, and milestones

• dealing effectively with a mixed project team if you are usingpeople from various organizations (such as multiple consultingfirms, hardware/software vendors, or employees)

User and information systems membership in the core project team is aneffective tool in fostering a sense of ownership in the new system.Consideration should be given to full-time participation by key user andinformation technology staff. Management personnel who realize theimportance of the application implementation and the fact that itssuccess is based on their involvement better understand your requestfor full-time staff.

Business Process Architecture (BP)

A detailed understanding of the organization’s business processes isrequired, along with the ability to relate the high-level process vision todetailed future process models.

Business Requirements Definition (RD)

Substantial efficiencies can be gained by using key people throughoutBusiness Requirements Definition and Business Requirements Mapping(BR).

The main difference, from a staffing point of view, between these twoprocesses is that a critical mass of knowledge must exist regarding howthe standard Oracle Applications function during BusinessRequirements Mapping (BR). This is where final decisions are made

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3 - 36 Operations Analysis AIM Method Handbook

regarding what aspect of the standard applications suffices and wherecustomizations and/or workarounds are needed. Ideally, thoroughapplications knowledge will exist throughout the entire project.

Business Requirements Mapping (BR)

Sufficient expertise must exist regarding standard applicationfunctionality to accurately map requirements to the applications,identify gaps, and define customizations and/or workarounds. Inaddition, detailed understanding of the organization’s businessprocesses is required, along with the ability to relate these to applicationfunctionality. Maximize continuity between the Business RequirementsDefinition (RD) and Business Requirements Mapping by retaining keypersonnel.

Application and Technical Architecture (TA)

This process must be staffed by an experienced system architect who isknowledgeable in hardware, network, and operating systemconsiderations.

Module Design and Build (MD)

Module Design and Build work can begin when a gap is identified. Insome cases, team members may be assigned too late to take advantageof the process overlap opportunities between mapping and design. As aresult, benefits to the project schedule are not recognized.

Documentation (DO)

During Operations Analysis, the Documentation Environment (DO.040)must be prepared to meet the needs of the people assigned todeveloping documentation. Be sure to involve the writers indetermining their environment requirements.

Performance Testing (PT)

The fundamental approach to Performance Testing, and the design ofthe mechanisms to be used, is defined during Operations Analysis. Ifthe work in this phase is accomplished well, it may be possible to useless skilled staff to carry out the remainder of the Performance Testingplan. Verify that the technical architecture supports the forecasted loadby confirming that sufficient expertise is applied to this process.

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Oracle Method Operations Analysis 3 - 37

Adoption and Learning (AP)

During Operations Analysis, the middle and first-line managers whoare not on the project team are apprised of the strategy and goals for theproject. These individuals are then responsible for spreading the wordwithin their own groups. For this reason, the middle and front-linemanagers selected for these events should have the responsibility overthe affected areas of the business, as well as the span of control over theindividual parts of the organization to make these events as efficient aspossible.

Production Migration (PM)

During Operations Analysis, the Transition Strategy (PM.010) isprepared. This document is critical for a successful move to production.Be sure that the individuals selected to define the strategy have asufficient understanding of the transition requirements.

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3 - 38 Operations Analysis AIM Method Handbook

Quality Criteria

Use the following criteria to check the quality and completeness of thecore and optional tasks within the Operations Analysis phase.

Core Tasks

� Has the Future Process Model (BP.080) been approved by theorganization's senior management?

� Have all business requirements been identified anddocumented?

� Have solutions to close gaps to business requirements beenapproved by the organization's senior management?

� Has the technical architecture of hardware and software inwhich the system must perform been identified?

� Has the Transition Strategy (PM.010) been approved by theorganization's senior management?

Optional

� Have all application extensions been defined and estimated?

� Do the Performance Test Scenarios (PT.020) and PerformanceTest Transaction Models (PT.030) address the full scopeoutlined in the Performance Testing Strategy (PT.010) and arethey decomposed to the appropriate level of detail?

� Is the final Conceptual Architecture (TA.070) understood andagreed upon by the IS manager and project sponsor?

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Oracle Method Solution Design 4 - 1

C H A P T E R

4 Solution Design

his chapter describes the Solution Design phase of AIM. The goal ofSolution Design is to use the requirements created during

Operations Analysis and finalize the system design and proposedapplications setups.

DefinitionOperations

AnalysisBuild

Business Process Architecture

Business Requirements Definition

Business Requirements Mapping

Module Design and Build

Application and Technical Architecture

Data Conversion

Documentation

Business System Testing

Performance Testing

Adoption and Learning

Production Migration

Solution Design Transition Production

Figure 4-1 Context of AIM Solution Design Phase

T

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4 - 2 Solution Design AIM Method Handbook

Overview

This section provides an overview of Solution Design.

Objectives

The objectives of Solution Design are as follows:

• Produce a design that meets functional requirements withinbusiness, technical, and financial constraints.

• Document the design specifications in a way that facilitates andsupports future maintenance of the system.

• Define proposed application setups and test plans.

• Create job-level designs that support proposed businessprocesses.

• Design the security architecture of the new system.

• Develop functional and technical designs for custom extensions,interfaces, conversion programs, and database extensions.

• Develop unit, link, system, and system integration test scripts.

• Design performance test scripts, test transaction programs, andtest data load programs.

• Analyze user learning needs and develop the User LearningPlan (AP.140).

Critical Success Factors

The critical success factors of Solution Design are as follows:

• clearly documented application setups and security profiles

• a system test script based on the new business processes

• a User Learning Plan (AP.140) that takes into consideration theuser’s learning needs

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Oracle Method Solution Design 4 - 3

• active participation by key management and knowledgeableuser and technical representatives from areas of the businessaffected by the project

• adequate knowledge of the capabilities and features of theapplication and available technology

• designs that are traceable to business requirements

• designs that remain within scopes

• allocation of sufficient time resources

• well-managed change control system

• a good framework for transition and contingency planning

Prerequisites

Prerequisites for Solution Design follow. You should review theseprerequisites, if they exist, prior to beginning this phase. Otherwise,you may need to create them during Solution Design. Some of theprerequisites identified below are also deliverables produced within thisphase. The reason they are included in this section is because they areused as input to other tasks within this phase.

Prerequisite Source

Detailed Existing System Data Model Organization

Existing Reference Material Organization

Legacy Data Cleanup Organization

Organization-Specific InternalStandards

Organization

Oracle Designer Repository Oracle

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4 - 4 Solution Design AIM Method Handbook

Prerequisite Source

Oracle Applications DocumentationLibrary: Oracle Applications OpenInterface Manuals, ApplicationReference Manuals andDocumentation, Oracle ApplicationsObject Library Reference Manual,Oracle Applications User InterfaceStandards, and Oracle ApplicationsCoding Standards

Oracle

Oracle Technical Reference Manuals Oracle

Project Management Plan Project Management

Quality Management Strategies,Standards, and Procedures

Project Management

Change Catalog Business Process Architecture

Current Process Model Business Process Architecture

Future Process Model Business Process Architecture

Business Procedure Documentation Business Process Architecture

Current Financial and OperatingStructure

Business RequirementsDefinition

Process and Mapping Summary Business RequirementsDefinition

Business Volumes and Metrics Business RequirementsDefinition

Business Requirements Scenarios Business RequirementsDefinition

Audit and Control Requirements Business RequirementsDefinition

Master Report Tracking List Business RequirementsDefinition

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Oracle Method Solution Design 4 - 5

Prerequisite Source

Mapped Business Requirements Business RequirementsMapping

Mapped Business Data Business RequirementsMapping

Integration Fit Analysis Business RequirementsMapping

Information Model Business RequirementsMapping

Confirmed Business Solutions Business RequirementsMapping

Application Setup Documents Business RequirementsMapping

Architecture Requirements andStrategy

Application and TechnicalArchitecture

Application Architecture Application and TechnicalArchitecture

System Availability Strategy Application and TechnicalArchitecture

Conceptual Architecture Application and TechnicalArchitecture

Application Security Architecture Application and TechnicalArchitecture

Application Extension Strategy Module Design and Build

Application Extension Definition andEstimates

Module Design and Build

Design Standards Module Design and Build

Build Standards Module Design and Build

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4 - 6 Solution Design AIM Method Handbook

Prerequisite Source

Application Extensions FunctionalDesign

Module Design and Build

Database Extensions Design Module Design and Build

Application Extensions TechnicalDesign

Module Design and Build

Data Conversion Requirements andStrategy

Data Conversion

Conversion Standards Data Conversion

Conversion Environment Data Conversion

Conversion Data Mapping Data Conversion

Conversion Program Designs Data Conversion

Glossary Documentation

Documentation Standards andProcedures

Documentation

Documentation Environment Documentation

User Reference Manual Documentation

User Guide Documentation

Testing Requirements and Strategy Business System Testing

Link Test Script Business System Testing

System Test Script Business System Testing

Performance Testing Strategy Performance Testing

Performance Test Scenarios Performance Testing

Performance Test TransactionModels

Performance Testing

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Oracle Method Solution Design 4 - 7

Prerequisite Source

Performance Test Scripts Performance Testing

Performance Test Data Design Performance Testing

Executive Project Strategy Adoption and Learning

Business Unit Managers’ ReadinessPlan

Adoption and Learning

Project Readiness Roadmap Adoption and Learning

Managers’ Readiness Plan Adoption and Learning

Business Process OrganizationalImpact

Adoption and Learning

Human Performance SupportSystems

Adoption and Learning

User Learning Needs Analysis Adoption and Learning

Table 4-1 Solution Design Phase Prerequisites

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4 - 8 Solution Design AIM Method Handbook

Processes

The processes used in this phase follow:

Business Process Architecture (BP)

Develop the Business Procedure Documentation (BP.090) that can serveas input into the creation of learning materials and user documentation.

Business Requirements Mapping (BR)

Finalize application setups, security profiles, parameters, and usersecurity structures.

Application and Technical Architecture (TA)

Design the application and database configuration to support thesecurity requirements.

Module Design and Build (MD)

Define standards for designing and building application extensions.Design application extensions to address functionality gaps identifiedduring Business Requirements Mapping (BR).

Data Conversion (CV)

Define the conversion standards to be used throughout the DataConversion process. Prepare the Conversion Environment (CV.030) tosupport the design and build activities of conversion. Map the dataelements from the legacy environment to the new system. Define theplan to convert the business objects requiring manual conversion.Design and document the conversion programs. Outline the testingplans for the unit, business object, and validation testing for conversion.

Business System Testing (TE)

Develop the detailed test scripts for each type of testing, including unit,link, system, and systems integration testing. Test scripts can includetest checklists, test specifications or steps, test data profiles, and testsequences.

Performance Testing (PT)

Develop scripts that detail the steps to be executed in the performancetests. Design the performance test database and identify how it will bepopulated. Design any special database loading programs needed.

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Oracle Method Solution Design 4 - 9

Design the test transaction programs needed to execute the test modeland scripts.

Adoption and Learning (AP)

Document the organizational change brought about by the new system.Define the human performance support systems requirements andexecute the approach to support the performance of users in their newroles. Transition the information technology groups to the requirementsfor the new system. Gather insights on the learning needs for allaudiences of users. Develop the learning plan to re-skill the users fortheir new roles.

Key Deliverables

The key deliverables of this phase are as follows:

Deliverable Description

Application SetupDocuments

Definition of detailed setupparameters that has been proven tosupport the system.

Approved Designs Provides management approval ofthe functional and technical designsfor the application extensionsreviewed and indicatesmanagement’s agreement to proceedwith development.

Conversion Data Mapping The mapping of the legacy systemfiles and data elements to the targetapplication tables and columns.

Conversion Program Designs The designs that detail the programlogic and rules coded in theconversion programs.

System Test Script Develop the System Test Script(TE.040) to test the targetapplications’ support of businessprocesses including any applicationextensions.

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4 - 10 Solution Design AIM Method Handbook

Deliverable Description

Systems Integration TestScript

Develop the Systems Integration TestScript (TE.050) to test the integrationof interfaces between the targetapplication system and third-partyand legacy systems.

User Learning Plan Describes a customized approach forreskilling those employees whoseknowledge, skills, and aptitudes needto change so the full benefit of thenew technology can be realized.

Table 4-2 Solution Design Phase Key Deliverables

Attention: Key deliverables represent the culmination, endresult, or major milestone of activities performed during aphase. They should not be confused with deliverablesproduced by core tasks. Core tasks produce the minimum setof deliverables needed for every project; key deliverablesrepresent the end result and define the end of each phase.However, not every key deliverable is required for everyproject. For example, Conversion Program Designs (CV.060)are only created when a project includes programmatic dataconversion of legacy business objects.

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Oracle Method Solution Design 4 - 11

Approach

This section describes the approach for Solution Design.

Tasks and Deliverables

The table below lists the tasks executed and the deliverables producedduring Solution Design.

ID Task Deliverable Type*

Business Process ArchitectureBP.090 Document Business Procedures Business Procedure Documentation MIBusiness Requirements MappingBR.100 Define Application Setups Application Setup Documents MIBR.110 Design Security Profiles Security Profiles SIApplication and Technical ArchitectureTA.080 Define Application Security

ArchitectureApplication Security Architecture SI

Module Design and BuildMD.030 Define Design Standards Design Standards SIMD.040 Define Build Standards Build Standards SIMD.050 Create Application Extensions

Functional DesignApplication Extensions FunctionalDesign

MI, IT

MD.060 Design Database Extensions Database Extensions Design SIMD.070 Create Application Extensions

Technical DesignApplication Extensions TechnicalDesign

MI, IT

MD.080 Review Functional and TechnicalDesigns

Approved Designs SI

Data ConversionCV.020 Define Conversion Standards Conversion Standards SICV.030 Prepare Conversion Environment Conversion Environment SICV.040 Perform Conversion Data Mapping Conversion Data Mapping MICV.050 Define Manual Conversion Procedures Manual Conversion Procedures MICV.060 Design Conversion Programs Conversion Program Design MICV.070 Prepare Conversion Test Plans Conversion Test Plans MI

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4 - 12 Solution Design AIM Method Handbook

ID Task Deliverable Type*

Business System TestingTE.020 Develop Unit Test Script Unit Test Script MITE.030 Develop Link Test Script Link Test Script MITE.040 Develop System Test Script System Test Script MITE.050 Develop Systems Integration Test

ScriptSystems Integration Test Script MI

Performance TestingPT.040 Create Performance Test Scripts Performance Test Scripts MIPT.050 Design Performance Test Transaction

ProgramsPerformance Test Transaction ProgramDesigns

MI

PT.060 Design Performance Test Data Performance Test Data Design SIPT.070 Design Test Database Load Programs Performance Test Database Load

Program DesignsMI

Adoption and LearningAP.100 Identify Business Process Impact on

OrganizationBusiness Process OrganizationalImpact

SI

AP.110 Align Human Performance SupportSystems

Human Performance Support Systems MI, IT

AP.120 Align Information Technology Groups Aligned Information TechnologyGroups

MI

AP.130 Conduct User Learning NeedsAnalysis

User Learning Needs Analysis SI

AP.140 Develop User Learning Plan User Learning Plan SI*Type: SI=singly instantiated, MI=multiply instantiated, MO=multiply occurring, IT=iterated, O=ongoing. See Glossary.

Table 4-3 Solution Design Phase Tasks and Deliverables

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Oracle Method Solution Design 4 - 13

Core Task Dependencies

The diagram below shows the dependencies between core tasks inSolution Design.

1 Line( 6 5/16 tall X 6 1/4 wide)

BUSINESS PROCESSARCHITECTURE

Solution Design

BUSINESSREQUIREMENTS

M APPING

Solution Design

B P . 0 9 0

DocumentBus iness

Procedures

ADOPTION ANDLEARNING

BUSINESS SYSTEMTESTING

ADOPTION ANDLEARNING

BUSINESSREQUIREMENTS

M APPING

BUSINESSPROCESS

ARCHITECTURE

BUSINESS SYSTEMTESTING

B R . 1 0 0

Def ine Appl icat ionSetups

B R . 1 1 0

Design Secur i tyProf i les

TE.040

Deve lop Sys temTest Scr ipt

AP.140

Deve lop UserLearning Plan

Figure 4-2 Solution Design Phase Core Task Dependencies

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4 - 14 Solution Design AIM Method Handbook

Core and Optional Task Dependencies

The diagram below shows the dependencies between core and optionaltasks in Solution Design.

1 Line( 6 5/16 tall X 6 1/4 wide)

BUSINESS PROCESS

ARCHITECTURE

Solution Design

BP.090

DocumentBusiness

Procedures

PERFORMANCE

TESTING

ADOPTION AND

LEARNING

BUSINESS

REQUIREMENTS

MAPPING

APPLICATION AND

TECHNICAL

ARCHITECTURE

MD.030

Define DesignStandards

MD.040

Define BuildStandards

PT.050

Design Perf TestTransaction Progs

BUSINESS SYSTEM

TESTING

BR.100

Define ApplicationSetups

M ODULE DESIGN AND

BUILD

MD.050

Create ApplicationExtns Funct Dsgn

MD.060

Design DatabaseExtensions

MD.070

Create ApplicationExtns Tech Dsgn

D

C

B

A

F

PT.040

CreatePerformance Test

Scripts

PT.060

DesignPerformance Test

Data

PT.070

Design TestDatabase Load

Programs

CV.020

Define ConversionStandards

CV.030

PrepareConversion

Environment

CV.040

PerformConversion Data

Mapping

E

CV.050

Define ManualConv Procedures

DATA CONVERSION

G

Figure 4-3 Solution Design Phase Core and Optional Task Dependencies

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Oracle Method Solution Design 4 - 15

BUSINESS

REQUIREMENTS

M APPING

Solution Design

PERFORMANCE

TESTING

ADOPTION AND

LEARNING

BUSINESS SYSTEM

TESTING

BUSINESS

PROCESS

ARCHITECTURE

M ODULE DESIGN AND

BUILD

BR.110

Design SecurityProfiles

TA.080

Define ApplicationSecuri ty Arch

D

CV.070

PrepareConversion Test

Plans

TE.020

Develop Unit TestScript

MD.080

Review Functional& Tech Designs

C

B

A

TE.030

Develop Link TestScript

F

TE.040

Develop SystemTest Script

TE.050

Develop SystemsIntg Test Script

APPLICATION AND

TECHNICAL

ARCHITECTURE

E

CV.060

Design ConversionPrograms

AP.110

Align Human PerfSupport Systems

AP.100

Identify Bus ProcImpact on Org

DATA CONVERSION

AP.120

Align InformationTechnology

Groups

AP.130

Conduct UserLearn Needs Anal

AP.140

Develop UserLearning Plan

G

1 Line( 6 5/16 tall X 6 1/4 wide)

Figure 4-3 Solution Design Phase Core and Optional TaskDependencies (cont.)

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4 - 16 Solution Design AIM Method Handbook

Risk Management

The areas of risk and mitigation for Solution Design include thefollowing:

Integration Management

Focus on integration issues between teams, business processes,organizations, and applications and identify and resolve integrationissues through communication and definition of standards andprocedures. Examples of areas that would include integrationmanagement are:

• business processes design

• systems testing strategies

• integration between functional and technical teams

• interfaces between Oracle Applications and third-party orlegacy systems

• data cleanup and conversion strategies

Risk Mitigation

Lack of appreciation of thedependency of performancetesting on good qualityapplications setup data andconverted data.

Have a member of the performancetesting team review the work anddeliverables relating to applicationsetup and conversion.

Inadequate reflection ofbusiness requirements in testscripts.

Involve team members who wereresponsible for analyzing businessprocesses and developing businessrequirements in test scriptdevelopment.

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Oracle Method Solution Design 4 - 17

Planning

Planning is critical to maintaining project focus and direction. Initiallythe overall project plan is developed and the implementation strategydefined. As each phase progresses, subsequent phases are planned indetail. Plans include the people, tools, strategies, and procedures foraccomplishing the objectives of the phase.

Risk Mitigation

Underestimating timeneeded to build and debugautomated performance testtool programs as well as thetest database.

Realistically assess development timefor a volume test database and/orautomated testing tool transactionprograms, and discuss developmentmetrics with the testing tool vendor.

Insufficient development ofconversion standards.

Start development of standards inOperations Analysis using thetemplate for Prepare ConversionStandards (CV.020).

Quality Assurance

Quality assurance focuses on providing the infrastructure to supportdevelopment of the key deliverables for the project. Producing highquality deliverables within the time and budget constraints of theproject plan is key to reducing overall risk to the implementation. Areasof quality assurance include:

• adherence to the method

• establishing quality standards in the early planning process

• review of key deliverables

• establishing acceptance and sign-off procedures

Risk Mitigation

Disruption to designactivities due to frequentchanges in requirementsdesign and assumptions, andweak control over designlibraries.

Implement a configurationmanagement subsystem forcontrolling project deliverables.

Establish a review and signoffprocess for each design.

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4 - 18 Solution Design AIM Method Handbook

Risk Mitigation

Lack of clear standards andprocedures for database andapplication design.

Verify that appropriate solutiondesign standards are followed.

Conduct reviews of solution designbefore approving.

Inaccurate or incompleteapplication setup data.

Link solution designs and setup datadefinitions to Definition andOperations Analysis deliverables.

Conversion data mapping isincomplete due to applicationconfiguration issues notbeing resolved and datadefaults not selected.

Resolve the application setupunresolved issues that impact theconversion data mapping and decideon required data defaults.

Incorrect data conversionrules in conversion programdesign document.

Prepare the project team onestablishing data conversion rules.

Define all conversion rules thatimpact the conversion code in theConversion Program Designs(CV.060) deliverable.

Inaccurate or incompletelinking between mappingsolutions and test plans.

Verify that test scripts, including testspecifications and data profiles, buildon the mapping scenarios that weredeveloped during BusinessRequirements Definition (RD).

Training and Performance Support

The skills required for a successful implementation must be consideredand the project should be staffed with resources who have these skills tothe extent possible. Training and performance support involvesproviding the learning events and information necessary to bring theknowledge and skills required for the project to the project teaminitially and to the entire organization as the project progresses. Thismay occur through formal learning events (application training) orthrough information dissemination (leading practices information). Themain focus is the new business processes and the Oracle Applicationsfunctionality that supports the new processes, but also included are

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Oracle Method Solution Design 4 - 19

other learning and performance support needs of both the project teamand the user population for successfully implementing and transitioningto the new system.

Risk Mitigation

Failure to take into accountall impacts of proposedchanges, such as skillingresources, re-organization,and process changes.

Include the associated Adoption andLearning (AP) tasks in the projectworkplan that address organizationalchange management issues and workclosely with resources skilled in thesetechniques.

Poor design of automatedperformance test programsleading to re-coding tochange transaction modelsand rates during testexecution.

Recruit experienced automatedtesting tool technical staff or allowtime to adequately prepare staff onthe use of the tool.

Tips and Techniques

This section provides tips and techniques for managing Solution Design.In addition, advice and comments on each process are included.

Business Process Architecture (BP)

Business Procedure Documentation (BP.090) is based on businessprocess designs and defines how work is performed at the job level.The documentation provides a foundation for user procedures and userlearning, as well as business systems and acceptance testing.

Business Requirements Mapping (BR)

Applications setups are defined and security profiles are designed.

Application and Technical Architecture (TA)

When evaluating alternatives to complex security requirements,leverage the standard capabilities of the applications as much aspossible. You can support more complex requirements with databaseextensions and custom software, but this solution takes more time andresources to develop and maintain.

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4 - 20 Solution Design AIM Method Handbook

Module Design and Build (MD)

A major focus of Solution Design is the design of application extensionsas well as interfaces between Oracle Applications, legacy systems, andthird-party applications.

The overall customization approach is defined in the ApplicationExtension Strategy (MD.010) prepared during Definition. TheApplication Extension Definition and Estimates (MD.020) producedduring Operations Analysis are refined, and detailed designs created.

The first priority is to define the Design Standards (MD.030) and BuildStandards (MD.040) that designers and developers must follow. Designand build standards are needed for the types of modules that you planto build to support the approaches defined during Operations Analysis.For example, if none of the approaches selected for implementationrequire the use of database triggers, related standards are not needed.Once design standards are defined, designers can begin writingfunctional design documents while the build standards are beingdocumented.

If there are many customizations, the Module Design and Build processcan consume a large portion of the schedule and budget. It is importantto schedule the appropriate technical resources and allocate time forbusiness analysts and users to participate in testing. The project planshould include sufficient detail so that resources can be assigned toindividual modules.

Data Conversion (CV)

At the beginning of Solution Design, or once the Data ConversionRequirements and Strategy (CV.010), Design Standards (MD.020), andBuild Standards (MD.030) deliverables are complete, the conversionstandards should be created. The conversion team should follow thesestandards when performing conversion tasks

Next, prepare the environment that is to be used for the DataConversion design, build, and testing tasks, then map the legacy dataelements to the tables and columns of the new systems. If a standardapplication program interface (API) is provided with the OracleApplication, the legacy data should be mapped to the standard interfacetables and columns.

After the Conversion Data Mapping is complete, the ConversionPrograms (CV.080) should be designed. If an automated conversion

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Oracle Method Solution Design 4 - 21

tool is being used, you may need traditional code. Regardless of thetools being used, conversion business rules must be defined.

During this phase, Conversion Test Plans (CV.070) are developed. Amanual conversion plan needs to be constructed if manual dataconversions will be employed.

Business System Testing (TE)

The key focus is developing test scripts for unit, link, system, andsystems integration testing. In general, test scripts include test stepsand test data profiles. Unit tests usually include checklists, whilesystems and systems integration tests include test sequences.

The Business System Testing process emphasizes reusing test scriptcomponents wherever possible to avoid duplication of effort. Forexample, when developing the components of the System Test Script(TE.040), it is important to build on the mapping scenarios and dataprofiles that were previously developed, as well as the link test scriptsthat are related to the business functionality that is being tested. Eachlevel of testing builds on the previous level, testing materials are re-used, and business processes are tested in successively larger and largerpieces.

To adequately test a complex system you need extensive testingscenarios to exercise each piece of application functionality. Inadequatetest preparation can create the impression that the system has problems,when in reality the testing process is at fault.

Performance Testing (PT)

After the team arrives at feasible models for Performance Testing, thetechnical analysts design the database and test programs needed tocreate the test transactions. The technical analysts decompose thetransaction models into test scripts that specify the individualtransactions and events to be created during the test. If you are usingan automated load testing tool for Performance Testing, the technicalanalysts create programs to manage the specific transactions and usersimulation. If not, the majority of the work in Solution Design isfocused on the test database design.

One of the critical success factors for this process is the inclusion oftesting against a volume test database. Performance Testing ispotentially the only area where testing of the system against asignificant volume of data occurs. Unfortunately, the bulk loading ofdata to create a database that is industrial-sized can be time consuming.

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4 - 22 Solution Design AIM Method Handbook

There may be opportunities to leverage other work in the project toalleviate this task (for example, by reusing the programs created by thedata conversion process). If the project has good quality applicationdata already set up, copy another database to provide the setup data tobulk load data.

Adoption and Learning (AP)

During Solution Design, the learning needs of the organization areassessed and the plans are established for developing and conductingthe learning events. Although the published versions of the User Guide(DO.070), User Reference Manual (DO.060), and System ManagementGuide (DO.090) are not available, you should plan to use the currentstate of these deliverables as the basis for the learning material content.The classes should be role-based and provide users with a thoroughintroduction to their new responsibilities and procedures.

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Oracle Method Solution Design 4 - 23

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4 - 24 Solution Design AIM Method Handbook

Estimating

The table below indicates the typical percentage of effort required byeach task by role.

S o lu tio n D e s ig n Ph

ase

Eff

ort

Ad

ult

Lea

rnin

g S

pec

ialis

t

Ap

plic

atio

n S

pec

ialis

t

Ass

essm

ent

Sp

ecia

list

Bu

sin

ess

An

alys

t

Bu

sin

ess

Lin

e M

anag

er

ID T a s k AL S AS AS S P BA BL M

B u s in e s s P ro c e s s A rc h i te c tu re 1 %C .B P .09 0 D o cu m e nt B u s in e ss P r o ce du r e s 1 % 80 0

B u s in e s s R e q u ire m e n ts M a p p in g 3 %C .B R .1 00 D ef in e A p p l ic at io n S e tu p s 2 % 50 40

C .B R .1 10 D es ign S ec ur i ty P ro f iles 0 % 30 60

A p p lic a tio n a n d T e c h n ic a l A rc h i te c tu re 1 %C .TA .0 80 D ef in e A p p l ic at io n S e cu r it y A r ch i tec tu r e 1 % 60 30

M o d u le D e s ig n a n d B u i ld 1 9 %C .M D .0 30 D ef in e D e sig n S ta n d ar d s 1 %

C .M D .0 40 D ef in e B u i ld S tan d a rd s 1 %

C .M D .0 50 C r ea te A p p lic atio n E xt en s io n s F u n ct io n a l D es ig n 5 % 10

C .M D .0 60 D es ign D at ab a se E xt en s io n s 0 % 80

C .M D .0 70 C r ea te A p p lic atio n E xt en s io n s T e ch n ic a l D es ig n 1 0% 10

C .M D .0 80 R ev iew F u n c tio n a l an d T ec h n ic a l D e sig n s 2 % 30 0

D a ta C o n v e rs io n 1 5 %C .C V .02 0 D ef in e C o n v er s io n S ta n d ar d s 2 %

C .C V .03 0 P re p ar e C o n ve rs ion E nv i ro n m en t 4 %

C .C V .04 0 P er fo r m C o n ve r s io n D a ta M a pp in g 5 % 20

C .C V .05 0 D ef in e M a n u al C o n v er s io n P r o ce d ur e s 1 % 70 30

C .C V .06 0 D es ign C o n ve rs ion P ro g r am s 2 %

C .C V .07 0 P re p ar e C o n ve rs ion T es t P lan s 1 % 20

B u s in e s s S y s te m T e s tin g 3 1 %C .TE .02 0 D ev elo p U n i t T es t S c rip t 1 % 10

C .TE .03 0 D ev elo p L in k T es t S c r ip t 3 % 10

C .TE .04 0 D ev elo p S y ste m T e st S cr ip t 2 7% 0 40

C .TE .05 0 D ev elo p S y ste m s In t eg r atio n T e st S cr ip t 1 % 60

P e rfo rm a n c e T e s tin g 0 %C .P T .04 0 C r ea te P er fo r m an ce Te st S cr ip ts 0 % 30

C .P T .05 0 D es ign P er fo r m a n ce T e st T r an s ac tio n P ro g r am s 0 %

C .P T .06 0 D es ign P er fo r m a n ce T e st D a ta 0 % 30

C .P T .07 0 D es ign T es t D at ab as e L o ad P r o g r am s 0 % 10

A d o p tio n a n d L e a rn in g 2 %C .A P .10 0 Ide n ti fy B u s in e ss P ro c es s Im p a ct o n O r g an iz atio n 0 % 20 0

C .A P .11 0 A l ig n H um a n P er fo r m an c e S u p p o r t S y ste m s 0 % 25 0

C .A P .12 0 A l ig n In fo r m at io n Te ch n o lo g y G r o u p s 0 %

C .A P .13 0 C o n d u ct U se r L e ar n in g N ee d s A n alys is 0 % 70 0

C .A P .14 0 D ev elo p U s er L ea rn in g P la n 2 %

C .A P .14 0 D ev elo p U s er L ea rn in g P la n 100

P ro je c t M a n a g e m e n t 2 9 %P J M M a n a g e P h a s e 1 2%

C O N T C o n tin g e n c y 1 7%

1 0 0 % - F a s tF o rw a rd T a s k - C o re T a s k s - O p tio n a l C o m p o n e n t o f a T a s k - R o le % A d ju s te d fo r F a s tF o rw a rd

Table 4-4 Solution Design Phase Estimating

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Oracle Method Solution Design 4 - 25

Clie

nt

Exe

cuti

ve

Clie

nt

Pro

ject

Man

ager

Clie

nt

Sta

ff M

emb

er

Co

mm

un

icat

ion

Sp

ecia

list

Co

nfi

g M

gm

t S

pec

ialis

t

Dat

abas

e A

dm

inis

trat

or

Dat

abas

e D

esig

ner

Dev

elo

per

Fac

ilita

tor

Hu

man

Per

form

ance

Tec

hn

olo

gis

t

IS M

anag

er

Key

Use

r

Net

wo

rk A

dm

inst

rato

r

Org

Dev

Sp

ecia

list

Pro

cess

Mo

del

er

Pro

ject

Man

ager

Pro

ject

Sp

on

sor

Pro

ject

Su

pp

ort

Sp

ecia

list

Qu

alit

y A

ud

ito

r

Qu

alit

y M

anag

er

Ste

erin

g C

om

mit

tee

Mem

ber

Su

bje

ct M

atte

r S

pec

ialis

t

Sys

tem

Ad

min

istr

ato

r

Sys

tem

Arc

hit

ect

Tec

hn

ical

An

alys

t

Tec

hn

ical

Wri

ter

Tes

ter

To

ol S

pec

ialis

t

Tra

iner

Use

r

Un

assi

gn

ed (

Clie

nt

Tas

ks)

C E C PM C SM C S C MS D BA D D D V F C HS P ISM K U NA OD S P M D P M P S P S S QA QM S CM S M S S AD S A TA N TW TS TLS TR US UNAS

20 100

10 10010 100

10 100

0 0 100 1000 0 100 100

60 30 10020 0 100

10 80 10030 40 0 100

10 0 90 10030 60 10 100

0 80 1000 0 100

100 10080 100

80 10 10080 10 10020 10 30 0 10010 10 10 10 100

70 100100 10070 10090 100

0 0 80 1000 75 0 0 1000 100 0 1000 30 0 0 100

0 100 0 1000 0 0 100

Table 4-4 Solution Design Phase Estimating (cont.)

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4 - 26 Solution Design AIM Method Handbook

Scheduling Suggestions

If your project includes applications extensions and complexconversions, work in Solution Design can be dominated by theseactivities. Create subtasks in your project plan for each extension andconversion business object so that you can monitor progress at thelowest level. This granularity also allows you to collect meaningfulactuals so that you can refine your estimating metrics for futureprojects.

If you are overlapping project phases, Solution Design and Buildprovide a very natural overlap opportunity. You can save time andmaximize utilization of technical staff by moving directly from design tobuild for each extension. However, coordination of design activitiesand following proper approval procedures is more critical with thisapproach.

Scheduling suggestions for each process in Solution Design follow:

Project Management (PJM)

Project management review and acceptance meetings that are critical toSolution Design should be reflected in the schedule.

Consistently applying the policies, procedures, standards, guidelines,and tools provided to the project team members responsible fordesigning the new system can have a positive impact on the timeline.For example:

• Use an effective test database instance with sufficient test datato explore different scenarios.

• Use design walkthroughs to identify integration problems thatcould be time consuming if discovered during testing.

• Require unit test plans.

• Control design changes.

The information flow between the designers and other team members isimportant; however, be sure to limit unnecessary interruptions.Consider assigning designers to a physical location that is out of themainstream.

In addition to application customizations, designs for data conversion,interfaces, technical architecture, performance testing, and user learning

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Oracle Method Solution Design 4 - 27

are produced during this phase. Emphasis on customizations maydetract from the importance of addressing these other developmentareas. Thorough planning and tracking can prevent schedule slippagedue to last minute learning material development or an interface thatwas overlooked.

If a phased deployment approach is to be used, you may have bothlegacy and new systems in production simultaneously. Determine howconsolidated reporting and queries are to be addressed. You may needtemporary bridge systems to pass transactions from one system to theother, so that both the new and legacy system can access all data.

Issue management can have a major impact on the schedule for SolutionDesign. Emphasize the importance of identifying, documenting,investigating, and resolving issues in a timely manner.

Business Process Architecture (BP)

Use of a software tool, such as Oracle Tutor, brings the followingadvantages to the preparation of Business Procedure Documentation(BP.090):

• provides a consistent format

• saves time because of the library of generic procedures that onlyneed tailoring

• allows for central distribution and maintenance

• provides access to Oracle courseware on the application

Business Requirements Mapping (BR)

The use of Oracle’s workflow based setup tool, the ApplicationImplementation Wizard (AIW) reduces the time it takes to do thephysical setup, and guides you through the setup steps in theappropriate sequence.

Application and Technical Architecture (TA)

There are no specific scheduling suggestions for this process in thisphase.

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Module Design and Build (MD)

The primary scheduling factors associated with Module Design andBuild are:

• the number of available and qualified team members

• the availability of an appropriate work environment

• the accuracy and completeness of the information developed inprevious phases

• the extent to which tasks can be conducted in parallel

Data Conversion (CV)

Allow for changes to the conversion modules caused by the discoveryof new requirements during the performance of Module Design andBuild (MD) tasks.

Business Systems Testing (TE)

Business System Testing requires carefully documented test scenariosthat include expected results. The scheduling of staff depends on thenumber of application extensions and interfaces being developed andwhether multi-site implementations will share common extensions andinterfaces.

Performance Testing (PT)

Performance Testing may be complicated by multi-phase/multi-sitedeployment approaches, resulting in a longer time requirement. Yoursystem load will also increase over time. This potentially complicatesperformance testing but allows a cost savings by phasing in additionalcomputer and network capacity as necessary.

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Oracle Method Solution Design 4 - 29

Adoption and Learning (AP)

The schedule during Solution Design for the Adoption and Learningprocess can fluctuate tremendously depending on the following threefactors:

• degree of organizational change

• extent of technology jump

• number of users and information technology resources

The impact of these factors affects how the enterprise needs to berestructured to support the business requirements in the new system.You should assess the delta between where the organization is todayand where it is headed with the implementation project and adjust theschedule accordingly.

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4 - 30 Solution Design AIM Method Handbook

Staffing

The diagram below illustrates the roles that are needed to staff eachprocess during Solution Design. In some cases, the same person shouldbe used to staff the same logical role found in different processes(shared role). In other cases, different people can be used to staff thesame role in different processes (unique role).

Solution Design Organization

Pro jec t Management

Pro jec t Management Suppor t Team

Administ rat ive Assistant /Project Librar ian

Bus iness Requ i remen ts Mapp ing (BR)

Application Specialist

Business Analyst

App l ica t ion and Techn ica l Arch i tec ture (TA)

Application Specialist

Modu le Des ign and Bu i ld (MD)

Business Analyst

Database Designer

Application Specialist

Bus iness Sys tem Tes t ing (TE)

Business Analyst

Developer

Adopt ion and Learn ing (AP)

Adult Learning Special ist

Business Analyst

Human Performance Technologist

Per fo rmance Tes t ing (PT)

Data Convers ion (CV)

Organization Development Special ist

Business Analyst

System Architect

Business Analyst

Business Analyst

Technical Analyst

Developer

Technical Analyst

Database Administrator

IS Manager

System Administrator

Technical Analyst

Technical Analyst

Tester

Technical Analyst

Trainer

Figure 4-4 Solution Design Staffing

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Oracle Method Solution Design 4 - 31

Staffing Suggestions

This section provides advice and comments on project organization forSolution Design.

Project Management (PJM)

During Solution Design, the primary staffing factor is the transition to amore technical team; the functional requirements should be complete.Your primary focus is addressing gaps between the organization’sneeds and the standard applications. This requires knowledge of thestandard application’s functionality and technical architecture in orderto effectively design the new system.

In multi-phase/multi-site projects there may be impacts on the design oflearning events, technical architecture, interface modules, applicationextensions, and data conversion custom software modules.

Business Process Architecture (BP)

To develop good Business Procedure Documentation (BP.090), adetailed understanding of the organization’s business processes isrequired, along with good knowledge about the application’sfunctionality.

Business Requirements Mapping (BR)

Although staffing continuity maintains the project productivity level,budget considerations may require that some team members be phasedout when their tasks are completed. Be sure that sufficientdocumentation is transferred to the project before team members arereleased from their responsibilities.

For multi-phase/multi-site deployments, try to select staff who haveexperience with this approach. Experienced staff may identify keyrequirements that otherwise might be missed.

Application and Technical Architecture (TA)

There are no specific staffing suggestions for this process in this phase.

Module Design and Build (MD)

Experienced staff should develop the functional design specifications.Technical specifications may be created by less experienced staff, butshould be reviewed by an experienced project team member.

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4 - 32 Solution Design AIM Method Handbook

A good development lead on a medium to large project can manage theschedule and provide technical leadership. On a small project, theproject manager might perform this role. The development lead isresponsible for the creation of application extensions — an expensivecorporate asset. Using a structured, systematic development approachthat emphasizes quality control is essential.

If multiple deployment phases are used, additional customizations maybe requested or required for each deployment. Determine whetheradditional interface development and Data Conversion tasks are neededby a specific deployment.

Data Conversion (CV)

To develop the Data Conversion designs, technical and functionalexpertise and a good understanding of application integration dataconsiderations are required.

Oracle’s Advanced Conversion Team (ACT) provides expertise andtools tailored for Oracle Applications that could aid in making criticaldecisions.

Business System Testing (TE)

In this phase, the staff develops various test scripts. Technical resourcesare needed to develop unit and link test scripts. A business analyst isneeded to develop the system and systems integration test scripts.

If a phased deployment is being used, determine the testingrequirements that must be satisfied for each user community. Theirapproval of the system is closely tied to the Business System Testingresults. Extensive or complicated testing may require additional staff.

Performance Testing (PT)

Consider using trained performance testing specialists from non-traditional sources to conduct practical performance tests. For example,many platform vendors, in conjunction with Oracle, provideperformance testing services. You may be able to leverage their staffand facilities.

Adoption and Learning (AP)

The staffing requirements for the Adoption and Leaning tasks withinSolution Design vary depending on the extent of organization orprocess change and the size of the user population. On smaller projects

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with little organization or process change, more general resources canbe given the responsibility for performing these tasks. However, onlarger projects and projects with large organization or process change,more specialized resources are required.

The project managers should evaluate the extent of organization orprocess changes and determine the appropriate mix of staffingresources required to effectively complete these tasks.

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Quality Criteria

Use the following criteria to check the quality and completeness of thecore and optional tasks within the Solution Design phase.

Core Tasks

� Have business procedures been documented to reflect newbusiness procedures?

� Have application setup documents and security profiles beendocumented?

� Has a system test script been developed to test applicationconfiguration and application extensions?

� Has the User Learning Plan (AP.140) been developed that takesinto account user learning needs?

Optional Tasks

� Have the Design Standards (MD.030) and Build Standards(MD.040) been followed?

� Are the application extensions functional?

� Have the technical designs been created?

� Are the Conversions Programs (CV.080) properly designed andvalidation tested?

� Have unit (TE.020), link (TE.030), and systems integration testscripts (TE.050) been created?

� Have performance tests been designed and test scripts beenprepared?

� Have user learning needs been analyzed?

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C H A P T E R

5 Build

his chapter describes the Build phase of AIM. The goal of Build is toformulate the detailed requirements for the computer application

system and to propose a solution.

DefinitionOperations

AnalysisBuild

Business Process Architecture

Business Requirements Definition

Business Requirements Mapping

Module Design and Build

Application and Technical Architecture

Data Conversion

Documentation

Business System Testing

Performance Testing

Adoption and Learning

Production Migration

Solution Design Transition Production

Figure 5-1 Context of AIM Build Phase

T

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Overview

This section provides an overview of the Build phase.

Objectives

The objectives of the Build phase follow:

• Define the Application and Database Server Architecture(TA.090).

• Define the Platform and Network Architecture (TA.120).

• Define the detailed technical architecture that supports thebusiness requirements and performance goals.

• Prepare the Development Environment (MD.090).

• Develop, test, and accept custom software, including:

– application extensions

– interface programs

– data conversion software

– custom application subsystems integrated with OracleApplications

– temporary bridge subsystems which transaction databetween legacy and new systems during multipledeployments

• Create, test, and accept database extension and installationroutines.

• Develop and accept all documentation deliverables including:

– User Reference Manual (DO.060)

– User Guide (DO.070)

– Technical Reference Manual (DO.080)

– System Management Guide (DO.090)

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• Develop performance test components, execute performancetests, and prepare a report.

• Develop the User Learningware (AP.150) and the User LearningEnvironment (AP.160).

Critical Success Factors

The critical success factors of the Build phase follow:

• accurate and complete design documentation

• clear design and testing of platform, network, and othertechnical considerations

• appropriate involvement of your selected hardware vendors inthe configuration of the hardware environment

• adequate testing of module source code for applicationextensions and interfaces

• validation tested conversion programs that provide accuratedata

• performance test results that meet performance expectations

• users prepared with User Learningware (AP.150) and UserLearning Environment (AP.160)

• clear understanding of the business objectives being addressedby the project

• effective participation by executive and user management

• sufficient time and resources

• a productive build environment

• effective project management

• a productive team with appropriate skills

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Prerequisites

Prerequisites for the Build phase follow. You should use theseprerequisites, if they exist, prior to beginning this phase. Otherwise,you may need to create them during Build. Some of the prerequisitesidentified below are also deliverables produced within this phase. Thereason they are included in this section is because they are used as inputto other tasks within this phase.

Prerequisite Source

Existing System Capacity Strategy orAnalysis Documentation

Organization

System Management DocumentsDescribing Current Tools andProcedures

Organization

Current Support Requirements Organization

Physical Database Design Oracle

Project Management Plan Project Management

Physical Resource Plan Project Management

Prepared Infrastructure Project Management

Current Process Model Business ProcessArchitecture

Business Procedure Documentation Business ProcessArchitecture

Process and Mapping Summary Application and TechnicalArchitecture

Business Volumes and Metrics Business RequirementsDefinition

Business Requirements Scenarios Business RequirementsDefinition

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Prerequisite Source

Application Setup Documents Business RequirementsMapping

High-Level Gap Analysis Business RequirementsMapping

Mapped Business Requirements Business RequirementsMapping

Architecture Requirements andStrategy

Application and TechnicalArchitecture

Current Technical ArchitectureBaseline

Application and TechnicalArchitecture

Application Architecture Application and TechnicalArchitecture

System Availability Strategy Application and TechnicalArchitecture

Conceptual Architecture Application and TechnicalArchitecture

Application Security Architecture Application and TechnicalArchitecture

Application and Database ServerArchitecture

Application and TechnicalArchitecture

System Capacity Plan Application and TechnicalArchitecture

Platform and Network Architecture Application and TechnicalArchitecture

Application Deployment Plan Application and TechnicalArchitecture

Performance Risk Assessment Application and TechnicalArchitecture

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Prerequisite Source

System Management Procedures Application and TechnicalArchitecture

Design Standards Module Design and Build

Build Standards Module Design and Build

Application Extensions FunctionalDesign

Module Design and Build

Database Extensions Design Module Design and Build

Application Extensions TechnicalDesign

Module Design and Build

Approved Designs Module Design and Build

Development Environment Module Design and Build

Custom Database Objects Module Design and Build

Module Source Code Module Design and Build

Installation Routines Module Design and Build

Data Conversion Requirements andStrategy

Data Conversion

Conversion Standards Data Conversion

Conversion Environment Data Conversion

Conversion Data Mapping Data Conversion

Manual Conversion Procedures Data Conversion

Conversion Program Designs Data Conversion

Conversion Test Plans Data Conversion

Conversion Programs Data Conversion

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Prerequisite Source

Unit-Tested Conversion Programs Data Conversion

Business Object-Tested ConversionPrograms

Data Conversion

Validation-Tested ConversionPrograms

Data Conversion

Documentation Requirements andStrategy

Documentation

Documentation Standards andProcedures

Documentation

Glossary Documentation

Documentation Environment Documentation

Documentation Prototypes andTemplates

Documentation

User Reference Manual Documentation

User Guide Documentation

System Management Guide Documentation

Testing Requirements and Strategy Business System Testing

Unit Test Script Business System Testing

Link Test Script Business System Testing

System Test Script Business System Testing

Systems Integration Test Script Business System Testing

Testing Environments Business System Testing

Unit-Tested Modules Business System Testing

Link-Tested Modules Business System Testing

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Prerequisite Source

Tested Installation Routines Business System Testing

Prepared Key Users Business System Testing

System-Tested Applications Business System Testing

Integration-Tested System Business System Testing

Performance Testing Strategy Performance Testing

Performance Test TransactionModels

Performance Testing

Performance Test TransactionProgram Designs

Performance Testing

Performance Test Data Design Performance Testing

Performance Test Database LoadProgram Designs

Performance Testing

Performance Test TransactionPrograms

Performance Testing

Performance Test Database LoadPrograms

Performance Testing

Performance Test Database Performance Testing

Performance Test Environment Performance Testing

Performance Test Results Performance Testing

Project Team Learning Environment Adoption and Learning

Human Performance SupportSystems

Adoption and Learning

Aligned Information TechnologyGroups

Adoption and Learning

User Learning Plan Adoption and Learning

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Prerequisite Source

User Learningware Adoption and Learning

Transition Strategy Production Migration

Production Support InfrastructureDesign

Production Migration

Transition and Contingency Plan Production Migration

Table 5-1 Build Phase Prerequisites

Processes

The processes used in this phase are as follows:

Application and Technical Architecture (TA)

Create detailed designs for application and database deployment andapplication configuration. Document the detailed hardware andnetwork configuration needed to support the applications deployment,including system capacity planning. Document the SystemManagement Procedures (TA.150) needed to maintain the system.

Model Design and Build (MD)

Develop custom application extensions, interface programs, and customapplication subsystems to be integrated with Oracle Applications.

Data Conversion (CV)

Develop and test the Conversion Programs (CV.080) and performconversion business object and validation testing.

Documentation (DO)

Create the User Reference Manual (DO.060), User Guide (DO.070),Technical Reference Manual (DO.080), and System Management Guide(DO.090) and prepare for transfer of ownership to the user community.

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Business System Testing (TE)

Prepare Testing Environments (TE.060) and perform testing tasks forthe application extensions to the new system. This includes theexecution of the test scripts, documentation, and analysis of test results.It also includes the problem management process, whereby errors areidentified, resolved, and retested.

Performance Testing (PT)

Develop the special database load and transaction programs, constructthe test database, create the test environment, and execute theperformance tests. Document the Performance Testing process andresults in the final Performance Test Report (PT.130).

Adoption and Learning (AP)

Develop the User Learningware (AP.150) and prepare the UserLearning Environment (AP.160).

Production Migration (PM)

Design the production support infrastructure and develop theTransition and Contingency Plan (PM.030) for the project.

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Key Deliverables

The key deliverables of this phase are as follows:

Deliverable Description

Application and DatabaseServer Architecture

Provides a blueprint for the logicaland physical architecture of theapplication and database servers.These servers are used in two of thethree tiers of the architecture. Thisdeliverable also details theconfiguration of these servers.

Platform and NetworkArchitecture

Describes the deployment of the keyhardware platform and networkcomponents of the new system andtheir relationship to the applicationand server architecture.

Validation-TestedConversion Programs

The conversion programs thatproduce converted business objectsthat function correctly in the targetapplications system.

User Guide Describes each business procedureand provides detailed instructions forusing the applications in response today-to-day business events.

Link-Tested Modules The Link Test Script (TE.030) isexecuted to test the detailedinteraction between relatedapplication extension modules.

System-Tested Applications The System Test Script (TE.040) isexecuted to validate that the systemmeets defined business requirementsand supports execution of businessprocesses.

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Deliverable Description

Integration-Tested System The integration between the targetapplication system and other systemsis tested.

Performance Test Report Summarizes the work done indefining the performance test andpresents the results fromperformance testing. It includes thetesting approach, the test models, testhardware and softwareconfiguration, test results, andconclusions.

Transition and ContingencyPlan

The transition plan, implementationcontingency alternatives, and formersystems decommission plan aredeveloped.

Table 5-2 Build Phase Key Deliverables

Attention: Key deliverables represent the culmination, endresult, or major milestone of activities performed during aphase. They should not be confused with deliverablesproduced by core tasks. Core tasks produce the minimum setof deliverables needed for every project; key deliverablesrepresent the end result and define the end of each phase.However, not every key deliverable is required for everyproject. For example, an Integration-Tested System (TE.120)only exists when a project includes interfaces with externalsystems.

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Approach

This section describes the approach for the Build phase.

Tasks and Deliverables

The table below lists the tasks executed and the deliverables producedduring Build.

ID Task Deliverable Type*

Application and Technical ArchitectureTA.090 Define Application and Database

Server ArchitectureApplication and Database ServerArchitecture

SI

TA.100 Define and Propose ArchitectureSubsystems

Architecture Subsystems Proposal MI

TA.110 Define System Capacity Plan System Capacity Plan SITA.120 Define Platform and Network

ArchitecturePlatform and Network Architect SI

TA.130 Define Application Deployment Plan Application Deployment Plan ITTA.140 Assess Performance Risks Performance Risk Assessment SITA.150 Define System Management

ProceduresSystem Management Procedures SI

Module Design and BuildMD.090 Prepare Development Environment Development Environment SIMD.100 Create Database Extensions Custom Database Objects SIMD.110 Create Application Extension Modules Module Source Code MIMD.120 Create Installation Routines Installation Routines MIData ConversionCV.080 Develop Conversion Programs Conversion Programs MICV.090 Perform Conversion Unit Tests Unit-Tested Conversion Programs MICV.100 Perform Conversion Business Object

TestsBusiness Object-Tested ConversionPrograms

MI

CV.110 Perform Conversion Validation Tests Validation-Tested ConversionPrograms

MI

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ID Task Deliverable Type*

DocumentationDO.060 Publish User Reference Manual User Reference Manual ITDO.070 Publish User Guide User Guide ITDO.080 Publish Technical Reference Manual Tech Reference Manual ITDO.090 Publish System Management Guide System Management Guide ITBusiness System TestingTE.060 Prepare Testing Environments Testing Environments MITE.070 Perform Unit Test Unit-Tested Modules MI, ITTE.080 Perform Link Test Link-Tested Modules MI, ITTE.090 Perform Installation Test Tested Installation Routines ITTE.100 Prepare Key Users for Testing Prepared Key Users SITE.110 Perform System Test System-Tested Applications ITTE.120 Perform Systems Integration Test Integration-Tested System ITPerformance TestingPT.080 Create Performance Test Transaction

ProgramsPerformance Test TransactionPrograms

MI

PT.090 Create Test Database Load Programs Performance Test Database LoadPrograms

MI

PT.100 Construct Performance Test Database Performance Test Database SIPT.110 Prepare Performance Test Environment Performance Test Environment MI, ITPT.120 Execute Performance Test Performance Test Results MI, ITPT.130 Create Performance Test Report Performance Test Report SIAdoption and LearningAP.150 Develop User Learningware User Learningware MI, ITAP.160 Prepare User Learning Environment User Learning Environment SIProduction MigrationPM.020 Design Production Support

InfrastructureProduct Support Infrastructure Design SI

PM.030 Develop Transition and ContingencyPlan

Transition and Contingency Plan SI

*Type: SI=singly instantiated, MI=multiply instantiated, MO=multiply occurring, IT=iterated, O=ongoing. See Glossary.

Table 5-4 Build Phase Tasks and Deliverables

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Core Task Dependencies

The diagram below shows the dependencies between core tasks in theBuild phase.

1 Line( 6 5/16 tall X 6 1/4 wide)

APPLICATION ANDTECHNICAL

ARCHITECTURE

Build Build

ADOPTION ANDLEARNING

ADOPTION ANDLEARNING

APPLICATIONAND TECHNICALARCHITECTURE

TA.120

Def ine Plat formand Network Arch

TA.150

Def ine Sys temMgmt Procedures

AP.160

Prepare UserLearn ing Envi ron

TA.110

Def ine Sys temCapaci ty P lan

TA.140

A s s e s sPer fo rmance

Risks

BUSINESS SYSTEMTESTING

BUSINESS SYSTEMTESTING

PRODUCTIONM IGRATION

P M . 0 3 0

Develop Transi t ion& Cont ingency

Plan

P M . 0 2 0

Design Product ionSupport Infrastruct

PRODUCTIONM IGRATION

TE.060

Prepare Test ingEnvi ronments

TE.100

Prepare Key Usersfor Test ing

TE.110

Per form SystemTest

Figure 5-2 Build Phase Core Task Dependencies

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Core and Optional Task Dependencies

The diagram below shows the dependencies between core and optionaltasks in the Build phase.

1 Line( 6 5/16 tall X 6 1/4 wide)

APPLICATION AND

TECHNICAL

ARCHITECTURE

BuildTA.090

Define Applicationand DB Server

Arch

ADOPTION ANDLEARNING

MD.090

PrepareDevelopmentEnvironment

MD.100

Create DatabaseExtensions

PERFORMANCETESTING

TA.120

Define Platformand Network Arch

M ODULE DESIGN AND

BUILD

MD.110

Create ApplicationExtension Modules

A

F

PT.100

Construct PerfTest Database

CV.080

Dev ConversionPrograms

C

DATA CONVERSION

G

TA.100

Define & ProposeArch Subsystems

TA.110

Define SystemCapacity Plan

TA.130

Define ApplicationDeployment Plan

TA.140

AssessPerformance

Risks

DOCUMENTATION

DO.080

Publish TechnicalReference Manual

E

B

DBUSINESS SYSTEM

TESTING

PT.080

Create Perf TestTransaction Progs

PT.090

Create Test DBLoad Programs

PRODUCTION

M IGRATION

TE.060

Prepare TestingEnvironments

TE.070

Perform Unit Test

TE.080

Perform Link Test

H

Figure 5-3 Build Phase Core and Optional Task Dependencies

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Build

1 Line( 6 5/16 tall X 6 1/4 wide)

PERFORMANCE

TESTING

ADOPTION AND

LEARNING

APPLICATION

AND TECHNICAL

ARCHITECTURE

M ODULE DESIGN

AND BUILD

TA.150

Define SystemMgmt Procedures

A

F

PT.120

ExecutePerformance Test

PT.130

CreatePerformance Test

Report

DO.060

Publish UserReference Manual

C

AP.160

Prepare UserLearning Environ

AP.150

Develop UserLearningware

DATA CONVERSION

G

MD.120

Create InstallationRoutines

CV.100

PerformConversion Bus

Object Tests

CV.110

PerformConversion

Validation Tests

DO.070

Publish UserGuide

DO.090

Publ ish SystemManagement

Guide

DOCUMENTATION

B

BUSINESS SYSTEM

T ESTING

PT.110

Prepare Perf TestEnvironment

PRODUCTION

MIGRATIONPM.030

Develop Transition& Contingency

Plan

PM.020

Design ProductionSupport Infrastruct

TE.090

PerformInstallation Test

E

TE.100

Prepare Key Usersfor Testing

TE.110

Perform SystemTest

TE.120

Perform SystemsIntegration Test

D

CV.090

PerformConversion Unit

Tests

H

Figure 5-3 Build Phase Core and Optional Task Dependencies (cont.)

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Risk Management

The areas of risk and mitigation for Build include the following:

Integration Management

Focus on integration issues between teams, business processes,organizations, and applications and identify and resolve integrationissues through communication and definition of standards andprocedures. Examples of areas that would include integrationmanagement are:

• business processes design

• systems testing strategies

• integration between functional and technical teams

• interfaces between Oracle Applications and third-party orlegacy systems

• data cleanup and conversion strategies

Risk Mitigation

Incomplete business systemand systems integration tests.

Systems test (TE.110) and systemsintegration test (TE.120) scriptsshould be executed and documentedby personnel who understand thebusiness processes and interfaces thatare being tested.

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Planning

Planning is critical to maintaining project focus and direction. Initiallythe overall project plan is developed and the implementation strategydefined. As each phase progresses, subsequent phases are planned indetail and plans include the people, tools, strategies, and procedures foraccomplishing the objectives of the phase.

Risk Mitigation

Inaccurate or non-existentcapacity planning.

Encourage detailed capacity planningincluding future volume projections,peak periods, and changes ofheadcount.

Assess capacity risks and the strategyfor dealing with uncertainties.

Verify that expertise is available tosupport the need for capacityplanning.

Underestimation ofTransition resourcerequirements.

Develop a detailed plan, mappingtransition activities to existing projectresources; if needed, augmentexisting resources by enlistingadditional personnel and support.

Inadequate contingency plan. Emphasize the importance of havingcontingency plans to support normalbusiness operations for key processes(shipping and invoicing) in the eventthat production cutover isunsuccessful.

New hardware or diskpurchases do not arrive intime to prepare theperformance testenvironment.

Consider hardware or disk purchaselead times in scheduling theperformance testing.

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Risk Mitigation

The developmentenvironment is not availablewhen Module Design andBuild (MD) activities arescheduled to begin.

Provide adequate lead time forhardware and software procurementand environment preparation.

Quality Assurance

Quality assurance focuses on providing the infrastructure to supportdevelopment of the key deliverables for the project. Producing highquality deliverables within the time and budget constraints of theproject plan is key to reducing overall risk to the implementation. Areasof quality assurance include:

• adherence to the method

• establishing quality standards in the early planning process

• review of key deliverables

• establishing acceptance and sign-off procedures

Risk Mitigation

Inadequate testing ofperformance test transactionprograms against theperformance test database,prior to starting testmeasurement executions.

Begin test measurement executionsonly after performance testtransaction programs have beentested and approved.

Inadequately tested customcode that interferes witheffective system testing.

Perform rigorous unit and link testsof custom modules.

Custom documentation is notready in time or is not keptcurrent of modifications thatare tested during businesssystem testing.

Identify documentation requirementsearly, agree on documentationstandards and procedures, createprototypes, and obtain acceptance.

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Risk Mitigation

Ineffective conversionprograms due to insufficientconversion designs.

The conversion developers verifythat the level of detail provided in theConversion Program Designs(CV.060) are adequate.

Insufficient test data. Verify that sufficient time andresources are provided for test datadevelopment.

Inadequate testingenvironment affecting controlover testing data andprocesses, as well as thevalidity of test results.

Separate testing environments shouldbe configured to support each type oftesting, if possible. At a minimum, agiven testing environment can bemanaged to support multiple types oftesting, but should not be used forother non testing-related projectactivities.

Inadequate defectmanagement, resulting indefects that are identified butnot resolved in a controlled,reliable manner.

The defect management processshould be established in the TestingRequirements and Strategy (TE.010)deliverable, implemented prior tocustom development, and describedin a step-by-step process to befollowed in identifying, correcting,and re-testing a defect.

Disruption of customdevelopment activitiescaused by frequent reworkdue to changingrequirements or insufficientdefinition of requirements.

Effective change control processesshould be established in theApplication Extension Strategydeliverable (MD.010).

Rigorous review and signoff processfor each design.

Training and Performance Support

The skills required for a successful implementation must be consideredand the project should be staffed with resources who have these skills tothe extent possible. Training and performance support involvesproviding the learning events and information necessary to bring theknowledge and skills required for the project to the project team

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initially and to the entire organization as the project progresses. Thismay occur through formal learning events (application training) orthrough information dissemination (leading practices information). Themain focus is the new business processes and the Oracle Applicationsfunctionality that supports the new processes, but also included areother learning and performance support needs of both the project teamand the user population for successfully implementing and transitioningto the new system.

Risk Mitigation

Inadequate preparation oftesters for conversionbusiness object andvalidation tests.

Prepare staff who will conductconversion object tests on thefunctionality of the targetapplications and testing procedures.

Tips and Techniques

This section discusses the primary techniques that may be helpful inconducting the Build phase. It also includes advice and commentary oneach process.

Application and Technical Architecture (TA)

Build is the phase where you assemble the final Application andTechnical Architecture documentation. The degree of detail needed forthese deliverables depends on the scope of the project and the projectarchitecture process. If the architecture is being designed for a localizedapplication implementation project with a single installation, thearchitect will perform these tasks in detail. The system administratorscan then configure and set up the technical infrastructure for the newsystem without requiring further work.

If, however, the architecture is at the enterprise level (spanning multiplesite implementations, installations, or databases), designing to thelowest level of detail may not be possible. Under these circumstances,the architects should design to the degree of detail possible, with theunderstanding that the enterprise-level architecture only addresses theenterprise-level issues. Individual architecture processes of a morelimited scope will create the detailed designs for the individualimplementations.

If the applications are to be deployed in multiple locations, the systemarchitect creates a detailed application deployment plan, specifying key

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application setup configurations, logical database architecture, andapplication installations, and determines the application-level securityto be implemented in the system.

The system architect works with the system administrator to design thehardware and network infrastructure to support the applicationarchitecture and help verify that key business and information systemsrequirements are met.

The architecture team may identify architecture components that arestandalone subsystems and have a wider impact on the informationsystems architecture than a localized extension to a collection ofmodules or a simple interface to a third-party application. Examples ofsuch subsystems include a data distribution system that links multipleapplication installations and legacy applications; an operational datarepository that is synchronized to provide real-time information aboutthe state of business; a data warehouse; or an intranet web interface tothe new systems. Typically, these types of subsystems are onlyimportant in larger scale projects, but the concept of a non-localizedcomponent to an architecture, affecting multiple applications, interfaces,or databases, is entirely general.

Because of the possible impact of these subsystems on the overallsystems architecture and on multiple individual technical groupsworking on the project, separate the specification, design, and build ofthese systems into subprojects linked to the core Application andTechnical Architecture process. The individuals or teams assigned thetask of managing the subsystems produce individual proposals for thework needed to integrate the subsystems into the overall technicalinfrastructure. Even if the subprojects components are purchased aspre-built packaged applications, significant integration work may benecessary to integrate them.

Module Design and Build (MD)

Module Design and Build and Business System Testing (TE) are twodistinct processes in AIM, but must be treated as a coordinated set ofactivities to help achieve success. In particular, Create ApplicationExtension Modules (MD.110) is tightly integrated with Perform UnitTest (TE.070) and Perform Link Test (TE.080) in Business SystemTesting. Developers and testers repeat these three tasks for eachapplication extension and related sets of custom modules until allapplication extensions are ready for the business system test.

The movement of application extension modules and databaseextensions from the development, unit, and link test environments to

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the business system test environment must be carefully executed to helpverify that all components function properly. This can be a major issuewhen customizations consist of a combination of different module typesthat have different migration procedures. Some can be automated withscripts, while other steps must be completed by entering parametersmanually in Application Object Library forms. The TestingRequirements and Strategy (TE.010) describes the various testingenvironments, while the Build Standards (MD.040) define the migrationprocedures.

Data Conversion (CV)

During Build, Conversion Programs (CV.080) are developed. If anautomated tool has been selected, it may be used to build conversiontemplates that map the legacy data to the Oracle Application tables andthen load the legacy data into the Oracle tables.

The Conversion Programs (CV.080) should be unit tested during thisphase to verify that they function as intended. Once legacy data isloaded into the Oracle Application, the integrity of the data should betested within each Oracle Application. In addition, a conversionvalidation test should be executed to test the performance of the legacydata within the entire suite of installed Oracle Applications.

Documentation (DO)

During the Build phase custom documentation is being analyzed,edited, and published. Functional and technical documentation shouldbe continually updated as the applications are being configured andapplication extensions and interfaces are being tested and revised.After the implementation is complete and the project team disbanded,the documentation will be a major resource for every area using the newsystem.

Business System Testing (TE)

Creating the Testing Environments (TE.060) needed to support eachtype of testing can be done in the beginning of the phase, or eachenvironment can be created as needed during the testing process. TheTesting Requirements and Strategy (TE.010) lists the number and typeof Testing Environments needed to support the testing tasks, includingunit, link, system, systems integration testing.

You may choose to perform multiple types of testing in a single testingenvironment. However, it is not recommended that testing beperformed in an environment that is concurrently supporting other

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project activities, such as training or conversion testing. This practicecan cause corruption of test data or programs, inaccurate test results,and frustration for testers and the other users of the sharedenvironment.

The emphasis during Build involves testing each custom module as itmoves through development (unit and link testing), and testing theapplications and their integration with external systems (system testingand systems integration testing).

For each type of testing, it is preferable that test scripts be executedmore than once for each testing target (module, linked modules,business process, and integrated system). In the case of unit and linktesting, developers generally test each other’s code in an iterativeprocess until the module or linked module is ready for system testing.Regression testing is not a formal task but is an important part of unitand link testing.

System testing and systems integration testing should reflect actualbusiness flows and be executed in cycles. Each test specification istested multiple times with different data profiles, within the context ofdifferent occurrences of each business transaction.

Performance Testing (PT)

System and database administrators construct the Performance TestEnvironment (PT.110) during Build. This includes:

• preparing the hardware and network connections

• migrating the fully populated test database

• migrating the special test transaction programs

• installing the applications

• installing performance monitoring tools

Administrators should perform as much environment testing aspossible before formally starting the test execution. The technicalanalysts and administrators should also perform testing of thetransaction programs, the test scripts, and the test database in the testenvironment.

The execution of a complex performance test rarely proceeds withoutinitial problems. Each iteration or test cycle may need to correctproblems in the environment found during a prior cycle or may test theeffects of a system retuning. There is a good deal of tuning and

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retuning necessary during the execution of a large-scale, multipletransaction performance test. To collect system measurements for aparticular set of test parameters or a test configuration may requiremultiple cycles before the system and the test programs are tunedproperly to give realistic or useful results.

At the end of the formal Performance Testing process, a PerformanceTest Report (PT.130) summarizes the work performed by the teamduring the process, the results obtained, conclusions, andrecommendations. The creation of a formal report is optional and maynot be necessary if the performance test process is relatively limited inscale, and is not making strategic or critical project recommendations.The project manager responsible for the performance test projectdecides whether a formal report is warranted.

At the end of the formal testing process, the programs and scripts maybe useful for performance regression testing in a continuingperformance quality management system. Before making changes tothe production technical configuration, or applying software patches orupgrades, the business can use the performance test suite to assess theperformance impact of changes.

Adoption and Learning (AP)

During this phase, you tailor the learningware and other skills-changematerials and develop the learning environment to meet therequirements and objectives outlined in the User Learning Plan(AP.140). The general objective is to support the reskilling of thoseemployees whose knowledge, skills, and aptitudes need to change inorder to obtain the desired benefits from the new technology.

Production Migration (PM)

During the Build phase, you identify and design the operationalinfrastructure for supporting the new system. This design shouldinclude the human resources, facilities, and system reference materials.In addition, you align the sequence of steps required to transition to thenew system with the project requirements and identify and analyze therisks and failure points in the process.

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5 - 28 Build AIM Method Handbook

Estimating

The table below indicates the typical percentage of effort required byeach task by role.

B uild

Ph

ase

Eff

ort

Ad

ult

Lea

rnin

g S

pec

ialis

t

Ap

plic

atio

n S

pec

ialis

t

Ass

essm

ent

Sp

ecia

list

Bu

sin

ess

An

alys

t

Bu

sin

ess

Lin

e M

anag

er

ID T ask AL S AS AS S P BA BL M

App lication and Technical Architectu re 16%D .TA .0 90 D ef in e A p p lic at io n an d D ata b as e Se rve r A rch itec tu re 4%

D .TA .1 00 D ef in e a n d P rop o s e A rch itec tu re Su b s ytem s 1%

D .TA .1 10 D ef in e S ys te m C a p ac ity Plan 3%

D .TA .1 20 D ef in e P latfo rm an d N etw o rk A rc h itec tu re 2%

D .TA .1 30 D ef in e A p p lic at io n D ep lo ym en t P la n 1% 15

D .TA .1 40 A ss es s P er fo rm an ce R is ks 2%

D .TA .1 50 D ef in e S ys te m M a n ag e me n t Pro ce d u re s 2%

Mo dule Design an d Build 12%D .M D .0 90 P re p are D ev elo p m en t E nv iro n m en t 2%

D .M D .1 00 C rea te D a tab a se E xten s io n s 3%

D .M D .1 10 C rea te A p p lic atio n E xten s io n M o d ule s 7%

D .M D .1 20 C rea te In sta lla tio n R o u tine s 1%

Data Co nversion 3%D .C V.08 0 D ev elo p C o n v ersio n P ro g ra m s 1%

D .C V.09 0 P er fo rm C o n ve rsio n U n it T e sts 0%

D .C V.10 0 P er fo rm C o n ve rsio n B u sin es s O b je ct T e sts 1%

D .C V.11 0 P er fo rm C o n ve rsio n V al id a tio n T es ts 0% 30

Docum en tation 7%D .D O.06 0 P ub lish U se r R eferen c e M an u a l 4% 20

D .D O.07 0 P ub lish U se r G uid e 0% 10

D .D O.08 0 P ub lish Te ch n ica l R e fere nc e M a n ua l 1%

D .D O.09 0 P ub lish Sy ste m M a n ag e m en t G uid e 1%

Business System Testing 17%D .TE .06 0 P re p are T es tin g E n viro n m e nts 2% 0

D .TE .07 0 P er fo rm U n it T e st 3% 10

D .TE .08 0 P er fo rm L ink Te st 4% 20

D .TE .09 0 P er fo rm In sta lla tio n T es t 1%

D .TE .10 0 P re p are K ey U se rs fo r T es tin g 1% 30 0

D .TE .11 0 P er fo rm S ys tem T es t 5% 0 10 0

D .TE .12 0 P er fo rm S ys tem s In te g ra tio n T es t 1% 10

Perform ance T esting 0%D .PT .08 0 C rea te P er fo rm an ce Te st T ran s ac tio n P ro g ram s 0% 5

D .PT .09 0 C rea te T es t D atab a se L o ad P ro g ram s 0% 5

D .PT .10 0 C o n stru c t Pe rfo rm a nc e T es t D atab a se 0%

D .PT .11 0 P re p are P er fo rma n ce T e st E n viron m e n t 0%

D .PT .12 0 E xe cu te P er fo rm an c e T es t 0%

D .PT .13 0 C rea te P er fo rm an ce Te st R e p o rt 0% 5

Ado ption and Learn ing 9%D .A P.15 0 D ev elo p U s er L ea rn in g wa re 6% 90 10

D .A P.16 0 P re p are U se r L e arn in g En v iro n m en t 2% 20

Production M ig ration 7%D .PM .02 0 D es ign P ro d u ct io n Su p p o rt In fra stru ctu re 3%

D .PM .03 0 D ev elo p T ra ns itio n an d C o n tin g e n cy P la n 4% 0

Project Man agem ent 29%PJM Manage Phase 12%

CO NT Contingency 17%

100% - FastForw ard T ask - Core T asks - Role % Adju sted for FastForw ard

Table 5-3 Build Phase Estimating

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Oracle Method Build 5 - 29

Clie

nt

Exe

cuti

ve

Clie

nt

Pro

ject

Man

ager

Clie

nt

Sta

ff M

emb

er

Co

mm

un

icat

ion

Sp

ecia

list

Co

nfi

g M

gm

t S

pec

ialis

t

Dat

abas

e A

dm

inis

trat

or

Dat

abas

e D

esig

ner

Dev

elo

per

Fac

ilita

tor

Hu

man

Per

form

ance

Tec

hn

olo

gis

t

IS M

anag

er

Key

Use

r

Net

wo

rk A

dm

inst

rato

r

Org

Dev

Sp

ecia

list

Pro

cess

Mo

del

er

Pro

ject

Man

ager

Pro

ject

Sp

on

sor

Pro

ject

Su

pp

ort

Sp

ecia

list

Qu

alit

y A

ud

ito

r

Qu

alit

y M

anag

er

Ste

erin

g C

om

mit

tee

Mem

ber

Su

bje

ct M

atte

r S

pec

ialis

t

Sys

tem

Ad

min

istr

ato

r

Sys

tem

Arc

hit

ect

Tec

hn

ical

An

alys

t

Tec

hn

ical

Wri

ter

Tes

ter

To

ol S

pec

ialis

t

Tra

iner

Use

r

Un

assi

gn

ed (

Clie

nt

Tas

ks)

C E C PM C SM C S C MS D BA D D D V F C HS P ISM K U NA OD S P M D P M P S P S S QA QM S CM S M S S AD S A TA N TW TS TLS TR US UNAS

0 10 40 30 20 1000 20 80 100

0 10 0 10 0 35 45 0 0 1000 20 0 10 0 20 50 0 100

0 85 1000 0 0 0 100 0 100

0 20 0 20 40 20 0 100

0 25 50 25 10080 20 100

90 10 100100 100

100 100100 100

10 90 10010 60 100

80 10010 80 100

10 10 10 70 1000 15 15 70 100

30 60 10 10080 10 10060 20 10020 80 100

0 20 50 0 10010 10 70 0 10010 10 70 100

85 10 10085 10 100

25 75 10010 10 60 20 10020 10 30 40 0 10010 0 10 0 10 65 100

0 0 1000 25 35 20 0 100

0 0 100 1000 0 0 75 10 15 100

Table 5-4 Build Phase Estimating (cont.)

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5 - 30 Build AIM Method Handbook

Scheduling Suggestions

The objective of Build is to thoroughly test your new system. However,if you have applications extensions, they must be carefully built andtested first. Unforeseen problems or challenging bugs can causeaggravating delays. Your best defense is to plan carefully and makesure that all resources are continuously aware of their deadlines.Publish a new schedule weekly and have project team members post itwhere they can refer to it often.

Scheduling suggestions for each process in Build follow:

Project Management (PJM)

Team size can affect the Build phase schedule. Maximize parallelactivities by having as large a team as possible, but avoid going beyondthe size threshold where incremental administration andcommunication needs decrease productivity.

Consider seating arrangements as a productivity tool. You should tryto balance the need to insulate the development team to minimizeinterruptions versus providing them with access to others forclarification of design specifications.

Application and Technical Architecture (TA)

Make sure function frequencies and data retention rules are reviewedand agreed on from a business perspective before finalizing the SystemCapacity Plan (TA.110). Both the new applications and legacy systemsmay need support until all business units convert to the OracleApplications.

Module Design and Build (MD)

Make every effort to ensure the development environment is ready ontime. To be productive, a development team needs:

• computer resources and workstations

• a test database instance with sufficient test data

• design, coding, and testing standards and procedures

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Oracle Method Build 5 - 31

• various tools (for example, automated tools to facilitate thecreation of design documents)

• administrative procedures for issue resolution, registeringmodules, getting deliverables approved, and obtaining answersto questions

Data Conversion (CV)

For multi-phase/multi-site deployments, data conversions may bescheduled at different times according to site requirements.

Documentation (DO)

The time needed to develop documentation is frequentlyunderestimated. Consider using professionals (for example, technicalwriters) to improve productivity.

The primary factors influencing the schedule are the scope of thedocument being produced and the productivity of the team.

Business System Testing (TE)

For smaller projects with good user participation, you may considercombining system testing and the acceptance test. Combining the twotasks requires careful planning and extensive user participation, but cansignificantly reduce the timeline.

If you choose to combine the tests, the usual errors detected duringBusiness System Testing can be misinterpreted by users, resulting in acredibility issue for project management.

Performance Testing (PT)

Schedule sufficient time to adequately code and test data load programsand transaction programs, particularly if the selected performancetesting tool is unfamiliar to your developers. Plan enough time toexecute several test iterations so that issues can be resolved betweentests.

Adoption and Learning (AP)

For multi-phase/multi-site deployments, the development oflearningware and preparation of the User Learning Environment(AP.160) needs to take into account the requirements of all sites directlyimpacted by the implementation. With this in mind, multiple iterationsof the learningware may need to be developed and reflected in the

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5 - 32 Build AIM Method Handbook

learning environment. When scheduling for these activities you musttake into account the dependencies within the project timeline andamong the various sites involved.

Production Migration (PM)

For multi-phase/multi-site deployments, the Production SupportInfrastructure Design (PM.020) and the Transition and ContingencyPlan (PM.030) need to be augmented based on the site requirements.Therefore, more time should be allocated and the interdependenciesincorporated into the project schedule for these tasks.

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Oracle Method Build 5 - 33

Staffing

The diagram below illustrates the roles that are needed to staff eachprocess during Build. In some cases, the same person should be used tostaff the same logical role found in different processes (shared role). Inother cases, different people can be used to staff the same role indifferent processes (unique role).

Build Organization

Pro jec t Management

Pro jec t Management Suppor t Team

Administ rat ive Assistant /Project Librar ian

Appl ica t ion and Techn ica l Arch i tec ture (TA)

Business Analyst

Database Administrator

Database Designer

Modu le Des ign and Bu i ld (MD)

Database Administrator

Data Convers ion (CV)

Business Analyst

Developer

Bus iness Sys tem Tes t ing (TE)

Business Analyst

Adopt ion and Learn ing (AP)

Adult Learning Special ist

Application Specialist

P roduc t ion Migra t ion (PM)

Documen ta t i on (DO)

Per fo rmance Tes t ing (PT)

Business Analyst

Database Administrator

Developer

Database Administrator

Developer

Database Administrator

Technical Analyst

Network Administrator

System Administrator

Technical Analyst

Developer

System Administrator

Technical Analyst

Database Designer

Technical Analyst

Tester

System Administrator

System Architect

Technical Analyst

Technical Writer

Network Administrator

Systgem Administrator

Technical Analyst

Developer

System Administrator

Technical Analyst

Tester

System Administrator

Trainer

Trainer

Business Analyst

Figure 5-4 Build Phase Staffing

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5 - 34 Build AIM Method Handbook

Staffing Suggestions

This section provides advice and comments on project organization forthe Build phase.

Project Management (PJM)

The most important staffing factor in Build is having a strongdevelopment lead. This individual needs knowledge of OracleApplications technical architecture and the custom development tools tobe used and must motivate developers to meet deadlines and to followproject policies and procedures.

The development environment can have an impact on the morale andproductivity of developers. Custom software developers are verydependent on their environment to perform fundamental tasks.

Fewer team members with functional skills are required during Build,so some may be released from the team. At the same time, developersmay be added to enhance the technical staff.

Application and Technical Architecture (TA)

Participation by skilled system architects is critical. The informationsystems department may be reluctant to use external system architects,if they believe their group expertise is sufficient. Whether the systemarchitect is an employee or consultant is less important than thequalifications they bring to the process. Verifying that the technicalarchitecture will support the future system load is a critical componentof a successful project.

Module Design and Build (MD)

Focus on the following key elements to help achieve a productivedevelopment team:

• strong development lead

• productive work environment

• committed developers willing to follow project policies andprocedures

• planned knowledge transfer approach to address orientationrequirements during project team personnel changes for multi-phase/multi-site projects

• effective issue management

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Oracle Method Build 5 - 35

Data Conversion (CV)

Using commercially available software can significantly affect thedevelopment time and reduce staffing requirements during this phase.

If your data conversions will be audited, you should begin to assemblethe appropriate documents and statistics. If a phased conversionapproach is being used, the conversion process could span several sitedeployments. The conversion of a given business object may need to berepeated multiple times. Multi-phased conversion deployment has asignificant impact on staffing requirements.

Documentation (DO)

In this phase, the technical writers publish their documentation. Thequality of documentation completed in this phase impacts the success ofthe project after the system has gone into production. Staff this finaldocumentation effort with team members who have exceptional writingskills and are detail oriented.

Business System Testing (TE)

In this phase, the unit, link, system, and systems integration tests areperformed. A systems administrator helps set up the TestingEnvironments (TE.060) and installing application extensions in thesystem test environment. A developer performs the unit and link test.Testers perform the system test and systems integration test. Thesystem test relies heavily on the participation of the user community.Sufficient users must be available for the test and be adequately trainedin the new system functionality. Their approval of the system testresults determines whether the project continues on to the Transitionphase where acceptance testing occurs.

Performance Testing (PT)

Schedule developers who build test transaction programs to beavailable during the execution of the performance tests so that they canmodify the programs as needed. Reserve some time from developerswho are working on application extensions also since custom code canoften be a performance bottleneck.

The last Performance Testing task steps analyze test results and developconclusions. The Performance Testing team can be deployed elsewhereat this time, unless you decide to undertake follow-up performancetesting projects.

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Adoption and Learning (AP)

If you are developing learningware, carefully select your learningwaredevelopers to help achieve a quality product. Properly skilled users arecritical to the overall success of the implementation.

In deployments that might occur every few months for a year, thelearningware must be packaged so that people new to the project can beeffective.

Production Migration (PM)

Although the project managers are primarily responsible for themajority of this work effort, key functional and technical resources areneeded to help assess the support, business, technical, and learningrequirements for the project.

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Oracle Method Build 5 - 37

Quality Criteria

Use the following criteria to check the quality and completeness of thecore and optional tasks within the Build phase.

Core Tasks

� Has a System Capacity Plan (TA.110) been developed?

� Has the Platform and Network Architecture (TA.120) beendeveloped?

� Has a Performance Risk Assessment (TA.140) been created?

� Have System Management Procedures (TA.150) beendeveloped?

� Has one or more Testing Environments (TE.060) been set up?

� Have User Learning Environments (AP.160) been set up?

� Have key users performed their system test?

� Has the Production Support Infrastructure (PM.060) beendesigned?

� Has a Transition and Contingency Plan (PM.030) been created?

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Optional Tasks

� Has an Application Deployment Plan (TA.130) been developed?

� Has an Application and Database Server Architecture (TA.090)been developed?

� Has an architecture subsystem proposal been developed?

� Have you created a Development Environment (MD.090) whereyou can create database extensions, module source code, andinstallation routines?

� Have you developed Conversion Programs (CV.080) that havebeen tested for unit, business object, and validation testing?

� Have you published the functional and technical customdocumentation?

� Have you tested your applications extensions and interfaces?

� Have you run the necessary performance tests?

� Have you developed custom User Learningware (AP.150)?

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Oracle Method Transition 6 - 1

C H A P T E R

6 Transition

his chapter describes the Transition phase of AIM. The goal of theTransition phase is to install the new system, prepare client

personnel, establish the system administration function, and then cutover to the new system.

DefinitionOperations

AnalysisBuild

Business Process Architecture

Business Requirements Definition

Business Requirements Mapping

Module Design and Build

Application and Technical Architecture

Data Conversion

Documentation

Business System Testing

Performance Testing

Adoption and Learning

Production Migration

Solution Design Transition Production

Figure 6-1 Context of AIM Transition Phase

T

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6 - 2 Transition AIM Method Handbook

Overview

This section provides an overview of the Transition phase.

Objectives

The objectives of the Transition phase are:

• Install data conversion programs and automated utilities.

• Convert and verify legacy data.

• Perform acceptance testing.

• Skill user personnel.

• Prepare the production environment and configure theapplications.

• Implement the production support infrastructure.

• Verify that all aspects of the system are ready for transition.

• Begin to use the Production System (PM.080).

Critical Success Factors

The critical success factors of the Transition phase are as follows:

• clear understanding of the business objectives

• reasonable expectations that are understood by the stakeholders

• acceptable transition and contingency plan

• effective participation by business management

• sufficient time and resources

• sufficient technical and application architecture

• available and committed client staff to implement the newsystems

• committed user involvement and ownership

• successful performance of acceptance testing

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Oracle Method Transition 6 - 3

• successful completion of the production readiness plan

• active listening and timely response to all concerns and opinionsabout the new systems

• evidence that all employees understand their new performanceobjectives and expectations, as well as the importance of theircontribution in the change effort

• just-in-time learning events that are tailored to the learning andperformance needs of all impacted roles

Prerequisites

Prerequisites for the Transition phase follow. You should use theseprerequisites, if they exist, prior to beginning the project. Otherwise,you will need to create them during this phase. Some of theprerequisites identified below are also deliverables produced within thisphase. The reason they are included in this section is because they areused as input to other tasks within this phase.

Prerequisite Source

Legacy Data Cleanup Organization

Hardware and Software Delivered toInstallation Site

Organization

Return on Investment (ROI) Analysis Oracle

Project Management Plan Project Management (PJM)

Application Setup Documents Business RequirementsMapping

Security Profiles Business RequirementsMapping

Application and Database ServerArchitecture

Application and TechnicalArchitecture

Platform and Network Architecture Application and TechnicalArchitecture

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Prerequisite Source

System Management Procedures Application and TechnicalArchitecture

Manual Conversion Procedures Data Conversion

Conversion Program Designs Data Conversion

Validation-Tested ConversionPrograms

Data Conversion

Installed Conversion Programs Data Conversion

Converted and Verified Data Data Conversion

User Reference Manual Documentation

User Guide Documentation

System Management Guide Documentation

System-Tested Applications Business System Testing

Integration-Tested System Business System Testing

Acceptance Test Results Business System Testing

Performance Test Results Performance Testing

Human Performance SupportSystems

Adoption and Learning

User Learning Plan Adoption and Learning

User Learningware Adoption and Learning

User Learning Environment Adoption and Learning

Skilled Users Adoption and Learning

Production Support InfrastructureDesign

Production Migration

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Oracle Method Transition 6 - 5

Prerequisite Source

Transition and Contingency Plan Production Migration

Production Environment Production Migration

Configured Applications Production Migration

Production Support Infrastructure Production Migration

Production-Ready System Production Migration

Table 6-1 Transition Phase Prerequisites

Processes

The processes used in this phase are as follows:

Data Conversion (CV)

Install the data conversion programs and automated conversion tools inthe Production Environment (PM.040), convert the legacy data to theOracle Applications, and verify data accuracy.

Business System Testing (TE)

Perform Acceptance Test (TE.130) is the only testing task in Transition.Create a separate test environment that closely resembles the proposedProduction Environment (PM.040). Provide acceptance test scripts(with acceptance criteria) to users and conduct learning events fortesters on the new system prior to testing. Coordinate and support theacceptance testing and manage the issue resolution process.

Adoption and Learning (AP)

The general goal of user learning events is to conduct and track theskills-change events designed to provide the groups of learners (at alllevels) with the skills they need to meet the performance objectives oftheir new roles. Monitor the pulse and progress of the user learningevents as they unfold, to make sure that the momentum and quality aremaintained.

Success of the skills-change event may be measured on its performancevalidity (whether performance in the learning event transferred to the

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6 - 6 Transition AIM Method Handbook

job) and its intra-organizational validity (whether the learning events areequally successful from one group of learners to the next). Theinclusion of a control group and determination of validity and reliabilityhelp make sure that the measurement incorporates sound researchmethods.

Include communication, orientation, and skilling to help the managerslearn how to use the new human performance support systems tools tomanage the performance of the new roles reporting to them. Target anyindividual who will be using the human performance support tools(middle managers and first line managers, who in turn will orient targetjob group incumbents). HR personnel may also be included in theskilling target groups.

Develop communications on the purpose, value, context, and overalllogistics surrounding the learning events. Tailor the messages to thevarious groups of learners. Use the communications from theCommunications Campaign (AP.080) to set the proper tone for thelearning events. Position the learning events in the context of the wholeproject and the expected business benefits. Consider a highlyinteractive campaign to address the changes in roles and performanceexpectations in a positive and motivational manner. Link thecommunications to the project go-live activities.

Production Migration (PM)

Prepare the Production Environment (PM.040)—including enteringapplication setups. Implement the support infrastructure, assessproduction readiness, and execute production cutover.

Key Deliverables

The key deliverables of this phase are as follows:

Deliverable Description

Converted and Verified Data Converted data in the productiondatabase that has been reviewedand verified.

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Oracle Method Transition 6 - 7

Deliverable Description

Acceptance Test Results Documented evidence that the newsystem meets the acceptance criteriaas defined in the ProjectManagement Plan (PJM.CR.030).

Skilled Users Prepared users that have learnedwhat they need to succeed in theirnew roles, including system literacy,procedural skills, and businessskills.

Production System Verifies that all aspects of thesystem are operational andproduction status is achieved.

Production SupportInfrastructure

Activated operational infrastructureincluding support personnel,procedures, and other supportservices for the new businesssystem.

Table 6-2 Transition Phase Key Deliverables

Attention: Key deliverables represent the culmination, endresult, or major milestone of activities performed during aphase. They should not be confused with deliverablesproduced by core tasks. Core tasks produce the minimum setof deliverables needed for every project; key deliverablesrepresent the end result and define the end of each phase.However, not every key deliverable is required for everyproject. For example, Converted and Verified Data (CV.130)only exists when a project includes programmatic dataconversion or manual data conversion of legacy business objects.

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Approach

This section describes the approach for the Transition phase.

Tasks and Deliverables

The table below lists the tasks executed and the deliverables producedduring Transition.

ID Task Deliverable Type*

Data ConversionCV.120 Install Conversion Programs Installed Conversion Programs SICV.130 Convert and Verify Data Converted and Verified Data SIBusiness System TestingTE.130 Perform Acceptance Test Acceptance Test Results SIAdoption and LearningAP.170 Conduct User Learning Events Skilled Users MI, ITProduction MigrationPM.040 Prepare Production Environment Production Environment SIPM.050 Set Up Applications Configured Applications MIPM.060 Implement Production Support

InfrastructureProduction Support Infrastructure SI

PM.070 Verify Production Readiness Production-Ready System SIPM.080 Begin Production Production System SI*Type: SI=singly instantiated, MI=multiply instantiated, MO=multiply occurring, IT=iterated, O=ongoing. See Glossary.

Table 6-3 Transition Phase Tasks and Deliverables

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Oracle Method Transition 6 - 9

Core Task Dependencies

The diagram below shows the dependencies between core tasks inTransition.

1 Line( 6 5/16 tall X 6 1/4 wide)

Transition Transition

BUSINESSSYSTEM TESTING

BUSINESS SYSTEMTESTING

ADOPTION ANDLEARNING

ADOPTION ANDLEARNING

PRODUCTIONM IGRATION

PRODUCTIONM IGRATION

TE.130

Per formAcceptance Tes t

AP.170

Conduct UserLearn ing Events

P M . 0 4 0

PrepareProduct ion

Envi ronment

P M . 0 5 0

Set UpAppl icat ions

P M . 0 6 0

Implement ProdSupport Infrastruct

P M . 0 7 0

Ver i fy Product ionRead iness

P M . 0 8 0

Begin Product ion

Figure 6-2 Transition Phase Core Task Dependencies

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6 - 10 Transition AIM Method Handbook

Core and Optional Task Dependencies

The diagram below shows the dependencies between core and optionaltasks in Transition.

1 Line( 6 5/16 tall X 6 1/4 wide)

DATA CONVERSION

Transition Transition

CV.120

Insta l l Convers ionPrograms DATA

CONVERSION

BUSINESSSYSTEM TESTING

BUSINESS SYSTEMTESTING

ADOPTION ANDLEARNING

ADOPTION ANDLEARNING

CV.130

Conver t and Ver i fyDa ta

PRODUCTIONM IGRATION

PRODUCTIONM IGRATION

TE.130

Per formAcceptance Tes t

AP.170

Conduct UserLearn ing Events

P M . 0 4 0

PrepareProduct ion

Envi ronment

P M . 0 5 0

Set UpAppl icat ions

P M . 0 6 0

Implement ProdSupport Infrastruct

P M . 0 7 0

Ver i fy Product ionRead iness

P M . 0 8 0

Begin Product ion

Figure 6-3 Transition Phase Core and Optional Task Dependencies

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Oracle Method Transition 6 - 11

Risk Management

The areas of risk and mitigation for Transition include the following:

Quality Assurance

Quality assurance focuses on providing the infrastructure to supportdevelopment of the key deliverables for the project. Producing highquality deliverables within the time and budget constraints of theproject plan is critical for reducing overall risk to the implementation.Areas of quality assurance include:

• adherence to the method

• establishing quality standards in the early planning process

• review of key deliverables

• establishing acceptance and sign off procedures

Risk Mitigation

Inadequate productionenvironment for conversionsoftware.

Verify in Build that the productionenvironment will be prepared in timeto install the conversion software.

Verify that qualified and effectivestaff reviews are made, andassociated deliverables approved.

Unwilling to sign acceptancecertificate for the new system.

Predefine your acceptance criteria.Acceptance tests should be designedto show that all predefined criteriahave been met. Obtain formal andindependent quality acceptance of alltesting activities.

Changes made to applicationsetups in the testing environmentnot documented in theproduction setup documents orimplemented in the productionenvironment.

Establish a procedure for migratingchanges to application setups into theproduction environment.

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Training and Performance Support

The skills required for a successful implementation must be consideredand the project should be staffed with resources who have these skills tothe extent possible. Training and performance support involvesproviding the learning events and information necessary to bring theknowledge and skills required for the project to the project teaminitially and to the entire organization as the project progresses. Thismay occur through formal learning events (application training) orthrough information dissemination (leading practices information). Themain focus is the new business processes and the Oracle Applicationsfunctionality that supports the new processes, but also included areother learning and performance support needs of both the project teamand the user population for successfully implementing and transitioningto the new system.

Risk Mitigation

Users who are unprepared to usethe production system.

Establish a user certification orreadiness program that providesincentives for system skill mastery,and prevents system use by peoplewho have not demonstrated theproper level of qualification.

Inadequate communication ofsupport procedures to users priorto production cutover.

Integrate support procedures intouser learning events and systemtesting processes.

Unprepared learning agents. Prepare learning agents adequatelyso they are able to deploy the skills-change events with consistent qualityand content, establish the right levelof rapport with the learners, andfulfill the requirements of adult-centered learning.

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Tips and Techniques

This section discusses the primary techniques that may be helpful inconducting the Transition phase. It also includes advice andcommentary on each applicable process.

Data Conversion (CV)

The conversion software should be installed in the productionenvironment. Assuming the prerequisite Business System Testing (TE)tasks are complete, the legacy data should be converted to the OracleApplication Production Environment (PM.040) and verified foraccuracy and audit requirements.

Business System Testing (TE)

The final testing task involves supporting skilled users in the executionof Perform Acceptance Test (TE.130). The system’s functionality ismeasured in general against business requirements, and specificallyagainst acceptance test criteria as identified in the Project ManagementPlan (PJM.CR.010). The acceptance test is performed in an environmentthat closely resembles the proposed Production Environment (PM.040).

If users have been involved throughout the implementation, thereshould be no surprises during the final system acceptance test. Prior tothe test, users must be prepared for appropriate system skills to enabletheir successful participation in the acceptance testing effort. Aprocedure should be implemented to address any issues or problemsthat are identified during testing, and all resolutions must becommunicated to the acceptance test team.

Adoption and Learning (AP)

Through a series of learning and communication events, users acquirethe skill and the will to perform their new role using the full potential ofthe technology. This includes the procedural, functional, and technicalproficiencies users need to meet their new performance expectations.

User learning events should be delivered just-in-time prior to the newsystem going into production; timing is critical. If the learning eventsare delivered too soon, users are not able to retain their knowledge; ifdelivered too late, some users may be unprepared for their newresponsibilities. The best approach is to conduct a program of usercertification or readiness testing.

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6 - 14 Transition AIM Method Handbook

To retain the learners’ attention and avoid overwhelming them withinformation, it is important to time the learning events in such a waythat they do not have to worry about their workload awaiting them. Inaddition, break learning events into manageable sections that focus onclear objectives. Providing hands-on interaction with the applicationencourages confidence in the learners’ ability to use the system.

Periodic checks of progress during these learning events allow you todetermine any mediating or moderating variables that may influencethe success of the learning. Identification of these factors is critical torevising the learningware in the upcoming tasks. Mediating andmoderating variables include, but are not limited to, attitudes of thelearners, facilitating styles of the learning agents, procedural glitches,and clarity of the activities and collateral.

Production Migration (PM)

The Business System Testing (TE) and Adoption and Learning (AP)tasks during Transition provide opportunities to test the supportprocedures that have been developed and documented. Distributesupport materials throughout the company, and review them duringuser learning events and testing preparation. Practice using the onlinesupport log during testing and learning events to familiarize users withthe support procedures and to highlight any areas lacking sufficientcoverage.

Notify external vendor support groups of the production cutoverschedule. You may want to request additional support coverage duringthis period.

The establishment of a robust and capable internal and vendor externalsupport infrastructure is critical to the success of your project. OracleSupport provides a unique service to assess your current supportcapabilities and assist with planning, updating, and aligning thesecapabilities to Oracle’s support infrastructure. This should coincidewith the activities planned for the Implement Production SupportInfrastructure (PM.060) task.

Suggestion: Contact your local Oracle Supportrepresentative to schedule an Oracle Support Assessment(OSA).

The typical Transition phase time period is one month for small tomoderate projects with one deployment phase and includes theexecution of all learning events, support infrastructure, data conversion,and the setup of the Production Environment (PM.040).

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Oracle Method Transition 6 - 15

A meeting with the entire organization allows management to answerany concerns and review contingency plans. In addition, key managersshould be notified of the impending transition, so they can be preparedto deal with any issues, potential delays in service, or organizationalchanges. Once verification is made that the users are prepared, theproduction system is ready, and the contingency plan is in place, theorganization should be ready to transition to production.

If you have built custom extensions, you may need developers duringcutover to address any problems encountered with custom code.

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Estimating

The table below indicates the typical percentage of effort required byeach task by role.

Transition Ph

ase

Eff

ort

Ad

ult

Lea

rnin

g S

pec

ialis

t

Ap

plic

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pec

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Ass

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ent

Sp

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list

Bu

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Bu

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Lin

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anag

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ID Task % ALS AS ASSP BA BLM

Data Conversion 9%E.CV.120 Install Conversion Programs 0%

E.CV.130 Convert and Verify Data 9%

Business System Testing 11%E.TE.130 Perform Acceptance Test 11% 10 0

Adoption and Learning 14%E.AP.170 Conduct User Learning Events 14% 0

E.AP.170 Conduct User Learning Events 85

Production Migration 40%E.PM.040 Prepare Production Environment 12%

E.PM.050 Set Up Applications 3% 0 70

E.PM.060 Implement Production Support Infrastructure 10%

E.PM.070 Verify Production Readiness 12% 5

E.PM.080 Begin Production 3% 60 0

Project Management 26%PJM Manage Phase 12%

CONT Contingency 13%

100% - FastForward Task - Core Tasks - Optional Component of a Task - Client is 100% Responsible for this Task - Go Live - Role % Adjusted for FastForward

Table 6-4 Transition Phase Estimating

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Oracle Method Transition 6 - 17

Clie

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Sys

tem

Ad

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ato

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tem

Arc

hit

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Tec

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Tec

hn

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ter

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To

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pec

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t

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iner

Use

r

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gn

ed (

Clie

nt

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ks)

CE CPM CSM CS CMS DBA DD DV FC HSP ISM KU NA ODS PMD PM PS PSS QA QM SCM SMS SAD SA TAN TW TS TLS TR US UNAS

0 90 10 1000 20 5 5 70 100

0 0 10 10 0 10 10 50 0 100

0 100 0 1000 15 0 100

0 25 15 50 10 1005 25 0 100

0 0 0 100 1000 0 0 0 20 45 5 15 5 5 0 1000 0 40 0 100

Table 6-4 Transition Phase Estimating (cont.)

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6 - 18 Transition AIM Method Handbook

Scheduling Suggestions

Migrating the business to a new Production Environment (PM.040)requires a high degree of planning and coordination. Scheduling isdriven by the operational concerns of the business, the effort and timingof data conversion, and the number of users and sites to be migrated.

Scheduling suggestions for each process in Transition follow:

Project Management (PJM)

Pay particular attention to the dependencies associated with enteringsetup data and data conversion tasks. For example:

• Fixed assets account codes must be entered into the generalledger before asset categories can be entered into fixed assets.

• Categories must be established before assets can be converted.

Cutoff dates for production transactions to the legacy system and thedates that transactions can be entered into the Oracle Applications mustbe determined and communicated to the user community withadequate lead time. For example, the Data Conversion approach maycall for closing all open purchase orders before going live. This meansthat all invoices for those purchase orders must be entered andmatched. To allow calendar time for invoices to be processed beforecut-over, you may decide that no new purchase orders or invoices canbe entered into the legacy system for two weeks before cutover to thenew applications. Purchasing and Payables would need to hold newrequisitions and invoices until they can be entered into the newpurchasing and accounts payable systems. Similar cutoff requirementsmay exist for other applications.

The focus during Transition is the transfer of knowledge about theapplication system to the user staff. This phase requires substantial userinvolvement and possibly third-party vendor participation ornetworking and hardware support.

A multi-phase/multi-site deployment approach can create severalTransition challenges. You need to repeat most, if not all, Transitiontasks for each deployment.

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Oracle Method Transition 6 - 19

Data Conversion (CV)

Data Conversion tasks require careful scheduling due to complexdependencies among conversion steps and the entry of setup data. Formulti-phase/multi-site deployments, you probably have to repeat dataconversions for each deployment.

Business System Testing (TE)

Perform Acceptance Test (TE.130) occurs during the first part ofTransition. For multi-site/multi-phase deployments, decide whetherPerform Acceptance Test (TE.130) occurs separately for each multi-site/multi-phase deployment or if you rely on one initial PerformAcceptance Test (TE.130). It may be necessary to schedule separateacceptance tests if each site/phase has different application extensions,setup configurations, or acceptance criteria.

Adoption and Learning (AP)

Multi-phase/multi-site deployment approaches may require learningevents to be conducted separately for each deployment.

The following factors may affect scheduling:

• site availability

• classroom hardware, software, audio/visual equipment

• availability of learning agents

• production and availability of learningware

• separate database instances may be required for each learningevent conducted simultaneously with other events

• development of data to support hands on exercises

• identification and distribution of operating system andapplication logon IDs, passwords, and applicationresponsibilities for learning events

• development and distribution of user manuals to learningevents and user sites prior to cutover

• availability of technical support personnel to address issuesencountered during the execution of the learning events

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6 - 20 Transition AIM Method Handbook

Production Migration (PM)

The establishment of a robust and capable internal and vendor externalsupport infrastructure is critical to the success of your project. To thatend, it is important to allocate time to rehearse the support procedures.You can simulate various types of support calls and evaluate whetherthe expected response time, accuracy of the resolutions, and the generalflow of the process is adequate to support the request volume. This isalso a good opportunity to test default support mechanisms, after-business-hours support, and supplier support hotlines.

Time should also be allocated to verify that all aspects of the newsystem are ready before transitioning into production. This includes,but is not limited to, verifying that the users are ready, the productionsystem is ready, and that the necessary contingency plan is in place.

For projects with multiple deployments, the tasks associated with theproduction migration process will need to be repeated for eachdeployment.

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Oracle Method Transition 6 - 21

Staffing

The diagram below illustrates the roles that are needed to staff eachprocess during Transition. In some cases, the same person should beused to staff the same logical role found in different processes (sharedrole). In other cases, different people can be used to staff the same rolein different processes (unique role).

Transition Organization

Pro jec t Managemen t

P ro jec t Managemen t Suppo r t Team

Admin is t ra t ive Ass is tan t /Pro ject L ibrar ian

Data Convers ion (CV)

Database Administrator

System Administrator

Technical Analyst

Bus iness Sys tem Tes t ing (TE)

Adopt ion and Learn ing (AP)

Trainer Business Analyst

P roduc t ion Migra t ion (PM)

Database Administrator

Business Analyst

Database Administrator

Developer

System Administrator

Technical Analyst

Tester

Network Administrator

Quality Auditor

System Administrator

Technical Analyst

Tester

Trainer

Figure 6-4 Transition Phase Staffing

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6 - 22 Transition AIM Method Handbook

Staffing Suggestions

This section provides advice and comments on project organization forthe Transition phase.

Project Management (PJM)

In addition to standard functionality testing, the acceptance test mayinclude:

• a test to simulate cutover and a day of production use; this isperformed in conjunction with an iteration of data conversion

• a parallel test that consists of running both the new applicationand the legacy system in parallel and performing the sameoperations with both; the results are verified to help verify thatthe new system has the same functionality as the legacy system

Users are often expected to perform their normal duties while alsoattending learning activities and preparing to move to a new applicationsystem. Keep this in mind while trying to complete the tasks associatedwith the Transition phase.

Once Transition is complete, the client staff should be able to supportand maintain the application without outside assistance. Users shouldbe confident in their ability to use the new system.

Data Conversion (CV)

User management is responsible for the final data conversion results.Insist that key users participate in the data conversion validation andsignoff.

For multi-phase/multi-site deployments, data conversion teammembers may be needed over a long time period. Enable new teammembers to be productive quickly by carefully documenting conversionactivities.

Business Systems Testing (TE)

Sufficient user participation in testing enables user management toaccept and sign off on the new system. For multiple deployments,decide if user testing will occur for each deployment or only for the firstdeployment. Testing for subsequent deployments may trigger newrequests for customizations and other changes.

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Oracle Method Transition 6 - 23

Schedule all testing activity well in advance with management so that itdoes not create a hardship on management when users are away fromtheir workplace during new system learning events and acceptancetesting.

Adoption and Learning (AP)

For effective skilling of users, make sure learning agents are adequatelyprepared to deploy the learning events and to measure their results.

For multi-phase/multi-site deployments, the learning agents may needto be skilled on site-specific requirements and needed over a long timeperiod, or there may be a need to skill multiple groups of learningagents specific to each site.

Production Migration (PM)

Do not release specialists from their team responsibilities too soon.There are usually unexpected issues near and during productioncutover that may require their assistance.

For projects with multiple deployments, the tasks associated with theProduction Migration process need to be repeated for each deployment.

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6 - 24 Transition AIM Method Handbook

Quality Criteria

Use the following criteria to check the quality and completeness of thecore and optional tasks within the Transition phase.

Core Tasks

� Have all acceptance criteria from the Project Management Plan(PJM.CR.010) been incorporated into the test scripts, tested, andapproved by the user community?

� Has testing for Century Date compliance been performed on allcustomizations, legacy data conversions, and custom interfaces?

� Are the users ready for production cutover?

� Has the production system installation been verified against theOracle Installation QA Checklist component (PM.040).

� Have the applications been completely configured and theiroperation verified?

� Has the Production Support Infrastructure, as documented inthe Production Support Infrastructure Design (PM.020) beenimplemented?

� Has the production readiness been verified using the Transitionand Contingency Plan (PM.030)?

� Has confirmation been obtained that the organization-wide useof all aspects of the Production System (PM.080) is in place?

Optional Tasks

� Have all data conversion maps, conversion templates,installation routines, and conversion programs been tested?

� Has all converted production data been reviewed and approvedby the users?

� Has all converted data been reviewed for Century Datecompliance?

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Oracle Method Production 7 - 1

C H A P T E R

7 Production

his chapter describes the Production phase of AIM. The goal ofProduction is to monitor and confirm that the application is

performing adequately and to plan for future functional enhancements.

DefinitionOperations

AnalysisBuild

Business Process Architecture

Business Requirements Definition

Business Requirements Mapping

Module Design and Build

Application and Technical Architecture

Data Conversion

Documentation

Business System Testing

Performance Testing

Adoption and Learning

Production Migration

Solution Design Transition Production

Figure 7-1 Context of AIM Production Phase

T

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7 - 2 Production AIM Method Handbook

Overview

This section provides an overview of the Production phase.

Objectives

The objectives of the Production phase follow:

• Provide agreed upon levels of user support.

• Measure system performance and enhance as required

• Maintain the Production System (PM.080).

• Decommission the former systems.

• Propose and plan the future business and technical direction.

• Improve organizational knowledge and skills for the newenvironment.

• Improve organizational effectiveness through continuousimprovement programs.

• Devote attention to post-implementation issues like useracceptance, productivity, and human performance support.

Critical Success Factors

The critical success factors of the Production phase follow:

• effective use of change control tools and procedures

• accurate compilation of volumes, transaction histories, andother performance drivers

• sufficient time and resources

• adequate staff and expertise

• effective participation by business management and users

• effective technical and application architecture

• effective post-implementation environment to facilitateproductivity

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Oracle Method Production 7 - 3

Prerequisites

Prerequisites for the Production phase follow. You should use theseprerequisites, if they exist, prior to beginning the project. Otherwise,you will need to create them during this phase. Some of theprerequisites identified below are also deliverables produced within thisphase. The reason they are included in this section is because they areused as input to other tasks within this phase.

Prerequisite Source

Existing Information SystemsStrategy Documents

Organization

Project Management Plan Project Management (PJM)

Change Catalog Business ProcessArchitecture

High-Level Process Vision Business ProcessArchitecture

Business Procedure Documentation Business ProcessArchitecture

Business Volumes and Metrics Business RequirementsDefinition

Architecture Requirements andStrategy

Application and TechnicalArchitecture

System Capacity Plan Application and TechnicalArchitecture

Platform and Network Architecture Application and TechnicalArchitecture

Performance Risk Assessment Application and TechnicalArchitecture

Technical Reference Manual Documentation

System Management Guide Documentation

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7 - 4 Production AIM Method Handbook

Prerequisite Source

Testing Environments Business System Testing

Performance Test TransactionPrograms

Performance Testing

Performance Test Results Performance Testing

Project Readiness Roadmap Adoption and Learning

Effectiveness Assessment Adoption and Learning

Transition Strategy Production Migration

Transition and Contingency Plan Production Migration

Production System Production Migration

System Performance Assessment Production Migration

Maintained Production Environment Production Migration

Refined Production Environment Production Migration

Table 7-1 Production Phase Prerequisites

Processes

The processes used in this phase follow:

Adoption and Learning (AP)

Determine how well the Production System (PM.080) meets the businessobjectives set at the beginning of the project. Using the EffectivenessAssessment (AP.180), generate key findings against the ProjectReadiness Roadmap (AP.070) and develop recommendations towards aroadmap for enhanced organizational effectiveness.

Production Migration (PM)

Assess system performance, maintain and refine the Production System(PM.080), decommission former systems, and propose the futurebusiness and technical direction for the enterprise.

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Oracle Method Production 7 - 5

Key Deliverables

The key deliverables of this phase follow:

Deliverable Description

Effectiveness Assessment An assessment of how well theproduction system and business andorganizational performance meet thebusiness objectives set at thebeginning of the project.

Business DirectionRecommendations

The functional project team, alongwith senior management, beginsplanning for future improvementopportunities.

Technical DirectionRecommendations

The technical project team, theinformation technology staff, andsenior management begin planning forusing new technologies.

Table 7-2 Production Phase Key Deliverables

Attention: Key deliverables represent the culmination, endresult, or major milestone of activities performed during aphase. They should not be confused with deliverablesproduced by core tasks. Core tasks produce the minimum setof deliverables needed for every project; key deliverablesrepresent the end result and define the end of each phase.However, not every key deliverable is required for everyproject. For example, Technical Direction Recommendations(PM.140) may be prepared only when a project includes post-production system architecture enhancement or technologymigration recommendation objectives.

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7 - 6 Production AIM Method Handbook

Approach

This section describes the approach for the Production phase.

Tasks and Deliverables

The table below lists the tasks executed and the deliverables producedduring Production.

ID Task Deliverable Type*

Adoption and LearningAP.180 Conduct Effectiveness Assessment Effectiveness Assessment SIProduction MigrationPM.090 Measure System Performance System Performance Assessment SIPM.100 Maintain System Maintained Production Environment SIPM.110 Refine Production System Refined Production Environment SIPM.120 Decommission Former Systems Decommissioned Systems MIPM.130 Propose Future Business Direction Business Direction Recommendations SIPM.140 Propose Future Technical Direction Technical Direction Recommendations SI*Type: SI=singly instantiated, MI=multiply instantiated, MO=multiply occurring, IT=iterated, O=ongoing. See Glossary.

Table 7-3 Production Phase Tasks and Deliverables

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Oracle Method Production 7 - 7

Core Task Dependencies

This diagram shows the dependencies between core tasks in theProduction phase.

ADOPTION ANDLEARNING

Production Production

ADOPTION ANDLEARNING

PRODUCTIONM IGRATION

PRODUCTIONM IGRATION

AP.180

Conduct Ef fec t iveAssessment

P M . 1 0 0

Main ta in System

Figure 7-2 Production Phase Core Task Dependencies

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7 - 8 Production AIM Method Handbook

Core and Optional Task Dependencies

This diagram shows the dependencies between core and optional tasksin the Production phase.

ADOPTION ANDLEARNING

Production Production

ADOPTION ANDLEARNING

PRODUCTIONM IGRATION

PRODUCTIONM IGRATION

AP.180

Conduct Ef fec t iveAssessment

P M . 0 9 0

Measure Sys temPer fo rmance

P M . 1 1 0

Ref ine Product ionSys tem

P M . 1 0 0

Mainta in System

P M . 1 2 0

Decommiss ionFormer Sys tems

P M . 1 3 0

Propose FutureBus iness Di rec t ion

P M . 1 4 0

Propose FutureTechnicalDi rect ion

Figure 7-3 Production Phase Core and Optional Task Dependencies

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Oracle Method Production 7 - 9

Risk Management

The areas of risk and mitigation for Production include the following:

Quality Assurance

Quality assurance focuses on providing the infrastructure to supportdevelopment of the key deliverables for the project. Producing highquality deliverables within the time and budget constraints of theproject plan is key to reducing overall risk to the implementation. Areasof quality assurance include:

• adherence to the method

• establishing quality standards in the early planning process

• review of key deliverables

• establishing acceptance and sign-off procedures

Risk Mitigation

System performance cannotadequately supportproduction level transactionvolumes.

Refine the production system setupand configuration based on userfeedback regarding systemperformance, reporting, and systemfunctionality.

Additional exception casebusiness requirements arediscovered as users performjob duties followingproduction cutover.

Establish an ongoing applicationsupport business function withpolicies, procedures, organization,and staff to address new andchanged requirements.

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7 - 10 Production AIM Method Handbook

Training and Performance Support

The skills required for a successful implementation must be consideredand the project should be staffed with resources who have these skills tothe extent possible. Training and performance support involvesproviding the learning events and information necessary to bring theknowledge and skills required for the project to the project teaminitially and to the entire organization as the project progresses. Thismay occur through formal learning events (application training) orthrough information dissemination (leading practices information).

The main focus is the new business processes and the OracleApplications functionality that supports the new processes, but alsoincluded are other learning and performance support needs of both theproject team and the user population for successfully implementing andtransitioning to the new system.

Risk Mitigation

Ongoing production staffdoes not possess adequatesystem knowledge.

Retain contractors to provide supportduring the critical period.

Verify that ongoing client staff areadequately prepared and supportingdocumentation is effective.

Tips and Techniques

This section discusses the primary techniques that may be helpful inconducting the Production phase. It also includes advice andcommentary on each process.

Adoption and Learning (AP)

The Effectiveness Assessment (AP.180) results from a businessperformance and organizational assessment that evaluates theorganization’s effectiveness with its new systems and compares it to theinitial readiness measurements. From the findings, new strategies aredefined to optimize the effectiveness of the organization.

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Production Migration (PM)

System maintenance falls into three major categories: routine, on-demand, and upgrade:

• Routine maintenance includes setting up and executing hot andcold backups, monitoring system performance, managingtablespace, archiving and purging data, and database tuning. Italso involves tracking updates to the production configuration,application setup, and application of patches.

• On-demand maintenance usually occurs in response to a userrequest and includes setting up users, maintaining user access,and correcting user and interface table data errors.

• Upgrade maintenance involves both minor and major upgrades.It may need to be evaluated in terms of organizational andstructural impact, particularly in the case of major upgrades.Minor upgrades are typically small changes or corrections tosystem functionality, or performance enhancements for aspecific process.

System refinement involves soliciting user feedback and acting onrequests relative to the implementation, production system, or support.These requests may involve adjusting application setups or profileoptions, tuning a report or form, or developing major customextensions. All enhancement requests should be logged, evaluated interms of impact to the system and/or organization, and testedthoroughly prior to implementing the changes in the productionenvironment.

Adapt the Module Design and Build (MD) and Business System Testing(TE) processes to support the design, development, and testing ofenhancements to the production system. Incorporate the updatedinformation into the Application Extension Strategy (MD.010), DesignStandards (MD.030), and Build Standards (MD.040), so that theyrepresent the standards for future enhancements. Define additionalstandards for tools that you may use for future enhancements.

It is strongly recommended that a separate shadow instance be createdand refreshed from the production instance to provide an environmentthat resembles the production configuration, but is safe for testingpatches, upgrades, and system refinements.

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7 - 12 Production AIM Method Handbook

Estimating

The table below indicates the typical percentage of effort required byeach task by role.

Production Ph

ase

Eff

ort

Ad

ult

Lea

rnin

g S

pec

ialis

t

Ap

plic

atio

n S

pec

ialis

t

Ass

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ent

Sp

ecia

list

Bu

sin

ess

An

alys

t

Bu

sin

ess

Lin

e M

anag

er

ID Task ALS AS ASSP BA BLM

Adoption and Learning 9%F.AP.180 Conduct Effectiveness Assessment 9% 0 40 0

F.AP.180 Conduct Effectiveness Assessment 30 40 0

Production Migration 50%F.PM.090 Measure System Performance 0%

F.PM.100 Maintain System 50%

F.PM.110 Refine Production System 0% 20

F.PM.120 Decommission Former Systems 0%

F.PM.130 Propose Future Business Direction 0% 0 25

F.PM.140 Propose Future Technical Direction 0% 0

Project Management 40%PJM Manage Phase 31%

CONT Contingency 9%

100% - FastForward Task - Core Tasks - Optional Component of a Task - Client is 100% Responsible for this Task - Role % Adjusted for FastForward

Table 7-4 Production Phase Estimating

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Oracle Method Production 7 - 13

Clie

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Clie

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CE CPM CSM CS CMS DBA DD DV FC HSP ISM KU NA ODS PMD PM PS PSS QA QM SCM SMS SAD SA TAN TW TS TLS TR US UNAS

0 0 0 40 20 0 1000 0 0 30 0 0 100

40 40 20 1000 50 20 30 1000 20 15 25 20 1000 0 100 100

0 50 25 1000 0 20 40 40 100

Table 7-4 Production Phase Estimating (cont.)

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7 - 14 Production AIM Method Handbook

Scheduling Suggestions

The pace of the Production phase is somewhat relaxed compared to allother phases. Allocate whatever time is needed to achieve a stable andreliable production environment. Schedule tasks that require externalresources early since these resources may be leaving the project forgood.

Scheduling suggestions for Production follow:

Project Management (PJM)

Although budgetary concerns may be an issue, retain sufficientresources to complete the project in a quality manner.

Verify that you have completed the following activities:

• prepared the organization’s application support group to dealwith questions and initial system problems

• provided the appropriate applications and technicalarchitecture to support the system load

• facilitated preparation of support infrastructure mechanisms

• developed appropriate documentation for supportorganizations

• skilled users and provided them with effective documentation

Multiple deployments require multiple iterations of Production taskswhich may differ in significant ways. This will have a schedulingimpact.

Complexities that can affect scheduling are:

• “Mini” AIM phases and processes may be needed for eachdeployment unless the business functions operate exactly thesame at all sites.

• Procedural workarounds that address gaps may vary accordingto specific site requirements and could require adjustments tothe user learning events and user documentation.

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• New interface and data conversion requirements could exist forspecific deployments if legacy systems are not availablethroughout the company.

• Oracle Applications upgrades may be necessary during therollout period.

The implementation development project does not end when the teaminstalls the application system into production; the system should beevaluated, and users may have questions or issues to be resolved.Production prepares for these situations in an organized and systematicway. There is also an opportunity to plan future development efforts.

Adoption and Learning (AP)

The conducting of the Effectiveness Assessment (AP.180) is best doneafter the organization has had enough time to adjust to the new system,for example, from three to six months after production cutover.

Production Migration (PM)

After production cutover, new system maintenance and enhancementbegin. Some related considerations are:

• New technologies that were not available or out of scope at thebeginning of the implementation may now be considered.

• New products and applications may be investigated.

• Requested customizations that were out of scope for the initialimplementation may be addressed.

• Planning for the next release of Oracle Applications may begin.

These new opportunities should be identified, evaluated, and addressedwith the organization’s key stakeholders.

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Staffing

The diagram below illustrates the roles that are needed to staff eachprocess during Production. In some cases, the same person should beused to staff the same logical role found in different processes (sharedrole). In other cases, different people can be used to staff the same rolein different processes (unique role).

Production Organization

Pro jec t Management

Pro jec t Management Suppor t Team

Administ rat ive Assistant /Project Librar ian

Adopt ion and Learn ing (AP)

Adult Learning Special ist

Assessment Special ist

Business Analyst

P roduc t ion Migra t ion (PM)

Business Analyst

Communications Special ist

Organizational Dev. Special ist

Database Administrator

Network Administrator

System Administrator

System Architect

Technical Analyst

Figure 7-4 Production Phase Staffing

Staffing Suggestions

This section provides advice and comments on project organization forthe Production phase.

Project Management (PJM)

In addition to support and maintenance responsibilities, Productionrequires involvement from other members within the organization.Users must be prepared to provide data on transaction volumes andresponse times. In addition, users may be asked to search for andreport as many problems as possible during the warranty period.

During Production, the project team is usually limited to developersand support personnel. Each team member has to maintain or supporta broad functional area and must be cross-skilled appropriately for thisresponsibility. In addition, time should be spent transferring theongoing jobs of support and maintenance to the users.

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The primary staffing challenges in Production are:

• retaining an appropriate number of team members to completethe project

• managing “virtual” staff in departments where minimal directcontrol of the resources exists (such as help desks andapplications support) and transferring the responsibilities tothese user groups

• managing staff during the rollout of a multi-phased deploymentwhen key personnel may not be available for the projectduration

Adoption and Learning (AP)

The staff involved in the Effectiveness Assessment (AP.180) should beable to tap into system implementation experiences of similar natureand into a solid background in organizational development andproductivity.

Production Migration (PM)

Key individuals from the organization’s management and the projectteam should be retained on the project to obtain project closure and toevaluate opportunities for the organization’s future direction.

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Quality Criteria

Use the following criteria to check the quality and completeness of thecore and optional tasks within the Production phase.

Core Tasks

� Has the organization’s effectiveness with its new systems beenevaluated against the initial readiness measurements?

� Has a system or process been implemented to maintain theProduction System (PM.080) and respond to users’ requests?

Optional Tasks

� Has the system performance of the post-production systembeen measured?

� Has feedback from the users been solicited and acted upon withregard to the implementation, Production System (PM.080), orsupport?

� Have the necessary legacy systems been decommissioned andrequired data backed up for future reference?

� Have business or technical opportunities been addressed withregard to the enterprise’s future direction?

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A P P E N D I X

A AIM Work

Breakdown

Structure

his appendix provides a listing of the work breakdown structure(WBS) for AIM.T

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How to Read the Work Breakdown Structure

Each WBS is composed of five elements: phases, activities, milestones,tasks and deliverables. Each element is indicated graphically, as shownin the following legend:

A Definition Phase

A.PL.PLAN Project Planning Activity

A.BP Business Process Architecture Activity/Process

A.BP.010 Define Business and Process Strategy Task

A.PL.END ♦ End Project Planning Milestone

Phases are indicated by large, bold type (row one above). Each phasehas an ID, which is a single letter indicating its sequence in thedevelopment approach.

Activities are indicated by medium-size bold type (row three above).Each activity has an ID which indicates the types of tasks andmilestones which it groups. PJM activities contain an activity ID thatindicates the category of tasks within the activity (row two above):

PLAN Planning tasks

CTRL Control tasks

COMP Completion tasks

Planning, control and completion tasks are part of the ProjectManagement Method (PJM). The middle part of the activity IDindicates process, for execution tasks, or repeats the category, for allother tasks.

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Milestones are indicated by small type, and are preceded by adiamond. Milestones indicate significant project events.

Tasks are indicated by small type. Each task ID on the WBS containsthe following:

<phase ID>.<process ID>.<sequence number>

Each task belongs to a process. You can look up task guidelines byprocess as follows:

Execution -- refer to appropriate process chapter inthe AIM Process and Task Reference.

BP Business Process Architecture

RD Business Requirements Definition

BR Business Requirements Mapping

TA Application and Technical Architecture

MD Module Design and Build

CV Data Conversion

DO Documentation

TE Business System Testing

PT Performance Testing

AP Adoption and Learning

PM Production Migration

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Project Management -- refer to PJM Process and TaskReference.

CR Control and Reporting

WM Work Management

RM Resource Management

QM Quality Management

CM Configuration Management

Deliverables are indicated with their corresponding tasks. You canfind guidelines on deliverable contents and format, by process, in eitherthis AIM Method Handbook, or the PJM Process and Task Reference, asshown above.

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AIM Approach Work Breakdown Structure

The following is a listing of the AIM work breakdown structure.

ID Task Name Deliverable

A DefinitionA.PL.PLAN Project Planning

A.PL.BEG ◆ Begin Project PlanningA.CR.010 Establish Scope, Objectives, and

ApproachScoping Project Management Plan [CR.010,initial]

A.CR.020 Define Control and ReportingStrategies, Standards and Procedures

Control and Reporting Strategies, Standards,and Procedures [initial]

A.CR.030 Establish Management Plans Project Management Plan [CR.010, initialcomplete]

A.WM.010 Define Work Management Strategies,Standards, and Procedures

WM Strategies, Standards and Procedures[initial]

A.WM.020 Establish Workplan Workplan [initial]A.WM.030 Establish Finance Plan Finance Plan [initial]A.RM.010 Define Resource Management

Strategies, Standards, and ProceduresResource Management Strategies, Standards,and Procedures [initial]

A.RM.020 Establish Staffing and OrganizationPlan

Staffing and Organization Plan [initial]

A.RM.025 Create Project Orientation Guide Project Orientation Guide [initial]A.RM.030 Implement Organization Prepared Organization [initial]A.RM.040 Establish Physical Resource Plan Physical Resource Plan [initial]A.RM.050 Establish Infrastructure Prepared Infrastructure [initial]A.QM.010 Define Quality Management Strategies,

Standards, and ProceduresQuality Management Strategies, Standards, andProcedures [initial]

A.CM.010 Define Configuration ManagementStrategies, Standards, and Procedures

Configuration Management Strategies,Standards, and Procedures [initial]

A.PL.END ◆ End Project PlanningA.BP Business Process Architecture

A.BP.BEG ◆ Start Definition Phase ExecutionA.BP.010 Define Business and Process Strategy Business and Process StrategyA.BP.020 Catalog and Analyze Potential Changes Change CatalogA.BP.030 Determine Data Gathering

RequirementsData Gathering Requirements

A.BP.040 Develop Current Process Model Current Process ModelA.BP.050 Review Leading Practices Leading Practices ReviewA.BP.060 Develop High-Level Process Vision High-Level Process Vision

A.BP.070 Develop High-Level Process Designs High-Level Process Designs

A.RD Business RequirementsDefinition

A.RD.010 Identify Current Financial andOperating Structure

Current Financial and Operating Structure

A.RD.020 Conduct Current Business Baseline Current Business Baseline

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ID Task Name DeliverableA.TA Application and Technical

ArchitectureA.TA.010 Define Architecture Requirements and

StrategyArchitecture Requirements and Strategy

A.TA.020 Identify Current Technical Architecture Current Technical Architecture Baseline

A.TA.030 Develop Preliminary ConceptualArchitecture

Preliminary Conceptual Architecture

A.MD Module Design and BuildA.MD.010 Define Application Extension Strategy Application Extension Strategy

A.CV Data ConversionA.CV.010 Define Data Conversion Requirements

and StrategyData Conversion Requirements and Strategy

A.DO DocumentationA.DO.010 Define Documentation Requirements

and StrategyDocumentation Requirements and Strategy

A.DO.020 Define Documentation Standards andProcedures

Documentation Standards and Procedures

A.DO.030 Prepare Glossary Glossary

A.TE Business System TestingA.TE.010 Define Testing Requirements and

StrategyTesting Requirements and Strategy

A.PT Performance TestingA.PT.010 Define Performance Testing Strategy Performance Testing Strategy

A.AP Adoption and LearningA.AP.010 Define Executive Project Strategy Executive Project Strategy

A.AP.020 Conduct Initial Project TeamOrientation

Oriented Project Team

A.AP.030 Develop Project Team Learning Plan Project Team Learning Plan

A.AP.040 Prepare Project Team LearningEnvironment

Project Team Learning Environment

A.AP.050 Conduct Project Team Learning Events Skilled Project Team

A.AP.060 Develop Business Unit Managers’Readiness Plan

Business Unit Managers’ Readiness Plan

A.AP.070 Develop Project Readiness Roadmap Project Readiness Roadmap

A.AP.080 Develop and Execute CommunicationCampaign

Communication Campaign

A.EX.END ◆ End Definition Phase ExecutionA.CT.CTRL Phase Control

A.CT.BEG ◆ Begin Phase ControlA.CT.SUM Phase ControlA.CT.RES Unallocated Reserve

A.CT.END ◆ End Phase ControlA.CO.COMP Phase Completion

A.CO.BEG ◆ Begin Phase CompletionA.CR.080 Secure Client Phase Acceptance Client Phase Acceptance

A.RM.080 Release Staff Released Staff

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ID Task Name DeliverableA.RM.090 Release Physical Resources Released Physical ResourcesA.QM.050 Perform Quality Assessment Quality ReportA.CM.060 Audit Key Deliverables Audited Phase Baseline

A.CO.END ◆ End Phase Completion

B Operations AnalysisB.PL.PLAN Phase Planning

B.PL.BEG ◆ Begin Phase PlanningB.PL.SUM Review and Revise Project PlansB.PL.END ◆ End Phase Planning

B.BP Business Process ArchitectureB.BP.BEG ◆ Start Operations Analysis Phase

ExecutionB.BP.080 Develop Future Process Model Future Process Model

B.RD Business RequirementsDefinition

B.RD.030 Establish Process and MappingSummary

Process and Mapping Summary

B.RD.040 Gather Business Volumes and Metrics Business Volumes and Metrics

B.RD.050 Gather Business Requirements Business Requirements Scenarios

B.RD.060 Determine Audit and ControlRequirements

Audit and Control Requirements

B.RD.070 Identify Business AvailabilityRequirements

Business Availability Requirements

B.RD.080 Identify Reporting and InformationAccess Requirements

Master Report Tracking List

B.BR Business Requirements MappingB.BR.010 Analyze High-Level Gaps High-Level Gap Analysis

B.BR.020 Prepare Mapping Environment Configured Mapping Environment

B.BR.030 Map Business Requirements Mapped Business Requirements

B.BR.040 Map Business Data Mapped Business Data

B.BR.050 Conduct Integration Fit Analysis Integration Fit Analysis

B.BR.060 Create Information Model Information Model

B.BR.070 Conduct Reporting Fit Analysis Master Report Tracking List

B.BR.080 Test Business Solutions Business Mapping Test Results

B.BR.090 Confirm Integrated Business Solutions Confirmed Business Solutions

B.TA Application and TechnicalArchitecture

B.TA.040 Define Application Architecture Application Architecture

B.TA.050 Define System Availability Strategy System Availability Strategy

B.TA.060 Define Reporting and InformationAccess Strategy

Reporting and Information Access Strategy

B.TA.070 Revise Conceptual Architecture Conceptual Architecture

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ID Task Name DeliverableB.MD Module Design and Build

B.MD.020 Define and Estimate ApplicationExtensions

Application Extension Definition and Estimates

B.DO DocumentationB.DO.040 Prepare Documentation Environment Documentation Environment

B.DO.050 Produce Documentation Prototypesand Templates

Documentation Prototypes and Templates

B.PT Performance TestingB.PT.020 Identify Performance Test Scenarios Performance Test Scenarios

B.PT.030 Identify Performance Test TransactionModels

Performance Test Transaction Models

B.AP Adoption and LearningB.AP.090 Develop Managers’ Readiness Plan Managers’ Readiness Plan

B.PM Production MigrationB.PM.010 Define Transition Strategy Transition Strategy

B.EX.END ◆ End Operations Analysis PhaseExecution

B.CT.CTRL Phase ControlB.CT.BEG ◆ Begin Phase Control

B.CT.SUM Phase ControlB.CT.RES Unallocated Reserve

B.CT.END ◆ End Phase ControlB.CO.COMP Phase Completion

B.CO.BEG ◆ Begin Phase CompletionB.CR.080 Secure Client Phase Acceptance Client Phase Acceptance

B.RM.080 Release Staff Released Staff

B.RM.090 Release Physical Resources Released Physical ResourcesB.QM.050 Perform Quality Assessment Quality ReportB.CM.060 Audit Key Deliverables Audited Phase Baseline

B.CO.END ◆ End Phase Completion

C Solution DesignC.PL.PLAN Phase Planning

C.PL.BEG ◆ Begin Phase PlanningC.PL.SUM Review and Revise Project PlansC.PL.END ◆ End Phase Planning

C.BP Business Process ArchitectureC.BP.BEG ◆ Start Solution Design Phase ExecutionC.BP.090 Document Business Procedures Business Procedure Documentation

C.BR Business Requirements MappingC.BR.100 Define Application Setups Application Setup Documents

C.BR.110 Design Security Profiles Security Profiles

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ID Task Name DeliverableC.TA Application and Technical

ArchitectureC.TA.080 Define Application Security

ArchitectureApplication Security Architecture

C.MD Module Design and BuildC.MD.030 Define Design Standards Design Standards

C.MD.040 Define Build Standards Build Standards

C.MD.050 Create Application ExtensionsFunctional Design

Application Extensions Functional Design

C.MD.060 Design Database Extensions Database Extensions Design

C.MD.070 Create Application ExtensionsTechnical Design

Application Extensions Technical Design

C.MD.080 Review Functional and TechnicalDesigns

Approved Designs

C.CV Data ConversionC.CV.020 Define Conversion Standards Conversion Standards

C.CV.030 Prepare Conversion Environment Conversion Environment

C.CV.040 Perform Conversion Data Mapping Conversion Data Mapping

C.CV.050 Define Manual Conversion Procedures Manual Conversion Procedures

C.CV.060 Design Conversion Programs Conversion Program Design

C.CV.070 Prepare Conversion Test Plans Conversion Test Plans

C.TE Business System TestingC.TE.020 Develop Unit Test Script Unit Test Script

C.TE.030 Develop Link Test Script Link Test Script

C.TE.040 Develop System Test Script System Test Script

C.TE.050 Develop Systems Integration TestScript

Systems Integration Test Script

C.PT Performance TestingC.PT.040 Create Performance Test Scripts Performance Test Scripts

C.PT.050 Design Performance Test TransactionPrograms

Perform Test Transaction Program Designs

C.PT.060 Design Performance Test Data Performance Test Data Design

C.PT.070 Design Test Database Load Programs Performance Test Database Load ProgramDesigns

C.AP Adoption and LearningC.AP.100 Identify Business Process Impact on

OrganizationBusiness Process Organizational Impact

C.AP.110 Align Human Performance SupportSystems

Human Performance Support Systems

C.AP.120 Align Information Technology Groups Aligned IT Groups

C.AP.130 Conduct User Learning Needs Analysis User Learning Needs Analysis

C.AP.140 Develop User Learning Plan User Learning Plan

C.EX.END ◆ End Solution Design Phase Execution

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ID Task Name DeliverableC.CT.CTRL Phase Control

C.CT.BEG ◆ Begin Phase ControlC.CT.SUM Phase ControlC.CT.RES Unallocated Reserve

C.CT.END ◆ End Phase ControlC.CO.COMP Phase Completion

C.CO.BEG ◆ Begin Phase CompletionC.CR.080 Secure Client Phase Acceptance Client Phase Acceptance

C.RM.080 Release Staff Released Staff

C.RM.090 Release Physical Resources Released Physical ResourcesC.QM.050 Perform Quality Assessment Quality ReportC.CM.060 Audit Key Deliverables Audited Phase Baseline

C.CO.END ◆ End Phase Completion

D BuildD.PL.PLAN Phase Planning

D.PL.BEG ◆ Begin Phase PlanningD.PL.SUM Review and Revise Project PlansD.PL.END ◆ End Phase Planning

D.TA Application and TechnicalArchitecture

D.TA.BEG ◆ Start Build Phase ExecutionD.TA.090 Define Application and Database

Server ArchitectureApplication and Database Server Architecture

D.TA.100 Define and Propose ArchitectureSubsystems

Architecture Subsystems Proposal

D.TA.110 Define System Capacity Plan System Capacity Plan

D.TA.120 Define Platform and NetworkArchitecture

Platform and Network Architecture

D.TA.130 Define Application Deployment Plan Application Deployment Plan

D.TA.140 Assess Performance Risks Performance Risk Assessment

D.TA.150 Define System Management Procedures System Management Procedures

D.MD Module Design and BuildD.MD.090 Prepare Development Environment Development Environment

D.MD.100 Create Database Extensions Custom Database Extensions

D.MD.110 Create Application Extension Modules Module Source Code

D.MD.120 Create Installation Routines Installation Routines

D.CV Data ConversionD.CV.080 Develop Conversion Programs Conversion Programs

D.CV.090 Perform Conversion Unit Tests Unit-Tested Conversion Programs

D.CV.100 Perform Conversion Business ObjectTests

Bus Object-Tested Conversion Programs

D.CV.110 Perform Conversion Validation Tests Valid-Tested Conversion Programs

D.DO DocumentationD.DO.060 Publish User Reference Manual User Reference Manual

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ID Task Name DeliverableD.DO.070 Publish User Guide User Guide

D.DO.080 Publish Technical Reference Manual Technical Reference Manual

D.DO.090 Publish System Management Guide System Management Guide

D.TE Business System TestingD.TE.060 Prepare Testing Environments Testing Environments

D.TE.070 Perform Unit Test Unit-Tested Modules

D.TE.080 Perform Link Test Link-Tested Modules

D.TE.090 Perform Installation Test Tested Installation Routines

D.TE.100 Prepare Key Users for Testing Prepared Key Users

D.TE.110 Perform System Test System-Tested Applications

D.TE.120 Perform Systems Integration Test Integration-Tested System

D.PT Performance TestingD.PT.080 Create Performance Test Transaction

ProgramsPerformance Test Transaction Programs

D.PT.090 Create Test Database Load Programs Performance Test Database Load Programs

D.PT.100 Construct Performance Test Database Performance Test Database

D.PT.110 Prepare Performance Test Environment Performance Test Environment

D.PT.120 Execute Performance Test Performance Test Results

D.PT.130 Create Performance Test Report Performance Test Report

D.AP Adoption and LearningD.AP.150 Develop User Learningware User Learningware

D.AP.160 Prepare User Learning Environment User Learning Environment

D.PM Production MigrationD.PM.020 Design Production Support

InfrastructureProduction Support Infrastructure Design

D.PM.030 Develop Transition and ContingencyPlan

Transition and Contingency Plan

D.EX.END ◆ End Build Phase ExecutionD.CT.CTRL Phase Control

D.CT.BEG ◆ Begin Phase ControlD.CT.SUM Phase ControlD.CT.RES Unallocated Reserve

D.CT.END ◆ End Phase ControlD.CO.COMP Phase Completion

D.CO.BEG ◆ Begin Phase CompletionD.CR.080 Secure Client Phase Acceptance Client Phase Acceptance

D.RM.080 Release Staff Released Staff

D.RM.090 Release Physical Resources Released Physical ResourcesD.QM.050 Perform Quality Assessment Quality ReportD.CM.060 Audit Key Deliverables Audited Phase Baseline

D.CO.END ◆ End Phase Completion

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ID Task Name Deliverable

E TransitionE.PL.PLAN Phase Planning

E.PL.BEG ◆ Begin Phase PlanningE.PL.SUM Review and Revise Project PlansE.PL.END ◆ End Phase Planning

E.CV Data ConversionE.CV.BEG ◆ Start Transition Phase ExecutionE.CV.120 Install Conversion Programs Installed Conversion Programs

E.CV.130 Convert and Verify Data Converted and Verified Data

E.TE Business System TestingE.TE.130 Perform Acceptance Test Acceptance Test Results

E.AP Adoption and LearningE.AP.170 Conduct User Learning Events Skilled Users

E.PM Production MigrationE.PM.040 Prepare Production Environment Production Environment

E.PM.050 Set Up Applications Configured Applications

E.PM.060 Implement Production SupportInfrastructure

Production Support Infrastructure

E.PM.070 Verify Production Readiness Production-Ready System

E.PM.080 Begin Production Production System

E.EX.END ◆ End Transition Phase ExecutionE.CT.CTRL Phase Control

E.CT.BEG ◆ Begin Phase ControlE.CT.SUM Phase ControlE.CT.RES Unallocated Reserve

E.CT.END ◆ End Phase ControlE.CO.COMP Phase Completion

E.CO.BEG ◆ Begin Phase CompletionE.CR.080 Secure Client Phase Acceptance Client Phase Acceptance

E.RM.080 Release Staff Released Staff

E.RM.090 Release Physical Resources Released Physical ResourcesE.QM.050 Perform Quality Assessment Quality ReportE.CM.060 Audit Key Deliverables Audited Phase Baseline

E.CO.END ◆ End Phase Completion

F ProductionF.PL.PLAN Phase Planning

F.PL.BEG ◆ Begin Phase PlanningF.PL.SUM Review and Revise Project PlansF.PL.END ◆ End Phase Planning

F.AP Adoption and LearningF.AP.BEG ◆ Start Production Phase ExecutionF.AP.180 Conduct Effectiveness Assessment Effectiveness Assessment

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ID Task Name DeliverableF.PM Production Migration

F.PM.090 Measure System Performance System Performance Assessment

F.PM.100 Maintain System Maintained Prod Environment

F.PM.110 Refine Production System Refined Prod Environment

F.PM.120 Decommission Former Systems Decommissioned Systems

F.PM.130 Propose Future Business Direction Business Direction Recommendations

F.PM.140 Propose Future Technical Direction Technical Direction Recommendations

F.EX.END ◆ End Production Phase ExecutionF.CT.CTRL Phase Control

F.CT.BEG ◆ Begin Phase ControlF.CT.SUM Phase ControlF.CT.RES Unallocated Reserve

F.CT.END ◆ End Phase ControlF.CO.COMP Project Completion

F.CO.BEG ◆ Begin Project CompletionF.CR.080 Secure Client Phase Acceptance Client Phase Acceptance

F.RM.080 Release Staff Released Staff

F.RM.090 Release Physical Resources Released Physical Resources

F.QM.050 Perform Quality Assessment Quality Report

F.CM.060 Audit Key Deliverables Audited Phase Baseline

F.CM.070 Conclude Configuration Management CM Production Readiness

F.CO.END ◆ End Project Completion

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A P P E N D I X

B AIM Roles

his appendix gives a brief description of each role, highlighting themain responsibilities of the role.T

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Role Descriptions

Adult Learning Specialist

The adult learning specialist is an individual with expertise in theeducation of adult learners. This project role assists in custom trainingengagements by developing client-specific curriculum plans andinstructional designs.

Application Specialist

The application specialist provides knowledge and guidance regardingapplication functionality. This project role also supports and providesinterpretation for tools, templates and methods. FastForward projectsinclude an Oracle application specialist in each application included inthe engagement.

Assessment Specialist

The assessment specialist provides the client with expertise indeveloping and administering assessments. The assessment specialistassists the client in generating an assessment that is best suited to theunique needs of the client’s organization. This project role providesexpertise in the use of the Oracle Survey Tool. The assessment specialisthas an understanding of sampling techniques, survey development andadministration, and data analysis and reporting.

Bid Manager

The bid manager prepares the bid, negotiation, and award. This projectrole assists in the hand over of materials and information accumulatedduring the bid to the project manager at the start of the project.

Business Analyst

The business analyst should be familiar with the business area that thesystem covers and the terminology and practices.

The business analyst performs many activities that define the scope ofthe project. They examine the client’s business and define what thesystem should do. They obtain information from existingdocumentation, when available. The business analyst identifiesinterviewees who might be representative client staff, management, and

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technical support staff. The business analyst obtains information byconducting interviews, working sessions, and site visits. These analysisactivities determine the technical, interfacing, and operationalrequirements and constraints.

The business analyst must understand the business objectives andrequirements in order to document the analysis The business analystcreates the business models and business requirement scenarios, gathersand translates business functionality into object models, and models therequirements at the subsystem level, creating the most appropriateanalysis model level.

The business analyst conducts reviews of the findings with clientmanagement and the staff.

Business Line Manager

The business line manager participates in interviews and workingsessions providing information about business objectives and ways inwhich the units operate and respond to events in order to achieve thoseobjectives. The business line manager hosts site visits with staff in orderto collect information. Additionally, this project role is responsible forallocating staff time to provide detailed information about the day-to-day business.

Also, this project role describes problems the business unit faces andrequirements for the computer system.

The business line manager should review the content of the analysisdocumentation to make sure it accurately describes the business andrequirements.

The business line manager role should be filled by someone who willmanage one of the business units that uses the system.

Client Executive

The client executive participates in the strategic decisions regardingimplementation and project strategy and defines business performanceexpectations and metrics. The client executive also appoints steeringcommittee members and is involved in measurement of businessresults.

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Client Project Manager

The client project manager is responsible for the daily management ofthe client’s contractual commitments to the project. This project rolemust understand the client’s business objectives for the project to formthe basis for resolving problems, conflicts of interest, and makingcompromises.

The client project manager obtains physical resources such as spaceaccommodation, office equipment, computer equipment, and materials.The client project manager assists in the availability of users andendeavors to gain user commitment.

Additionally, this project role assists in the allocation of client time tothe project. The client project manager introduces the consulting staff tothe other client staff. This project role monitors the project’sperformance, progress against milestones, appropriateness of work,quality of work, and seeks to resolve any problems with work orrelationships between the development and business staff.

The client project manager assists in obtaining user review and signoffof deliverables. This role usually performs intermediate and phase-endacceptance.

Client Staff Member

The client staff member reports directly to either the project manager orclient project manager.

This project role may be responsible for technical support of the client’ssystems. The client staff member may provide information aboutexisting systems with which the new system is to interface or replace.This project role provides information about any IS standards withwhich the project must comply, supports the business’ softwaresystems, and takes over support of the system during production.

Finally, a client staff member may participate in training programs forthe system initially as consumers and later, possibly as providers.

Communications Specialist

The communications specialist assists the client in developing thecommunication model and standards for the project team, and thecommunication campaign to involve, inform and generate buy-in fromthe stakeholders throughout the client organization.

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This project role provides expertise in the selection of thecommunication channels that are most compatible with theorganization’s culture and the stakeholders’ preferred sources ofinformation. This project role’s expertise also drives the design of thecampaign in terms of key messages, timing, repetition, and feedbackmechanisms.

Configuration Management Specialist

The configuration management specialist with direction from the projectmanager plans, establishes, and controls the Configuration Managementprocess on the project, with these responsibilities:

• develops, documents, and implements ConfigurationManagement plans and procedures

• establishes project baselines and determines the content ofproject releases

• makes sure that no unauthorized changes are made to a projectbaseline

• enforces Configuration Management procedures across allproject processes

• establishes the Configuration Management Repository andassists in the adequate maintenance and protection againstdamage or loss

• recommends improvements, offers implementation advise andsupports the changes.

Database Administrator

The database administrator installs and configures database softwarefor the development environment; creates the various databasesrequired during the development life-cycle (for example, the datadictionary, unit testing, system testing, training); and maintainsdatabase access controls. Additionally, this project role providesconsultation on performance; monitors growth and fragmentation of thedevelopment database; and provides database backup and recovery.

Database Designer

The database designer produces the Logical and Physical DatabaseDesigns. This project role reviews the module designs to provideefficient access to the database.

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The database designer must understand how to translate applicationlogic into a System Data Model and have a thorough understanding ofthe System Data Model. The database designer is responsible forproducing the System Data Model, the Logical Database Design, andthe Physical Database Design.

The database designer reviews the application design to check databaseaccess efficiency. Additionally, an understanding of the technicalarchitecture and functionality of the system is required so that trade-offs in the design can be made where different functions placeconflicting requirements on the database. The database designer maymake design suggestions in order to mitigate conflicts between theapplication design and the technical requirements.

Developer

The developer understands the requirements from the business analysisand how to meet these requirements using the Technical Architectureand Data Model.

The developer produces application and module designs and generationof modules. This project role interfaces closely with the lead systemdeveloper to make sure the database design meets the datarequirements of the module functionality and module access dataefficiently. The developer may create the object structure, the databaseobject logic, and the test scripts for the database.

The developer also produces partition integration test plans andperforms testing of partitions and system. During the various testingactivities and the production phase, this project role diagnoses faultsand determines corrections.

Developers produce the initial versions of online help text, userreference, and technical reference documents.

Facilitator

The facilitator manages the workshop process and acts as the catalystfor preparation and communication. The facilitator creates the contextand not the content of the workshop. This project role has the specificresponsibilities of:

• agreeing on the scope of workshop with project manager

• planning the workshop

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• becoming familiar with the business area

• interviewing participants to verify their suitability and that anypre-work is complete

• facilitating the workshop to meet the objectives

• reviewing the workshop against the objectives

The facilitator runs mapping and process design sessions and keepsmomentum going. Finally, this project role may be responsible forworkshop activities, not just mapping and process design.

Human Performance Technologist

The human performance technologist understands the organizationaland motivational factors that influence the performance of users. Thisproject role brings expertise in the design of the optimal organization ofwork and project roles to maximize performance results of users.

This project role assists the client in the following activities:

• defining the new work flows and project roles that are derivedfrom the new business processes and procedures

• identifying the new competency profiles

• assessing the new performance support requirements

• developing the performance support systems and humanresource management protocol to meet the expectedorganizational performance

IS Manager

The IS manager directs the client information systems organizationwithin a business. The IS manager acts as a business line manager forthe staff in the IS organization. This project role is responsible for thetechnical infrastructure of a business; including decisions aboutpurchases, in-house development, and operational maintenance andsupport. The following information systems staff report directly orindirectly to the IS manager:

• application and technical architect

• technical analyst

• designer

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• technical (database, network, system) administrator

• operations staff

• support staff

The IS manager helps define the information systems strategy for acorporation and puts the strategy into practice through standards,policies, practices, and information systems selection processes.

The IS manager is responsible for operating the existing platformswithin a business. The IS manager participates in the verification andapproval of the final operating infrastructure management andarchitecture.

Key User

The key user participates in workshops and is empowered by theproject sponsor to refine and prioritize requirements. This project roleprovides information about their business objectives and the ways inwhich their units operate and respond to events in order to achievethose objectives. The key user describes the problems they face andrequirements for the computer system.

The key users write the initial user guide.

Network Administrator

The network administrator manages and administers the network. Thisincludes making sure that the network is correctly configured,configuring and maintaining the network environment, and monitoringthe performance of the network. The network administrator alsoacquires tools and establishes procedures to monitor networkcomponents to provide for sufficient capacity.

The network administrator provides network consultation and impactassessment to the project team. This project role provides informationon data communication solutions deployed throughout the enterpriseand makes decisions on network product acquisition andimplementation. This project role works with the development team todetermine and implement the network hardware requirements of theapplication. These requirements include designing and implementingcomponents such as cabling, terminals, bridges, and routes. Thenetwork administrator makes decisions regarding networkinfrastructure deployment. In addition, this project role consults with

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the development team to determine and implement any foreign hostaccess requirements.

Organizational Development Specialist

The organizational development specialist provides the client withexpertise in the human and organizational facets of change. Theorganizational development specialist develops the OrganizationalChange Management plan and facilitates an efficient, intelligenttransition to the technology-induced change.

Process Modeler

The process modeler specializes in modeling the client’s existingbusiness processes and capturing relevant process data.

Project Manager

The project manager represents the project to both the business and ISmanagement. This project role is ultimately held responsible for thesuccess or failure of the project. The project manager must understandthe project business objectives and have a clear vision of how to achievethose objectives. The project manager must resolve the conflict amongthe differing objectives of the various parties to the project.

The project manager primarily faces outwards from the project andhandles political conflicts and issues and makes sure they do notimpede the project.

The project manager agrees on the scope of the project with the client,makes sure the implementation remains within the agreed upon scope,and guards against scope creep. The project manager should reviewmajor deliverables — particularly those from the earlier phases of theproject.

The project manager is responsible for comparing the project planning,resourcing, monitoring, and reporting progress against the plan. Thisproject role obtains any physical resources required for the project,recruits staff, and, if necessary, dismisses staff. The project manager isresponsible for ensuring that activities are performed in accordancewith the Project Management Plan (Quality Plan).

Internal responsibilities of the project manager should be delegated tosubordinate team leaders, as documented in the project organizationplan.

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The project role of implementation project manager is used todistinguish between the two types of projects on a program: focus areaor program office and implementation. The responsibilities of theimplementation manager are the same as any project manager;however, the implementation project manager is also responsible for therollout of the baseline solution to the various implementation sites.

In contrast, the program office project manager manages projects taskedwith creating a common baseline solution for the implementationproject to roll out. Again, the responsibilities of this project role are thesame as any project manager.

Project Sponsor

The project sponsor controls the budget and finances the project. Thisproject role is usually a member of senior management. On large, cross-functional projects the project sponsor may be a board member. Thisproject role must have a clear understanding of the project objectives,particularly concerning delivery of the business benefits. The projectsponsor empowers the key users to refine and prioritize requirements.The project sponsor is the ultimate arbiter on conflicting businessrequirements and scope changes. The project sponsor makes sure theproject is delivered on time and within budget.

The project sponsor is responsible for ensuring other members of themanagement share commitment to the project. This project role mayprovide the resources, particularly staff time, required to make theproject a success. The project sponsor usually performs the finalapproval on the recommendation of the verification coordinator,internal auditor ,and data administrator.

Project Staff Member

The project staff member reports directly to either the project manageror client project manager.

This project role may be responsible for technical support of the client’ssystems. The project staff member may provide information aboutexisting systems with which the new system is to interface or replace.This project role provides information about any IS standards withwhich the project must comply, supports the business’ softwaresystems, and takes over support of the system during production.Finally, project staff members may participate in training programs forthe system initially as consumers and later, possibly as providers.

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Project Support Specialist

The project support specialist assists the project manager in the dailymanagement of the project by performing routine or repetitive tasks.On larger projects, this project role may be performed by a project officestaff.

Specific duties are delegated by the project manager but will normallyinclude some or all of the following:

• establishing and maintaining the Project Management Plan,project standards, and project procedures

• coordinating and executing effective phase management

• establishing and maintaining the Workplan and Finance Plan

• procuring staff or physical resources for the project

• monitoring and performing analysis of risks, issues, andproblems for trends requiring project manager corrective action

• performing coordination and communication functions withinthe project organization by preparing or maintaining reports,records, logs and other written communications

• collecting progress data from project leaders; and distributingproject calendars, meeting agendas

• recording and distributing minutes, decisions, and actions frommanagement meetings

• organizing the Project Library, assigning documents into thelibrary, and maintaining control of documents in the library

• orienting new project members to the project environment,policies and procedures

• coordinating with administrators in client and subcontractororganizations

• preparing project progress reports

• generating routine status information from project records

• maintaining information on project staff such as grade,qualifications, training, parent business unit or subcontractor,telephone and address, project assignment history, and otherpertinent information

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• establishing project baselines and determining the content ofproject releases

• establishing change control so that no unauthorized changes aremade to a project baseline

• developing, documenting, and implementing ConfigurationManagement plans and procedures, enforce ConfigurationManagement procedures across all project processes

• establishing the Configuration Management Repository andassist in the maintenance and protection against damage or loss

• verifying that the standards and procedures which have beendefined for the project in the Project Management Plan areimplemented

• verifying and tracking that quality reviews and quality auditsare conducted as required

For applications implementation projects, the project support specialistalso performs deliverable and template version management, gathersand checks out deliverables, assigns document names and records newdocuments into the library. This project role also provides some adviceregarding process integration, and provides deliverable status.

Quality Auditor

The quality auditor conducts quality audits of the project to include areview of the Project Management Plan. This project role should befilled by a project role independent of the project staff in the consultingorganization. The quality auditor needs training in the audit process.This project role prepares for, conducts, and reports on the quality auditor audits undertaken, following up on any actions raised.

Quality Manager

The quality manager, with guidance from the project manager, plansand prescribes all matters affecting quality of a project. This project rolemakes sure that the specific quality requirements defined in the contractand Project Management Plan are achieved. The quality manager alsomakes sure the standards and procedures which have been defined forthe project in the Project Management Plan are implemented andquality reviews and quality audits are conducted as required.

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Steering Committee Member

The steering committee guides the overall project review, adopts therecommendations, and provides sponsorship for implementing thechanges. The steering committee includes senior management and aconsulting director. Regular meetings should be held to reviewprogress and resolve outstanding issues.

The steering committee members are responsible for the programapproach buy-in, funding, issue resolution, and signoff.

Subject Matter Specialist

The subject matter specialist provides detail about the scope of theincrement. This project role works closely with the information analystto define the information requirements and provide valuable input forthe data access requirements and assists in the validation of the sourcesystem data. The subject matter specialist may provide user inputduring the design of the end-user layer and queries and reports. Theyare also involved in the tool evaluation and selection tasks. The subjectmatter specialist may support the training and user acceptance activitiesand should provide client support for other users.

The subject matter specialist may have a broad knowledge of thecurrent state of the computer industry and emerging trends andstandards. This project role may be responsible for creating a library ofindustry standards for a project.

System Administrator

The system administrator is responsible for administering adevelopment system. This project role’s responsibilities includeensuring hardware is correctly configured; installing, configuring, andmaintaining operating and development software; and ensuring dailybackups of the system are performed. The system administratordesigns and maintains the system’s security; for example, establishingsystem accounts.

The system administrator provides first-line support for developmentsystem problems and makes sure faults are quickly rectified. Thisproject role may perform the set-up and initial maintenance of aproduction system or advise the client’s operational staff on these tasks.The system administrator works with the project team to optimizesystem performance.

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System Architect

The system architect defines the system and technical architecturesincluding the major software components of the system, interfaces, andhardware configuration and software foundation.

The system architect is generally the senior or lead technical designer onthe project. This project role must understand the business andtechnical requirements for the system.

The system architect establishes the application architecture of a newlyimplemented system. In order to accomplish this, the applicationarchitect translates the future vision of the business into an applicationand data deployment strategy. This strategy includes decisions aboutcentralizing or decentralizing business data and processing;identification of interface points and specific requirements for datatransfer and synchronization across the business; critical setup ofapplications to support the business process mapping; strategies tosupport the reporting needs of the business; and other less generalrequirements that may impact the architecture such as multilingualrequirements. The systems architect provides input to more detailedtechnical design efforts such as interfaces and custom components, topromote compatibility with the overall applications architecture.

The system architect oversees the application architecture activities.This project role reviews and approves the data deployment strategyand decisions. This project role works very closely with the technicalarchitect to make sure the physical layers of the architecture areconsistent with, and fully support, the business and informationsystems vision for the corporation. This synergism may extend all theway from scoping and planning the project through to the finalarchitecture deliverables and client review.

The system architect also produces and maintains the Capacity Plan andreviews all aspects of the design to make sure it performs within anycapacity constraints. This project role also performs any benchmarkingexercises required to measure the performance of hardware or software.Often, on smaller projects, this project role is undertaken by the staffperforming the system architect project role. On projects developinglarge systems, this project role is likely to be filled by a separate projectrole who has the specialized skills required for systems sizing andcapacity prediction.

The system architect is responsible for architecting the physicalcomponents of the database, hardware, and network in support of theapplication architecture strategic technical architecture and the

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increment technical architecture. In order to accomplish this, the systemarchitect needs to design the detailed database, hardware, and networkarchitecture to support the application architecture and deploymentstrategy. This includes decisions about the physical distribution ofprocessing across client and server machines, capacity planning of thetechnical infrastructure, detailed design of the layout of databases, andidentification and advisement about performance risks. The systemarchitect oversees detailed technical work on interface, system, dataacquisition, data access, and metadata design to make sure the detailedwork is consistent with the overall technical architecture.

Technical Analyst

The technical analyst poses solutions and technical assumptions anddevelops data profiles in support of testing.

Technical Writer

The technical writer becomes familiar with the business and technicalrequirements of the system and how the architecture, design, andmodules achieve those objectives. The technical writer specifies,produces, and edits the user, technical, and operational documentation.This project role provides skills in language and presentation.

Tester

The tester develops and executes test script. Testers make sure testscripts are reviewed by the appropriate business analysts prior to testexecution. This project role records test results during testing activitiesand documents test faults in the problem log. Testers update testscripts due to approved change requests or software faults that werenot anticipated in the original development. When problems areresolved after re-testing, testers update the problem log.

Tool Specialist

The tool specialist provides knowledge and guidance regarding specifictool functionality. This project role also supports and providesinterpretation for the tool capabilities and customization and design ofthe end-user layer.

Trainer

The trainer defines the training requirements, prepares a training plan,produces training material, and delivers courses.

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The trainer is responsible for working with the client to develop anddeliver the necessary project team training during a FastForwardproject. Within the scope of a FastForward project this resource is notresponsible for developing or delivering the end-user training.

An external trainer may be needed to assist the key users in training endusers.

User

The user is a member of the client’s staff who actually uses theproduction system. This project role acts as a consumer of the trainingprogram and reports problems about the production system. The usersare involved in testing in the later stages of development and assist thekey users in performing the pre-production validation.

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Glossary

24x7 A period or window of service availabilitythat covers 24 hours day, seven days a week.

3GL see THIRD-GENERATION PROGRAMMING

LANGUAGE.

4GL see FOURTH-GENERATION PROGRAMMING

LANGUAGE.

AABT see APPLIED BUSINESS TECHNOLOGY.

Acceptance The approval, typically by a clientor user, of a project deliverable.

Access Control The ability to manage whichusers or groups of users may have the privilegeto retrieve, create, update, or delete data held ina repository, such as a relational database.

Activation A logical event corresponding tothe enabling of one high level business functionat one site for one business unit. Eachactivation represents a discrete unit of workthat we can predict and measure.

Actuals Information gathered during a projectconcerning the actual amount of time, financesor resources expended on a task.

Administration Server The machine fromwhich a user, typically an administrator, runsprograms that maintain and update an OracleApplications database. For example,AutoInstall and AutoPatch are both run on thismachine to install, upgrade, or update thedatabase, which may reside on another machine(the database server).

Advocate An individual who supports theproject within the client environment, withoutbeing involved in the project’s implementation.An advocate may be a formal or informal leaderwithin the organization.

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Agent A generic term for a party which isresponsible for the execution and completion ofa process step. An agent may be anorganizational unit, a functional unit, a businesssystem, an employee role, an external system,or an external party such as a customer orsupplier.

Agent Channel A horizontal division on aprocess flow diagram that indicates whichagent performs which particular functionswithin the process being modeled.

AIM see APPLICATION IMPLEMENTATION

METHOD.

Adragogy The field of adult-centered learning.

Applet A Java program that is downloaded toa desktop client from a web server, and runwithin a Java-enabled web browser orappletviewer.

Appletviewer A program that runs a Javaapplet or application.

Application A collection of program modulesthat work together to support a set of relatedbusiness functions; see also MODULE.

Application Extension A collective termreferring to any of several custom programapproaches to a business requirement that is notsatisfied by Oracle Applications, includingmodification of base Oracle Application code,custom extensions or configurable extensions;see also CUSTOMIZATION.

Application Servers Machines that reside in amiddle tier, between desktop clients and a high-end, or back-end, tier. Desktop clients sendtheir requests to application servers, whichprocess the request by sending it to anotherserver, such as the database server. In thismanner, the desktop clients never connectdirectly to the database server. The formsserver and web server are types of applicationservers; see also TIER.

Application Environment (Oracle) A completeapplication installation along with other utilitiesused for business mapping, design, build,testing, or training. Usually, an applicationenvironment includes setups and test data tosupport business modeling, and proceduresexist to recover to controlled starting pointsafter sessions are complete.

Application Fit A recorded match betweensome aspect of a business requirement and thecapability or features of the application systemthat satisfies the requirement.

Application Functional Configuration (Oracle)The definition of key architectural setupparameters in an application instance orproduct group to reflect the financial andoperating environment of the businessorganizations that transact within thatapplication instance or product group.

Application Gap A recorded variance betweensome aspect of a business requirement and thecapability or features of the application systemthat are necessary to satisfy the requirement.

Application Implementation Method (AIM) Amethod that comprises a flexible approach forimplementing Oracle Applications.

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Application Instance A unique set ofapplication tables and processes. Note that twoinstances of the same version of an applicationmay share one set of program modules but theywill not share the same set of application tables.

Application Interface A mechanism used totransfer data between applications. A data flowbetween applications is always implemented asa set of one or more application interfaces; seealso NEAR REAL-TIME INTERFACE and REAL-TIME

INTERFACE.

Application Process An indication of thesequential execution of a series of systemfunctions, possibly including manual functionsas well; see also MANUAL FUNCTION, SYSTEM

FUNCTION, and SYSTEM PROCESS.

Application System An automated collectionof business functions, entities, modules,technology platforms, and documentation thatperforms a specified set of business functions;see also BUSINESS SYSTEM, MODULE, PLANNED

RESPONSE SYSTEM, and SYSTEM FUNCTION.

Applications Distributed Interface (Oracle)An interface between similar or dissimilarOracle Applications products that have datastored in multiple separate databases. Thedatabases may or may not be resident atmultiple sites (data centers). The corollary ofthis is that applications distributed interfacesmay exist at a single site.

Applications Interface (Oracle) An interfacebetween similar or dissimilar OracleApplication products that have data stored inthe same database. The interface may or maynot be supported within the standard packageproducts.

Applied Business Technology (ABT) Acompany that manufactures tools to profile,estimate, and plan projects. Oracle Services hasa global licensing agreement with ABT. OracleMethod makes use of Project Workbench,Methods Architect, and Project Bridge Modeleras its worldwide methods and projectmanagement software standard; see alsoPROJECT BRIDGE MODELER and PROJECT

WORKBENCH.

Approach A variation or subset of a method,packaged in order to efficiently support thedelivery of a service; see also TECHNIQUE.

Arm’s Length Transaction An inter-companytransaction that is treated as a third partytransaction.

Assessment The process of determining thevalue, extent, or significance of pre-determinedtopics for investigation. Methods may includesurveys (questionnaires, interviews),observation, testing, and content analysis.

Attribute 1. Any detail that serves to qualify,identify, classify, quantify, or express the stateof an entity; any description of a thing ofsignificance. 2. A database object that links orrelates the values of two dimensions. Forexample, you might define an attribute thatrelates the Sales District dimension to theRegion dimension so that you can select datafor sales districts according to region.

Audience A group of information recipientswho possess similar communication andorganizational attributes, e.g. content needs,communication styles, work emphases, etc. In acommunication intervention, the audience is notpassive, in that it shares the work of the projectthrough tow-way communication and directinvolvement in the design and implementationof the project process.

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AutoText Entry Microsoft Word allows you tostore frequently used text, graphics, and otheritems and quickly insert them into documents.These stored items are referred to as AutoTextentries. If you store text and graphics asAutoText entries, you can retrieve them byclicking a button, typing a few keystrokes, orchoosing a command. Components of theDeliverable Templates are stored as AutoTextentries in global templates used to storeboilerplate text; see also BOILERPLATE TEXT.

BBackground Process A non-interactive processthat runs in an operating system environmentand performs a task.

Backup and Recovery Strategy A storage andrecovery strategy that protects against businessinformation loss resulting from hardware,software, or network faults.

Bandwidth The amount of data that can besent through a network connection, measuredin bits per second (BPS). The speed and capacityof a network depend on both bandwidth andlatency; see also LATENCY.

Base Language The language used for seeddata of products that do not support multiplelanguages. (Multiple language productsinclude FND, AK, AS, AX, and AZ).

Baseline 1. A starting point or conditionagainst which future changes are measured.2. A named set of object versions which fixes aconfiguration at a particular point in time. Abaseline normally represents a milestone or keydeliverable of a project; see also CURRENT

BUSINESS BASELINE.

Bid and Proposal Management (BPM)Specifies the process, tasks, responsibilities, anddeliverables regarding how businessopportunities are qualified and responded to,eventually leading to the issue of an authorizedbid to a client.

Billable Project Expenses The project expensesthat are billable to a client; see also PROJECT

EXPENSES.

Billable Utilization The utilization that isbillable to a client; see also UTILIZATION.

Black Box Test A test of all or part of anapplication system based upon fulfillingbusiness requirements or meeting functionalspecifications. A black box test does not requirean understanding of the actual code under test.A system test is usually a black box test.

Boilerplate Text Prewritten collection ofwords, sentences, headings, and formatting in atemplate that you can modify to suit a specificneed; see also AUTOTEXT ENTRY.

Bottom-Up Estimate A task-level estimatederived by calculating the estimating factorscritical to completion of each task; see alsoESTIMATING FACTOR.

BPM see BID AND PROPOSAL MANAGEMENT.

BPR see BUSINESS PROCESS REENGINEERING.

BRS see BUSINESS REQUIREMENTS SCENARIO.

Browser see WEB BROWSER.

Budget A plan for determining in advance theexpenditure of time, money, etc.

Business An enterprise, commercial entity, orfirm in either the private or public sector,concerned with providing products or servicesto satisfy customer requirements.

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Business Aim A statement of business intentmeasured subjectively; for example, to move upmarket, or to develop a sustainable level ofgrowth; usually strategic or tactical with a 3-5year horizon.

Business Area The set of business processeswithin the scope of a project.

Business Constraint Any external,management, or other factor that restricts abusiness or system development in terms ofresource availability, dependencies, timescales,or some other factor.

Business Data Mapping Verification that theunderlying table structures and attributes willsupport business processes.

Business Function Something an enterprisedoes, or needs to do, in order to achieve itsobjectives; see also APPLICATION SYSTEM,BUSINESS PROCESS, MANUAL FUNCTION, andSYSTEM FUNCTION.

Business Function Model A representation ofall the business functions within a definedscope. A wide range of techniques is availablefor modeling business functions; see alsoFUNCTION DECOMPOSITION and FUNCTION

HIERARCHY.

Business Goal A statement of business intent.

Business Location A uniquely identifiablegeographic location, site, or place from whichone or more business units may wholly orpartly operate.

Business Model A model or collection ofmodels representing the definition of keycomponents of a business. Components mayinclude models of processes, objectives,functions, and information; see also BUSINESS

PROCESS MODEL, ENTITY RELATIONSHIP DIAGRAM,and FUNCTION HIERARCHY.

Business Object A physical or logical object ofsignificance to a business; for example, a salesorder, department, assembly, item, balance, orinvoice. A business object is analogous to aclass in object-oriented terminology.

Business Objective Business conditions which,if met, will solve the business problemstatement. Well-defined objectives aremeasurable and often relate directly to businessprocesses and deliverables; see also PROBLEM

STATEMENT.

Business Organization Any part of a businesstreated for any purpose as a separate unitwithin the parent business organization; forexample, a department, division, or subsidiary;see also BUSINESS UNIT.

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Business Organization Type A classification ofa business organization into one of severalfunctional categories. Each businessorganization type has a distinct set of businessrequirements. All the business organizations ofa certain type will typically require similarapplications and system capabilities. A givensite may house one or more businessorganization types. Since businessorganizations may be related in a hierarchy, ahigh level business organization may becomposed of several business organizations ofdifferent types. For the purposes of applicationarchitecture analysis and design, it is generallyuseful to decompose the hierarchy of businessorganizations until it is composed of atomicorganization types; see also CUSTOMER SERVICE,DISTRIBUTION, FINANCE, HUMAN RESOURCES,INFORMATION SYSTEMS, MANUFACTURING,MARKETING, PLANNING, RESEARCH AND

DEVELOPMENT, and SALES.

Business Priority A statement of the level orurgency of important business needs.

Business Process The complete response that abusiness makes to an event. A business processentails the execution of a sequence of one ormore process steps. It has a clearly defineddeliverable or outcome. A Business Process isdefined by the business event that triggers theprocess, the inputs and outputs, all theoperational steps required to produce theoutput, the sequential relationship between theprocess steps, the business decisions that arepart of the event response, and the flow ofmaterial and/or information between processsteps; see also BUSINESS FUNCTION, BUSINESS

PROCESS MODEL, and EVENT RESPONSE.

Business Process Model The collection ofprocess flow diagrams that comprise thecomplete set of business processes within theapplication scope; see also PROCESS FLOW

DIAGRAM.

Business Process Reengineering (BPR) Theactivity by which an enterprise reexamines itsgoals and how it achieves them, followed by adisciplined approach of business processredesign. A method that supports this activity.

Business Requirement A formal statementthat describes application features necessary tosupport a business process step.

Business Requirements Mapping An activitythat describes the business requirements for abusiness process in business language,optionally compares the current solution for abusiness requirement to a proposed solutionand specifies details for the type and nature ofthe solution in a descriptive format. Thedeliverable can also be used as a record of keydecisions, or as a placeholder in anticipation ofadditional detailed design documentation.

Business Requirements Scenario (BRS) Aformal statement of the detailed businessrequirements for a business process, the sourceof these requirements, how these requirementswill be satisfied (either by the application,manual process steps, workarounds or otherapplication solutions), and what prototypingsteps must be taken to prove the designs.

Business Rule A rule under which anorganization operates. A policy or decision thatinfluences the process step.

Business Solution Testing A technique bywhich management agrees that businessrequirements will be satisfied if the applicationand other tools perform as specified by processdesigns.

Business System A combination of people andautomated applications organized to meet aparticular set of business objectives; see alsoAPPLICATION SYSTEM and PLANNED RESPONSE

SYSTEM.

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Business Unit Part of an organization treatedfor any purpose as a separate entity within theparent organization. Examples include adepartment or distribution center; see alsoBUSINESS ORGANIZATION.

Business View 1. A frequently used subset ofinformation, readily intelligible to users anddefined in business terms, derived fromdefinitions held in an entity model. It is basedon one entity and can encompass renamedattributes from the base entity or any otherentity. 2. A custom-tailored presentation of thedata in one or more tables. A business view canbe thought of as a "stored query."

CCartridge A software component that, whenlinked with other cartridges, forms a completesoftware solution. Cartridges are "wrappers"around a program. The program may bewritten in any programming language, such asC, C++, or Java. The wrapper enables theprogram to interface with other cartridges onthe same machine or across a network.Cartridges may be used in many places: theOracle ConText Cartridge is an example of adata cartridge (residing on the database tier),while the Oracle Forms Load BalancingCartridge is an example of an applicationcartridge (residing on the application tier).

Cascade Method Model of communication thatbegins at the top by having managers informtheir direct reports, who then inform theirdirect reports, etc. so that information cascadesdown the organizational hierarchy until allstakeholders have received the necessaryinformation. Effective in building commitmentand cooperation among stakeholders, as mostindividuals prefer to receive information fromtheir supervisors.

CASE see COMPUTER-AIDED SYSTEMS

ENGINEERING.

Case Method the presentation of real orfictional situations or problems to learners toanalyze, to discuss, and to recommend actionsto be taken. Used to develop critical thinkingskills and to gain new perceptions of conceptsand issues.

CASE Tools A set of integrated Computer-Aided Systems Engineering (CASE) andapplication development tools that assist insoftware development, for example, analyzingbusiness requirements, designing applications,generating application code, etc.

Certificate File A certificate file contains theidentity of a "trusted source" that the desktopclient uses to guarantee the authenticity of aJAR file. Information contained within thecertificate file allows the desktop client todecrypt the digital signature of a JAR file. If theidentity can be confirmed, the desktop clientassumes the JAR file is safe to download andexecute; see also DIGITAL SIGNATURE.

CDM see CUSTOM DEVELOPMENT METHOD.

Change A deviation from a currentlyestablished baseline.

Change Effort Any activity consciouslyundertaken by an enterprise, business unit, orindividual, that will result in critical change inone or more areas of the organization, forexample, new technology implementation; seealso ORGANIZATIONAL EFFORT.

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Change Management 1. The complete set ofprocesses employed on a project to make surethat changes are implemented in a visible,controlled and orderly fashion. 2. The activity,or set of activities, undertaken to governsystematically the effects of organizationalchange. 3. A Focus Area Group withinProgram Management that incorporates allnecessary Oracle Method processes to developan integrated approach to change as part of aProgram’s Baseline Solution. 4. Themanagement and control of organizationalchange, and its effects on staff, during a project.It includes key issues such as the impact ofchange on staff tasks, staff capabilities,retraining, cultural change and communicationbetween the project team and staff in theorganization.

Change Management Repository A system formaintaining configuration items. It providesother services such as version control, accesscontrol and information storage and retrievalwhich support the configuration managementprocess.

Change Readiness A measure of anorganization’s state of readiness to realizechange successfully; involves a consideration ofan organization’s high-impact leverage pointsfor change, as well as any change impediments.

Change Request 1. A request for a change tothe required behavior of a system, usually froma user as a result of reviewing current behavior.2. The mechanism by which a change isrequested, investigated, resolved andapproved; see also IMPACT ANALYSIS.

Character Set A set of encoded binary valuesthat represents the letters, numerals, andpunctuation marks of a language, or of a groupof languages that use similar written symbols.For example, the WE8ISO8859P1 character setcan be used by English and many otherlanguages that use a Latin-based alphabet andArabic numerals. Terminals and printershandle text data by converting these encodedvalues to characters. A character set may alsobe called a codeset.

Class 1. A class refers to the delivery trainingto students on a certain topic(s). Usually,training is provided regarding Oracleapplications such as bill of materials, work inprocess, etc. Training may also be providedregarding job policy and procedures, help deskoperations, etc. 2. A description of a set ofobjects that share the same attributes,operations, methods, relationships, andsemantics. A class may use a set of interfaces tospecify collections of operations it provides toits environment. (UML 1.1 Semantics)

Class Session A class session consists ofdelivering a class to a specific set of students ata particular place and time.

Client A general term for the computer in aclient/server configuration that requestsservices, data, or processing. The computersupplying the services, data, or processing isthe server.

Client/Server A type of technical architecturethat links many personal computers orworkstations (clients) to one or more largeprocessors (servers). Clients generally managethe user interface, possibly with some localdata. Servers usually manage multiple-accessdatabases, including ensuring data integrity andother invariants.

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Client/Server Configuration A configurationin which one or several servers performdatabase processing or other functions forapplications that are run on clients.

Coaching A technique of apprenticeshipwhereby the coach demonstrates and observeslearners as they try to complete tasks andprovides hints, help, and feedback as needed.

Codeset see CHARACTER SET.

Column A means of implementing an item ofdata within a table. It can be in character, date,or number format, and be optional ormandatory.

Common Business Function A businessfunction that appears in more than one place ina hierarchy.

Communication Agent An individual whoimplements a communication activity, such asa communication event, who acts as acommunication resource, information resourceor channel.

Communication Campaign A series ofactivities undertaken to achieve thecommunication objectives for a particularaudience.

Communication Event Those activities withinthe deployment of a communication campaignthat are discrete and time-bound, such as apresentation, launch of a kiosk, or videoconference.

Company A commercial business; see alsoBUSINESS.

Company Base Hardware Configuration Theactual hardware configuration that supports thecompany base configuration; see also COMPANY

BASELINE.

Company Baseline The Company Baseline isthe supported configuration of hardware,software, bug patches, modifications, operatingsystems, etc. that is part of a common set ofbusiness systems for the entire enterprise.There may be lower level of Company Baselinessuch as a Latin America Baseline that is a subsetof the Company Baseline.

Compensable Factors Aspects of a job thatcontribute to its level of compensation.

Competency Underlying and enduringcharacteristic of an individual that causes orpredicts effective or superior performance in ajob or activity.

Competency Model A set of underlying andenduring characteristics (such as skills andknowledge) of an individual that are requiredto perform a job effectively.

Completion Criteria Standards or rules whichdetermine completion of a task to an acceptablelevel of quality.

Computer-Aided Systems Engineering (CASE)The combination of graphical, dictionary,generator, project management, and othersoftware tools to assist computer developmentstaff engineer and maintain high-qualitysystems, within the framework of a structuredmethod.

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Computer-Based Training Instructionaltechnology with computer and softwareprograms for individualized learning. Theprograms are designed to interface with theuser in such a way as to simulate an encounterbetween a learning agent and a learner, forcomputer-assisted or -based learning; forexample, the programs are configured todeliver instruction and evaluate learnerprogress; may include mechanisms that adaptthe program to learner characteristics as theprogram progresses

Computer Network An interconnected groupof computers.

Conceptual Architecture A high level model ofan enterprise’s business application thatidentifies the organizational and geographicaldeployment of the most critical applicationsystems and the technology componentsrequired to support them. This model providesthe direction for the detailed enterprisetechnical architecture analysis. It should reflectthe vision of the client senior executivemanagement for the future direction of theinformation systems in the enterprise.

Concurrent Manager A process manager thatcoordinates the processes generated by users'requests to run various data-intensiveprograms. An Oracle Applications productgroup can have several concurrent managers.

Concurrent Process A task run by a concurrentmanager. A concurrent process runssimultaneously with interactive functions andother concurrent processes.

Concurrent Processing Server An OracleApplications server that runs time-consuming,non-interactive tasks in the background. Thisserver resides at the database tier of the internetcomputing architecture.

Concurrent Queue A list of concurrentrequests awaiting completion. Each concurrentmanager has its own queue of pendingrequests.

Concurrent Request A request issued to theconcurrent processing server when you submita non-interactive task, such as running a report.

Conference Room Pilot (CRP) A system test inan environment set up to simulate the futureproduction environment.

Configuration A named set of configurationitems. Configurations are used to hierarchicallyorganize configuration items in order tofacilitate their management; see alsoCONFIGURATION ITEM.

Configuration Change The implementation ofone or more change requests which leaves theconfiguration in an internally consistent state;see also IMPACT ANALYSIS.

Configuration Item A deliverable ordeliverable component which is placed underconfiguration management.

Configuration Management The process ofmanaging hardware, software, data, and anyother documentation needed during thedevelopment, testing, and implementation ofinformation systems.

Congruence Model Organization model, basedon open systems theory, that stresses theinterdependence between systems and theripple effect of inputs across systems. Viewsstrategy as driven by organization context(inputs) -- company history, resources, thefirm’s environment, that require organizationaltransformation to maintain correspondence orbalance between the interrelated systems.

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Constraint see BUSINESS CONSTRAINT andBUSINESS RULE.

Consulting Grade Level A grade levelassigned to Oracle Services consultingresources used to calculate the cost of aresource’s labor; 1-Administrative Assistant to10-Regional Vice President.

Context Diagram A high-level diagram,indicating the major functional components andmajor internal and external interdependenciesof a system.

Contingency Work effort allotted in aworkplan for all unforeseen but possibleoccurrences of additional work.

Contribution Margin see MARGIN AMOUNT andMARGIN PERCENTAGE.

Controlled Document A document whichconstitutes or represents a project deliverablefor approval internally or by the client, and issubject to change control.

Controls Environmental information thataffects what is possible; constraints or limits.

Conversion Execution An example of aConversion Execution would be where openorders are converted from a legacy system toOracle Order Entry in one region on a givendate. Other regions may go live with OrderEntry on a different date requiring other orderentry Conversion Executions.

Conversion Fit Analysis A formal statement ofsubsystems and entities converted into the newapplications database.

Core Tasks. The minimum set of tasksnecessary to complete an Oracle Applicationsimplementation or migration project.

Core Business Process A major, driver processthat affects or influences business objectives.The set of business processes identified inassociation with the objectives represent the“core processes” of the business area.

Corporate Repository Location of a collectionof documentation, customizations,modifications, or enhancements designed toalleviate the recreation of successfullycompleted work.

Corporation A group of businesses acting aspart of a single legal entity.

Cost The amount allotted or spent to acquire,deliver or produce anything, for example, thecost of labor to deliver consulting services, theamount spent on incidental costs to deliverconsulting services, the amount spent onhardware, software, etc.

CPM see CRITICAL PATH METHOD NETWORK.

CPU Support Identification (CSI) A numberassigned to each Oracle customer. The numberis required in order to use the Support hotlineor RTSS. Associated with the CSI number is theclient’s name, RDBMS version, supportedproducts, operating system, telephone, areacode, and Technical contracts.

Critical Path Method (CPM) Network Anetwork diagram that shows tasks, theirdependency links, and their critical path.

Critical Success Factor (CSF) A business event,dependency, product, or other factor that, if notattained, would seriously impair the likelihoodof achieving a business objective.

CRP see CONFERENCE ROOM PILOT.

CSF see CRITICAL SUCCESS FACTOR.

CSI see CPU SUPPORT IDENTIFICATION.

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CT see CUSTOM TRAINING.

Current Business Baseline The set of businessprocess and function models representing thecurrent application system that supports thebusiness area; see also BUSINESS AREA, BUSINESS

PROCESS MODEL, and BUSINESS FUNCTION MODEL.

Custom Code Coding added to a packagedapplication or module generated by a CASEtool to implement functionality that theapplication or generator has not provided; seealso CUSTOM EXTENSIONS.

Custom Development Method (CDM) Astructured method for full life-cycle customdevelopment projects; see also LINE OF BUSINESS.

Custom Extensions Custom modules thatextend the functionality of packagedapplications without modifying the basefunctionality; see also CUSTOM CODE.

Custom Support System A custom-builtinformation system conceived, developed, andmanaged at the enterprise level. It provides aservice to one or more sites or business units.Such systems are designed to be generic,flexible, and independent of the particularservice sites. Examples of custom supportsystems are: enterprise data warehouses, dataregistry propagation systems, and distributedapplication data transport systems.

Custom Training (CT) An organizationalchange management area providingorganizations with training programs designedto meet specific training needs identifiedthrough a preliminary training needsassessment. Custom training seeks to re-skill awork force to optimize performance with newtechnology.

Customer Service The business organizationthat 1. manages returns and repairs of productsthat may or may not have been purchased fromthe enterprise originally; 2. responds tocustomer complaints about service or products;see also BUSINESS ORGANIZATION TYPE.

Customization A change made to the standardOracle software which implements a solution toa gap.

Cut-Over Transition to a new applicationsystem in a live, production mode of operation.

DData Cleansing The transformation of data inits current state to a pre-defined, standardizedformat using packaged software or programmodules.

Data Conversion The movement of data from alegacy system or application to a replacementapplication or subsystem.

Data Definition The specification of a dataelement to be maintained. The specificationincludes datatype, size, and rules aboutprocessing: for example, derivation, andvalidation; see also BUSINESS RULE.

Data Definition Language (DDL) A subset ofSQL used to create, alter, drop, and otherwisechange definitions of tables, views, and otherdatabase objects.

Data Dictionary 1. A part of a database thatholds definitions of data elements, such astables, columns, and views. 2. A set ofdatabase tables and views that containsadministrative information about users, datastorage, and privileges. It is created andmaintained automatically.

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Data Integration The movement of databetween two co-existing systems. Theinterfacing of this data may occur once everyhour, once a day, etc.

Data Integrity Testing Verification thatconverted data is accurate and functionscorrectly within a single subsystem orapplication.

Data Migration The movement of data fromone database to another database – but notnecessarily to a working application orsubsystem tables.

Data Model A representation of the specificinformation requirements of a business area; seealso ENTITY RELATIONSHIP MODEL.

Data Partitioning A technique to improveapplication performance or security by splittingtables across multiple locations.

Data Profile A description of the businessconditions that are needed to test theapplication system.

Data Registry The master copy of the dataassociated with a business object. Severaldatabases may share access to a common dataregistry to provide consistency and eliminateredundant entries across multiple applicationsand databases. An example of a data registrywould be a shared customer master. Allupdates and changes would be made to thecustomer master data registry and are thenpropagated to subscribing sites. All systemsrequiring customer information would interfacewith the customer data registry.

Data Registry Interface An interface thattransfers data registry data between similar ordissimilar applications.

Data Replication The copying of data to andfrom sites to improve local service responsetimes and availability; frequently employed aspart of a backup and recovery strategy.

Data Transfer The physical movement of databetween applications, perhaps across sites.

Data Transformation The process of redefiningdata based on some predefined rules. Thevalues are redefined based on a specific formulaor technique.

Data Translation The process of redefiningdata in a manner differing between its originalrepresentation and its final representation.

Database A collection of data, usually in theform of tables or files, under the control of adatabase management system. The term canalso refer to the software used to create, store,and manage this data-for example, theOracle9.5i Server.

Database Architecture The collectiveapplication and database instances thatcomprise the complete system.

Database Function A callable routine executedwithin a database server environment.

Database Index A mechanism to locate andaccess data within a database. An index mayquote one or more columns and be a means ofenforcing uniqueness on their values.

Database Instance One set of databasemanagement processes and an allocated area inmemory for managing those processes.Typically, a database instance is associated withone database. Note that a database instancemay process data for one or more applications.There is always a one-to-one correspondencebetween an ORACLE instance and a systemglobal area (SGA).

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Database Management System (DBMS) Asoftware environment that structures andmanipulates data, and provides data security,recovery, and integrity.

Database Object A logical entity created andstored in a database. Tables, views, synonyms,indexes, sequences, stored procedures, andtriggers are all examples of database objects.

Database Package An Oracle database objectcomprised of PL/SQL code allowing executionof code at the server based on specific events ortriggers.

Database Server A software server on whichthe database holding Oracle Applications dataresides. The database server processes SQLrequests from other machines, such as formsservers and concurrent processing servers. Thedatabase server executes on a hardwareplatform server.

Database Schema see ORACLE ID.

Database Space The amount of disk spaceused by a set of database objects.

Dataflow A named flow of informationbetween business functions, datastores, andexternal entities represented as an arrow on adataflow diagram; see also BUSINESS FUNCTION,DATASTORE, and EXTERNAL ENTITY.

Dataflow Diagram A diagram representing theuse of data by business functions; see alsoDATAFLOW, DATASTORE, EXTERNAL ENTITY, andPROCESS.

Dataflow Diagramming A technique forexpressing the significant dataflows of abusiness system.

Datastore A temporary or permanent storageconcept for logical data items used by specifiedbusiness functions and processes.

DB2 An SQL-based database managementsystem.

DDL see DATA DEFINITION LANGUAGE.

Decision A point in a process flow where thereis a choice of possible paths. The outcome ofthe decision determines which path the flowfollows.

Decision Point The diagrammaticrepresentation, on a process flow diagram, of adecision which results in the subsequentexecution of one of two or more alternativesequences of process steps. The decision isactually made during the execution of theprevious process step. The decision point isshown after that step for diagrammaticconvenience.

Decision Support System (DSS) Anapplication primarily used to consolidate,summarize, or transform transaction data tosupport analytical reporting and trend analysis.

Deliverable Something a project must producein order to meet its objectives. A deliverablemust be tangible and measurable.

Deliverable Component A part or section of adeliverable. A deliverable component may bethe output of a task step.

Deliverable Guideline A detailed descriptionof a deliverable that includes: detaileddescription, usage, audience, and distribution,format guidelines, control, template, andsamples; see also DELIVERABLE.

Deliverable Management The process ofmanaging the creation, review, modification,and distribution of deliverables provided to aclient. Software may be included as one of themanaged deliverables.

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Deliverable Template A tool designed to aidin production of a deliverable; a template thatgives the format and structure of a deliverable;see also DELIVERABLE.

Delivery Vehicle The mechanism forproducing or implementing something. Forexample, SQL* Forms is a vehicle to producecomputer programs.

Demonstration Product Group A productgroup that includes predefined transaction datafor Oracle Applications products. It is usedprimarily for system testing and user training.See also PRODUCT GROUP.

Dependency 1. An indication that one taskcannot begin until another task has ended, orprogressed to a certain specified level ofcompletion; see also PREDECESSOR andSUCCESSOR. 2. A relationship between twomodeling elements, in which a change to onemodeling element (the independent element)will affect the other modeling element. (UML1.1 Semantics)

Dependent Product An Applications productthat is not licensed, but whose files are sharedin part by a fully installed Applications product.A dependent product is also known as a sharedproduct.

Deployment The total set of activitiesassociated with the production implementationof a set of applications in specific location(s) at aparticular point in time.

Desktop Client A computer that sends userrequests to the forms server and handlesresponses such as screen updates, pop-up lists,graphical widgets, and cursor movements.

Detailed Deliverable A deliverable whosestructure originated from a high leveldeliverable, but that contains significantly moredetail; see also DELIVERABLE and HIGH-LEVEL

DELIVERABLE.

Development Life-Cycle A complete processof developing computer systems.

Digital Signature A means of guaranteeing theauthenticity of a program or collection of data,such as a JAR file. It is typically an encryptedmessage that contains the identity of the code'sauthor. See also certificate file.

Distributed Concurrent Processing SeePARALLEL CONCURRENT PROCESSING.

Distributed Directory Structure Applicationsproduct files installed in more than one filesystem (for example, when there is insufficientdisk space in a single file system for allApplications product files).

Distributed Database A database that isphysically located on more than one computerprocessor. It is connected via some form ofcommunications network. An essential featureof a true distributed database is that users orprograms work as if they had access to thewhole database locally.

Distributed Processing The ability to haveseveral computers working together in anetwork, where each processor runs differentactivities for a user, as required.

Distribution A high-level business functionresponsible for configuring the firmware partsof inventory, housing finished goods inventory(FGI), and shipping finished goods to customersor to internal sites; often synonymous with abusiness organization; see also BUSINESS

ORGANIZATION TYPE.

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Distribution Management Distributionmanagement is the process to manage therelease and distribution of software in acontrolled manner. This includes the kitting ofsoftware, documentation, patches and othercomponents. It involves initial releases andsubsequent patch tapes, upgrades and newreleases. It also includes providing theorganizational challenges of obtaining releaseapproval from the Company Baseline ReviewBoard (CBRB).

DSS see DECISION SUPPORT SYSTEM.

EEBF see ELEMENTARY BUSINESS FUNCTION.

EF see ESTIMATING FACTOR.

Effort The amount of work, measured inperson-hours, to perform a task.

Electronic Performance Support Systems Anintegrated electronic environment easilyaccessible by users and structured to provideimmediate, individualized, on-line access toinformation, software, guidance, advice,assistance, data, images, tools, assessments, andmonitoring systems to permit users to performtheir jobs with a minimum of support andintervention by others.

Electronic Performance Support Tool Softwaredesigned to improve employee productivity bysupplying immediate on-the-job access tointegrated information, learning opportunities,and expert consultation with scope andsequence controlled by the user.

Element A thing of significance about whichinformation is recorded; a component at themost useful, basic level.

Element Type Any element held in therepository is classified as a particular type.Examples of element type are entity, attribute,program module, process, table, diagram, andtext. Occurrences or instances of these arecalled elements.

Elementary Business Function (EBF) Abusiness function which if started, must eithercomplete successfully or, if it cannot completesuccessfully, must undo any effects that it hashad up to the point of failure. An elementarybusiness function changes a business’s datafrom one consistent state to another; see alsoFUNCTION HIERARCHY and COMPOSITE BUSINESS

FUNCTION.

End User see USER.

Enterprise A group of departments, divisions,or companies which make up an entirebusiness.

Enterprise Support Systems The set of allcomputer-based systems, documents, andprocedures used in support of businessenterprise operations.

Enterprise Technical Architecture (ETA) Aseries of rules, guidelines, and principles usedby an organization to direct the process ofacquiring, building, modifying, delivering, andintegrating Information Technology resourcesthroughout the enterprise. These resources caninclude equipment, software, businessprocessors, protocols, standards,methodologies, IT organizational structures andmore.

Entity A thing of significance, whether real orimagined, about which information needs to beknown or held. It is implemented in a databaseas one or more tables.

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Entity Integrity Rules The rules that specifyvalid values or combination of values forattributes of an entity. These may includeunique identifiers, domains, and multi-attributevalidation rules; see also BUSINESS RULE andREFERENTIAL INTEGRITY CONSTRAINT.

Entity Relationship Diagram (ERD) Adiagram that pictorially represents entities, therelationships between them and the attributesused to describe them; see also ATTRIBUTE,ENTITY, and RELATIONSHIP.

Entity Relationship Model A type of datamodel. Part of the business model that consistsof many Entity Relationship Diagrams; see alsoDATA MODEL.

Entity Test A detailed test of certain key dataelements of a business entity that is beingconverted or interfaced from one system toanother.

Environment File A command file that setsenvironment variables. Only servers runningUNIX or Open VMS use these files. WindowsNT servers use the Windows registry instead.

Environment Variable A variable maintainedby the UNIX shell that can be referenced by anyprogram running within the shell. Environmentvariables hold values used by many Oracleprograms and utilities. On Windows NT, astring consisting of environment information,such as a drive, path, or filename, associatedwith a symbolic name. Use the System optionin the Control Panel or the set command fromthe Windows NT command prompt to defineenvironment variables.

ERD see ENTITY RELATIONSHIP DIAGRAM.

Ergonomics The use of good design techniquesthat emphasize ease-of-use.

Estimate A preliminary calculation of the timeand cost of work to be undertaken. Theconstruct option calculates estimates usingbottom-up, percent adjustment, or top-downtechniques in Project Bridge Modeler; see alsoBOTTOM-UP ESTIMATE, PERCENT ADJUSTMENT

ESTIMATE, WORK ESTIMATE, and TOP-DOWN

ESTIMATE.

Estimated Function Point Count 7 FunctionPoints per System Entity + 5 Function Pointsper System Function.

Estimating Factor (EF) A metric that describesan important project characteristic, used toestimate either the amount of effort that projecttasks will take, or project risk or complexity.The best EFs are those that represent counts(number of users, objects); see also BOTTOM-UP

ESTIMATE.

Estimating Formula A formula that usesestimating factors to derive an estimate for atask.

Estimating Guideline Text which describes indetail how a task is estimated.

Estimating Model The combination ofestimating factors and estimating formulasnecessary to completely estimate a route.

ETA see ENTERPRISE TECHNICAL ARCHITECTURE.

Event 1. An occurrence in a business’senvironment to which that business mustrespond; see also BUSINESS SYSTEM and EVENT

RESPONSE. 2. An occurrence or happening ofsignificance to a task or program, such as thecompletion of an asynchronous input/outputoperation. 3. A transaction or other activitythat affects the records in a file.

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Event Mechanism A permissible way in whichan event is recognized. For instance, aCustomer Order may be entered into the systemif received by fax, phone, mailed-in purchaseorder or internet-facilitated, but not bymarkings on a scratch pad.

Event Response An event and the businessprocess which responds to that event; see alsoAPPLICATION SYSTEM, BUSINESS SYSTEM, andEVENT.

Executive Information System (EIS) Areporting application targeted for use byexecutives. Usually such applications haveextremely user-friendly, graphical interfaceswith a small local datastore derived fromconnection to a data warehouse. It is often usedsynonymously with decision support system.

Expense The amount of money allotted orspent to cover incidental costs (for example,travel and living) or the cost of something(hardware, software, etc.) to deliver consultingservices.

Export Utility An Oracle Database Serverutility used to write database data to operatingsystem files external to the database. These filescan then be used with the Import utility to readthe data back into the same database or into adifferent one.

Expense Reimbursement Expenses forreimbursement by the client either allotted orreceived.

Extension Enhancements to an OracleApplications system made to fit the needs of aspecific user community.

Extensibility (CASE Dictionary) It is oftenuseful to add new elements, properties, andassociations into the Dictionary. This isachieved by a facility known as userextensibility.

External Business Function A businessfunction that is outside the scope of theapplication system, that acts as a source orrecipient of dataflows.

External Entity An entity that is outside thescope of application system, that acts as asource or recipient of dataflows. An externalentity might be a person, a business unit,another application system, or any other thingthat might provide or receive information froma function within the application system; seealso ENTITY.

External Equity Measure of the fairness of ajob’s compensation when compared to the labormarket as a whole within the region, profession,or industry; see also INTERNAL EQUITY.

External Process Step A process step that isperformed by an agent outside the businessarea; see also INTERNAL PROCESS STEP andPROCESS STEP.

FFee A charge, compensation, or payment for aservice or product.

Feedback Response, including corrections,additions, and approval, elicited from users,stakeholders, sponsors, and others, to anydeliverable or deliverable component.

Feedback Session A meeting organized topresent work in progress in order to gainfeedback; see also FEEDBACK.

FH see FUNCTION HIERARCHY.

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Field A means of implementing an item of datawithin a file. It can be in character, date,number, or other format and be optional ormandatory.

File Transfer Protocol (FTP) The physicalmovement of data files between applications,often across sites.

Finance A high-level business function thathandles accounting and financial functions of acompany; for example, corporate, division, andsubsidiary headquarters; often synonymouswith a business organization; see also BUSINESS

ORGANIZATION TYPE.

Financial Organization A businessorganization that performs one or morefinancial business functions. The data issegregated for organizational management orsecurity. When mapped onto OracleApplications, a financial organization isrequired to have a defined set of books. Thisconcept is more general than the set of books. Itis replacing the set of books as the key financialapplication functional configuration parameterin releases of Oracle Applications starting with10.6.

Flexfield A user-definable field in an OracleApplication that is made up of segments. Eachsegment has a name you assign and a set ofvalid values.

Focus Area (Project) 1. A group of associatedOracle Method processes that produce programlevel deliverables during the Baseline SolutionDevelopment stage. 2. A scoped area of theclient organization with commonresponsibilities and information requirements.The focus area provides the scope forincremental development efforts and may bereferred to as the INCREMENT. The focus areacan overlap business functions or may reside ina specific business function.

Focus Group A small group selected toprovide opinions and responses to topics orissues presented in a group setting; anassessment technique.

Foreign Key One or more columns in arelational database table that implement amany-to-one relationship that the table inquestion has with another table or with itself.

Form 1. A program for viewing or enteringinformation. Normally it refers to a rectangulararea of the screen, which has the appearance ofa paper form, through which you can view ormanipulate information in a database. 2. Alogical collection of fields, regions, andgraphical components that appears on a singlescreen. Oracle Applications forms resemblepaper forms used to run a business. Data isentered by typing information into the form.

Formal Build Construction of an informationsystem by the well established steps of specify,code, test, and correct.

Format The type of data that an attribute orcolumn may represent; for example, character,date, number, sound, or image.

Forms Client A Java applet that runs on adesktop client and provides the user interfaceand interaction with a forms server.

Forms Metrics Server A machine that managesand distributes requests from forms clientsamong multiple forms servers; see also LOAD

BALANCING and METRICS SERVER.

Forms Server A type of application server thathosts the Oracle Forms Server engine. Itmediates between the desktop client and thedatabase, providing input screens to thedesktop client and creating or changingdatabase records based on user actions.

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Fourth-Generation Programming Language(4GL) A language that manipulates high-levelobjects, such as screen items and databasetables, by declaring what is to be done to themrather than procedurally describing how it is tobe done, as in 3GLs.

FPE see FUNCTION POINT ESTIMATE.

FTP see FILE TRANSFER PROTOCOL.

Function see BUSINESS FUNCTION, ELEMENTARY

BUSINESS FUNCTION, and SYSTEM FUNCTION.

Function Decomposition A technique formodeling business functions by decomposing asingle business function into a number of lowerlevel business functions, and then progressivelydecomposing these until the appropriate levelof detail is reached. Function decompositiongives rise to functions arranged in groups orhierarchies known as a business functionhierarchy; see also ELEMENTARY BUSINESS

FUNCTION, FUNCTION HIERARCHY AND COMPOSITE

BUSINESS FUNCTION.

Function Dependency The dependency of onefunction’s commencement upon the completionof another function.

Function Dependency Diagram A visualmeans of recording dependencies betweenbusiness functions.

Function Hierarchy A grouping of elementarybusiness functions into one or more hierarchicallevels. Typically the highest level correspondsto the company organization, and the middlelevel corresponds to a grouping of availableapplication functions; see also BUSINESS

FUNCTION and FUNCTION DECOMPOSITION.

Function Label A unique ID, within anapplication system, used for a businessfunction.

Function Name A short, succinct sentence,starting with a verb, describing a businessfunction; see also FUNCTION LABEL.

Function Point Analysis (FPA) A techniqueused to estimate system size. Using FunctionPoint Analysis, you can calculate system sizebased on the number of functional elementtypes in the system you are building, asadjusted by its general system characteristicsand your technology productivity factor.

Function Point Estimate (FPE) An estimate ofwork effort produced using Function PointAnalysis or an equivalent method.

Functional Currency The principle currencyused to record most business transactions andmaintain accounting data while working withina particular Oracle Application set of books.

GGantt Chart A scheduling tool used to displaythe status of a project’s tasks. A Gantt chartshows each task’s duration as a horizontal line.The ends of the lines correspond to the task’sstart and end dates.

Gap A gap is a relationship between arequirement and an application function wherethe standard application function will not meetthe requirement.

Gap Analysis 1. The process of determining,documenting, and approving the variancebetween business requirements and systemcapabilities in terms of packaged applicationfeatures and technical architecture. 2. Theprocess of determining and evaluating thevariance or distance between two itemsproperties being compared. 3. The process ofdetermining and documenting the variancebetween a business vision and the existingprocesses and organization.

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General Education Course A course thateducates the project team or users infundamental business concepts. It exposesattendees to new business approaches practicedin industry and provides them with a commonunderstanding of relevant business issues.

Generator A mechanism for transforming thespecification of a module into executableprogram code, also known as a code generator.

Generator Template A skeleton or outlineprogram from which a generator can reusecommon elements; for example, boilerplateinformation, window sizes, OK and Quitbuttons.

Gigabyte (GB) A unit of memory or disk spaceequal to 1,073,741,824 bytes. One Gigabyte isequal to 1,024 Megabytes. Often rounded to1,000,000,000 bytes.

Goal see BUSINESS GOAL.

Grade Level Relative ranking of jobs based ontheir difficulty or sphere of responsibility,rather than their job content; see also JOB

CLASSIFICATION.

Graphical User Interface (GUI) An interfaceused with personal computers and workstationsthat allows the user to access fields and regionsof the screen with a pointing device, typically amouse. The acronym is pronounced "goo-ee".

Group Interview Any session where users,stakeholders, or sponsors collectively discussthe requirements, priorities, design, orimplementation of a business solution system;see also FEEDBACK and WORKSHOP.

Guideline Text that provides instructions andadvice for performing a task and suggestspossible approaches.

GUI See GRAPHICAL USER INTERFACE.

HHardware Node A computer on a network; forexample, clients and servers.

Hardware Platform The actual physicalhardware that supports one or more softwareserver processes.

Help Desk A support system designed toassist end users with technical and functionalquestions and problems.

Helptext see METHOD HELPTEXT.

High-Level Deliverable A deliverable thatspecifies a framework into which further detailscan be added; see also DELIVERABLE, DETAILED

DELIVERABLE, and INITIAL DELIVERABLE.

HRIS see HUMAN RESOURCE INFORMATION

SYSTEM.

HTML See HYPERTEXT MARKUP LANGUAGE.

HTTP See HYPERTEXT TRANSFER PROTOCOL.

HTTP Listener A program on a web serverthat accepts and processes incoming HTTPrequests from web browsers.

Human Performance Support Any process,tool and system that reinforces or encouragesthe execution of a particular behavior or set ofbehaviors to meet performance goals.

Human Performance Support Systems anintegrated collection of all performance supportcomponents (infrastructure, processes,protocols, procedures, tools and practices) for agiven group or organization, designed toreinforce or encourage the execution ofprescribed behaviors within the group.

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Human Performance Technology The field ofexpertise within organizationaldevelopment/behavior to set up performancemanagement systems in support of meetingperformance expectations.

Human Resources The high-level businessfunction involving the management of humanresources and payroll functions of a company;often synonymous with a business organization;see also BUSINESS ORGANIZATION TYPE.

Human Resource Allocation Determining thenumber and type of job functions and staffinglevels appropriate to organizational goals.

Human Resource Planning Forecasting thelabor force needs (hiring, termination) for theorganization.

Hypertext Markup Language (HTML) Asimple language used to format documents,predominantly for viewing with a web browser.Portions of text or images, called hypertext, canbe associated with other documents.

Hypertext Transfer Protocol (HTTP) TheTCP/IP-based network protocol used totransmit requests and documents between aweb server and a web browser.

IImpact Analysis The process of understandingthe complete effect of a particular change; seealso CHANGE REQUEST.

Implementation Questionnaire A tool you useto collect business and system informationduring a business baseline interview. It consistsof a pre-built set of questions organized bybusiness function that are to be supplementedby the analyst with relevant company terms andother characteristics before use in driving theinterview.

Import Utility An Oracle Database Serverutility used to read operating system fileswritten by the Export utility. You use it torestore data into a database.

Index see DATABASE INDEX.

Information Access Model A model thatdepicts access to key process and organizationinformation for reporting or security purposes.

Information Flow Model A model thatvisually depicts information flows in thebusiness between business functions, businessorganizations and applications.

Information Model A model of theinformation needed to support a business orother activity. Requirements are typicallydefined as lists of detailed items as well assummarized data from business transactions,such as orders and purchases, and masterrecords, such as customers and vendors. Howfrequently this information must be madeavailable is also part of the requirement.Information requirements (the what and when)are turned into functional specifications (thehow) of an information system by systemsanalysts. The information is defined as acollection of data elements that are obtained byrunning query and report programs against aparticular database or group of databases. Thedata and information that is stored in thedatabases in the first place is also derived fromthe information requirements; see also DATA

MODEL.

Information Systems (IS) A system formanaging and processing information, usuallycomputer-based. Also, a functional groupwithin a business that manages thedevelopment and operations of the business’information systems.

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Information Services Strategy PlanningMethod (ISSPM) A method that alignsinformation technology priorities with businessstrategies and defines the approach to take toachieve those goals.

Information Warehouse see DATA WAREHOUSE.

Initial Deliverable A deliverable is initial if it isintended to be updated later. An initialdeliverable is usually preliminary and itscontent changeable by a later task when moreinformation is known.

Initialization Parameters Parameters definedin an initialization file that configure an OracleDatabase Server. The parameters affect howthe database performs.

Input Process-Output (IPO) A technique is ageneric modeling tool that was designed forframing complete process specifications byidentifying: inputs, rules, process stepdescriptions, tools, and outputs.

Installation The loading of an instance of anapplication system that is complete, tested,operational, and ready. An installation includesall necessary software, hardware (includingterminals, networks, etc.) and documentation,and includes all required data; see alsoAPPLICATION SYSTEM.

Instance 1. An entity to which a set ofoperations can be applied and which has a statethat stores the effects of the operations (UML1.1 Semantics); see also DATABASE INSTANCE.

Integration Fit Analysis A statement of fit andgaps for integration points between uniqueapplications and installations of the sameapplication.

Integration Test A sequence of steps or set ofprocedures to verify the inter-operability ofvarious system components; see also SYSTEMS

INTEGRATION TEST.

Inter-Company Transaction A transactionbetween two legal entities that share commonownership, for example, under the sameholding company. The two companies usuallyhave an account relationship (for example, aninter-company suspense or clearing account)that facilitates inter-company accounting.

Internal Equity Measure of the fairness of ajob’s compensation when compared to similarjobs within the same organization.

Internal Concurrent Manager A concurrentmanager process that monitors, controls, anddispenses requests to all other concurrentmanager processes.

Interface 1. A linkage between systems whichcan be either automated (via softwareprograms) or procedural (manual). 2. Adeclaration of a collection of operations thatmay be used for defining a service offered by aninstance. (UML 1.1 Semantics).

Interface Programs A set of programs thatsystematically link two or more systems to eachother.

Internal Process Step A process step that isperformed within the business area; see alsoEXTERNAL PROCESS STEP and PROCESS STEP.

Internet Computing Architecture An Internet-based framework that provides communicationin a multi-tier architecture. Also known as theInternet Computing Model.

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Intranet A network of computers that areinternal to a company. A company's intranet isbasically a local extension to the globally-distributed Internet, which is a global inter-connected network of computers and smallercomputer networks.

Inventory Organization A fundamental Oraclemanufacturing and distribution applicationfunctional configuration parameter. Theinventory organizations are derived bymapping inventory or manufacturing businessorganizations onto Oracle Applications.Typically they will be manufacturing plants,warehouses, divisions, or departments.

IPO see INPUT-PROCESS-OUTPUT.

IS see INFORMATION SYSTEMS.

ISSPM see INFORMATION SERVICES STRATEGY

PLANNING METHOD.

Issue A situation or concern which requires aresolution. Some issues, if not addressed, couldadversely impact the success of a project.

IT see ITERATED TASK.

Item Master The master list of all itemsavailable for transaction within a product groupcontaining Oracle manufacturing applications.It is also a key application functionalconfiguration parameter.

Iterated Task (IT) A task that is repeated oncefor each iteration in order to increase the qualityof the deliverable to a desired level or to addmore detail to the deliverable. Iterated tasksare shown as discrete in the workplan; see alsoTASK, ITERATION, and ONGOING TASK.

Iteration Indicates the number of times ordegree to which a task or task group should berepeated, in order to either increase the qualityof the task/group deliverables to a desiredlevel, to add sufficient level of detail, or torefine and expand them on the basis of userfeedback. A task or group may be “singlyiterated” (the expectation is that it will beperformed without repetition in the project), or“multiply iterated” (it will be performedsuccessively, multiple times), resulting in asingle deliverable for each task (note this is nottrue for multiply instantiated tasks). Formultiple iterations, it is important for planningpurposes to give notes on the number of timesor the degree to which a task or group shouldbe iterated, based on experience; see alsoITERATIVE BUILD and ITERATIVE DEVELOPMENT.

Iterative Build Iterative construction of aninformation system by means of a cycle of code(or generate), test, review, starting from aprioritized (MoSCoW) list of requirements andguided by user feedback; see also MOSCOWLIST.

Iterative Development The application of arepeating cycle of the same or similar activitiesperformed on the same piece of functionalitythat improves or grows into completionthrough the iterations.

JJAR (Java Archive) File A collection of Javaclasses compressed into a single file for fasterdownload to a desktop client.

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Java A computing language used, among otherthings, to produce programs that can bedownloaded and run on a desktop client usinga web browser. It is also used to produceplatform-independent programs that run on aserver, either interactively or when invokedthrough a request from a web browser; see alsoAPPLET and SERVLET.

Java Class Components of a Java program thatdefine objects and operations performed onobjects. In the Architecture and Installationmanuals, Java class also identifies an operatingsystem file that contains a program or part of aprogram written in Java.

Java Database Connectivity (JDBC) A Javaprogramming interface that enables Javaprograms to execute SQL statements and accessdatabases, such as the Oracle Database Server.

Java Virtual Machine An interpreter thattranslates a compiled Java program, calledbytecode, to machine code. JVM makes Javaportable, because each operating system's JVMtranslates bytecode to instructions that themicroprocessor can execute. An appletvieweror Java-enabled web browser has an internalJVM that allows it to execute applets orapplications written in Java.

JDBC see JAVA DATABASE CONNECTIVITY.

Jintitator A browser plug-in that runs a Javaapplet or application.

Job Analysis Process of obtaining informationabout jobs; may involve content analysis,interviews, observation, questionnaires, diaries.

Job Classification Process of using jobdescriptions to organize jobs within a givenorganization into classes on the basis of dutiesand responsibilities. Persons within the samejob classification are thought to be equallyqualified for all other positions within thatclass; see also GRADE LEVEL.

Job Content Duties and responsibilities of aparticular position; see also JOB STRUCTURE.

Job Description Written description of a job;typically includes job title, summary of majorresponsibilities, authority and accountability(including reporting relationships), traits orattributes important to the job, and descriptionof tasks.

Job Design/Redesign Creating or adjusting jobcontent to meet new requirements (dictated bynew organizational objectives and/ortechnology-induced change effort); some jobsmay be absorbed by other departments ordisappear.

Job Enlargement Adding additional butsimilar duties to a job; also called HorizontalLoading.

Job Enrichment Adding more responsibility orauthority to a job; also called Vertical Loading.

Job Evaluation Analyzing the content of a jobto determine level or grade and commensuratecompensation.

Job Incumbent Person currently performingthe job.

Job Inventory List of tasks presented to jobincumbents to verify whether they performthese tasks and to answer qualifying questionsabout them.

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Job Performance Demonstration of skills orcompetence in a job; sometimes measured byproductivity.

Job Structure Duties and responsibilities of aparticular position; see also JOB CONTENT.

Job-Person Matching Analyzing skills profilesand worker specifications to determine the bestfit between workers and jobs.

JVM see JAVA VIRTUAL MACHINE.

KKey A way of accessing something. Any set ofcolumns used for retrieval of rows from a table;see also COLUMN and UNIQUE IDENTIFIER.

Key Deliverable A key deliverable representsthe culmination, end result, or major milestoneof activities performed during a Phase. A majordeliverable that is usually reviewed with theclient, signed off, and placed under changecontrol. Key deliverables should not beconfused with deliverables produced by coretasks. Core tasks produce the minimum set ofdeliverables needed for every project; keydeliverables represent the end result and definethe end of each phase. However, not every keydeliverable is created for every project. Forexample, an integration-tested system will onlyexist on projects where interfaces areconstructed; see also DELIVERABLE.

Key Performance Indicator (KPI) A significantmeasure used on its own, or in combinationwith other key performance indicators, tomonitor how well a business is achieving itsquantifiable objectives.

Key Resource A person with a wide range ofskills or experiences who can be effective inmany types of tasks, or is critical to thecompletion of a specific task.

KPI see KEY PERFORMANCE INDICATOR.

KSAO Knowledge, skills, aptitudes, andorientation (attitudes, values, etc.).

LLabor Cost see COST.

Labor Cost Rate The rate (internal cost) foreach consulting grade level for deliveringservices to a client.

Labor Fee see FEE.

Labor Fee Rate The rate (price) for eachconsulting grade level charged for deliveringservices to a client.

LAN See LOCAL AREA NETWORK.

Latency In networking, the amount of time ittakes a packet of data to travel from a source toits destination. Latency is imposed on thenetwork by devices that delay the forwarding ofnetwork packets. The speed and capacity of anetwork depend on both bandwidth andlatency; see also BANDWIDTH.

Leaf Function An function that is notdecomposed at the bottom of a functionhierarchy. It may be a leaf function becausedefinition is incomplete; see also ATOMIC

FUNCTION.

Learner Any individual engaged in acquiringnew skills, attitudes, or knowledge, whetherwith a specified sequence of instruction(intentional) or a random assortment of stimuli(incidental).

Learning Styles psychological traits thatdetermine how individual learners and culturalgroups of learners may perceive, interact with,and respond to learning environments.

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Learningware Instructional material created tofacilitate learning, including paper-based,technology-based and instructor-led media; inOCM, instructional material generated from acustom training curriculum plan, designed tore-skill individuals within the IS department,end-user, and management communities duringa new technology implementation.

Legacy Application Interface A heterogeneousinterface between Oracle Applications and apre-existing and preserved legacy system.

Legacy System An existing system repositoryof information and processes.

Legal Entity A high level business organizationthat operates within the bounds of a specific setof legal requirements (including currency),typically pertaining to tax regulations andreporting requirements

Line of Business (LOB) Each service withinOracle Services is a line of business. Forexample, Custom Development, ApplicationImplementation, and Business ProcessReengineering are all lines of business.

Link Test A test to identify errors in linkedmodules of an application system. Link testingis an extension of module testing carried out ona number of levels of detail. Examples include,linked modules of a program, linked programsof a functional area or subsystem, and linkedsubsystems of the complete application system.The link test is usually a white box test; see alsoMODULE INTEGRATION TEST.

Live Implementation process has ended andthe solution is put into production.

Load Balancing Distributing tasks to the serverthat is least busy when several servers arehandling the same workload. For example, theOracle Forms Load Balancing Cartridge has asingle coordinator (the Metrics Server) thatmonitors load information from other formsservers and determines which server currentlyhas the lightest load. Upon receiving a requestfrom a forms client, the Forms Metrics Servercan balance the processing load by instructingthe forms client to connect to the forms serverthat has the lightest load. This server is calledthe least loaded host.

LOB see LINE OF BUSINESS.

LOCAL Under Windows NT, an environmentsetting that identifies the network alias of anORACLE instance running on the local machineor on another networked machine. This variableoverrides any setting for ORACLE_SID andcauses the Net8 software to manage theconnection request; see also ORACLE_SID andTWO_TASK.

Local Area Network A limited-distance, high-speed, data communications network thatallows various data processing resources to beconnected and shared. A LAN is a networkcontained within a single physical site (one ormore buildings), as opposed to a WAN; see alsoWIDE AREA NETWORK.

Local Currency The denomination of currencyused for transactions in a particular localfinance business location.

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Localization 1. An enhancement ormodification necessary to support specific siterequirements not addressed by the baseconfiguration hardware and software. It isdeveloped by and purchased from Oracle.These site specific requirements generallysatisfy a government or regulatory agencyrequirement, although localizations are notlimited to this purpose. 2. Modules that extendOracle Applications to meet the unique businessrequirements of one or more geographicregions.

Localization Approval The agreement tomodify the company standard software andhardware configuration relative to the siterequirements.

Localization Tape A tape containinglocalization programs to be installed to theapplications software.

Location see BUSINESS LOCATION.

Logical Application Architecture A completemap of the application instances required tosupport the applications architecture.

Logical System Design The task of designing asystem to support business needs withoutmaking final decisions regarding the physicalimplementation. The same logical designshould be appropriate for many physicalimplementations using; for instance, differentversions of a database management system.

Look and Feel The appearance and behavior ofa system facility as perceived by the end user.This includes the data, layout, and userinteraction through menus, buttons, textediting, and other devices.

MManagement The process of planning,controlling, and completing the execution of anundertaking.

Manual Function A business function that isnot system-assisted; see also BUSINESS

FUNCTION.

Manufacturing A high-level business functionresponsible for manufacturing or assemblingproducts; often synonymous with a businessorganization; see also BUSINESS ORGANIZATION

TYPE.

Mapping A technique for establishingapplication fit to business requirements,identifying gaps and proposing initial solutions.Also a technique to define the relationshipbetween objects; see also APPLICATION FIT andMATRIX DIAGRAM.

Mapping Scenario A plan for and record ofbusiness solution testing including: businessprocesses involved in the test, the businessconditions that are needed to test theapplication system, definition of test scriptexecution, support tools required duringexecution of the test, and a record of testactions; see also BUSINESS SOLUTION TESTING.

Mapping Team A group of people responsiblefor the modeling, design or mapping for aparticular business process.

Margin Amount The difference between thecosts (labor, expenses, and overhead) andrevenue plus expense reimbursementsexpressed as a currency amount.

Margin Percentage The ratio between themargin amount and costs, expressed as apercentage.

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Marketing A high-level business functionresponsible for marketing functions within acompany; often synonymous with a businessorganization; see also BUSINESS ORGANIZATION

TYPE.

Matrix Diagram A spreadsheet diagram wherethe axes represent two associated types ofelements of interest to information systemsdevelopers. A matrix diagram used to expressa mapping.

MB see MEGABYTE.

Mechanism 1. A particular technique ortechnology for delivering a function. Examplesmight be a telephone, a computer, or anelectronic mail service. 2. Resources thatenable or facilitate the step/sequence in a testscenario.

Megabyte (MB) A unit of memory or diskspace equal to 1,048,576 bytes (1024 x 1024).Often rounded to one million bytes.

Method 1. A system of doing things andhandling ideas. A method establishes anetwork of common tasks, a vocabulary, a set ofcommon processes, estimates, and guidelinesfor delivering services. 2. The implementationof an operation. It specifies the algorithm orprocedure that effects the results of anoperation (UML 1.1 Semantics).

Method HelpText The automated form ofOracle Method’s handbooks included withevery route. This may be accessed directlyfrom the Windows desktop or from withinProject Bridge Modeler or Project Workbench;also called online help.

Metrics Server A software server that managesand distributes requests from forms clientsamong multiple forms servers; see also LOAD

BALANCING.

MI see MULTIPLY INSTANTIATED TASK.

MIPS (Millions of Instructions Per Second) ameasure of computer processing capacity.

MLS see MULTIPLE LANGUAGE SUPPORT.

MO see MULTIPLY OCCURRING TASK.

Module A logical program unit. Examplesinclude: forms, reports, user exits, C programs,PL/SQL procedures, and database triggers; seealso SUPPORTING MODULE.

Module Integration Test A test of relatedmodules in an application system usingscenario test specifications.

Module Network A technical diagram ofmodules in an application system that expressesthe possible execution paths of businesstransactions.

Module Process Test Model A detailed testingmodel for the development and execution oftesting. It is identical to the System Process TestModel, with the addition of module references.

Module Test A procedure or sequence of stepsthat determines whether a module functionsproperly in isolation from other systemcomponents, and conforms to project standards.

MoSCoW List Must have, Should have, Couldhave, Won’t have — a way of classifying andprioritizing requirements or facilities forinclusion in an information system. Thismechanism is used in timeboxed developmentwhere the scope may need to be redefinedaccording to the rate of progress. The Musthave is vital and hence must be developed orincluded; the Should have is important, but notvital; the Could have is nice to have, but notreally important; and finally the Won’t have isnot developed or included; see also TIMEBOX.

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MRC see MULTIPLE REPORTING CURRENCY.

MSOB see MULTIPLE SETS OF BOOKS

ARCHITECTURE.

MTEWA Machines, tools, equipment, andwork aids used to perform a task.

Multiple Language Support (MLS) OracleApplications MLS allows the use of multipulesimultaneous character sets, and providestranslated messages, help files, and seed datafor languages other than American English.

Multiple Organization Architecture (Multi-Org) A single installation of any OracleApplications product to support any number oforganizations or different sets of books. Thedata contained in product schemas is for allorganizations and is partitioned by the ORG_IDcolumn in tables.

Multiple Reporting Currency (MRC) AnOracle Applications feature that allows you tocreate, maintain, and report on accountingrecords at the transaction level in more than onefunctional currency.

Multiple Sets Of Books Architecture (MSOB)An older Oracle Applications mechanism forimplementing an organization or group oforganizations that shares a common AccountingFlexfield structure, calendar, and functionalcurrency. With MSOB architecture, you mustdefine at least one set of books for each businesslocation. This architecture is no longersupported by Oracle Corporation. MSOBarchitecture is superseded by the newerMultiple Organization Architecture; see alsoMULTIPLE ORGANIZATION ARCHITECTURE.

Multiply Instantiated Task (MI) A task thatmay be performed at various times during aproject, such as status reports or healthchecks,or a task that is partitioned on a project plan,for example, by multiple teams or functionalareas.

Multiply Occurring Task (MO) A task that isrepeated at specific, known times during aproject. A multiply occurring task is similar toa multiply instantiated task, except the specificoccurrences of the task can be planned at themethod level. Each occurrence has specific taskdependencies which determine when it occurs.

Multi-Tier Architecture A computing model inwhich various functions are distributed amongmultiple levels, or tiers, of machines. Typicallythere are at least three such tiers: desktopclients issuing user requests, back-end serversused for database processing and otherintensive tasks, and a middle tier that mediatesconnections between the two; see also INTERNET

COMPUTING ARCHITECTURE.

NNational Language Support (NLS) OracleApplications NLS allows the use of variouscharacter sets and provides translatedmessages, help files, and seed data forlanguages other than American English.

Near Real-Time Interface An applicationinterface that supports asynchronous transfer ofdata between applications. It transfers datawith a sufficiently small time delay so as toleave the interfaced applications in states thatare very close to synchronized.

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Net8 The Oracle product that enables networkconnectivity between a client machine and theOracle8 Database Server. Net8 managescommunication sessions between thesemachines by opening and closing sessions andby packaging and sending SQL statements anddata responses. Prior to the Oracle8 DatabaseServer release, Net8 was called SQL*Net.

NLS see NATIONAL LANGUAGE SUPPORT.

Node A single computer, group of computers,or mechanism for handling somecommunication traffic through a particularpoint on a computer network.

Non-Billable Project Expenses The projectexpenses that are not billable to a client; see alsoPROJECT EXPENSES.

Non-Billable Utilization The utilization that isnot billable to a client; see also UTILIZATION.

Non-Revenue Entity A legal entity thatperforms services on behalf of another entity.Such services are usually performed inexchange for an inter-company service fee.

Normalization A step-by-step process ofanalyzing the data to be represented in order toeliminate data redundancy. It produces eitherentity or table definitions that have:

• no multi-value attributes or columns

• the same kind of values assigned toall occurrences of any given attributeor column

• a unique name

• uniquely identifiable rows

Null The state of a data item indicating novalue. Null is not equivalent to zero.

OO see ONGOING TASK.

Object Orientation (OO) The perspective thatsystems should be constructed from objects,which themselves may be aggregations ofsmaller objects.

Object Technology (OT) The technology,programming languages, development tools,databases, and so on, introduced to supportobject-oriented systems development.

Objective A statement of business intent thatmay be measured quantifiably.

OC see ORGANIZATIONAL COMMUNICATIONS.

OCM see ORGANIZATIONAL CHANGE

MANAGEMENT.

ODS see OPERATIONAL DATASTORE.

OLAP see ON-LINE ANALYTICAL PROCESSING.

OM see ORACLE METHOD.

Ongoing Task (O) A task that occurscontinuously throughout a project, rather thanat a specific known time. Ongoing task areshown as continuous on the workplan; see alsoTASK, PHASE and ITERATED TASK.

On-Line Analytical Processing (OLAP) On-line retrieval and analysis of data to revealbusiness trends and statistics not directly visiblein the data directly retrieved from a datawarehouse. Also know as multi-dimensionalanalysis.

OO see OBJECT ORIENTATION.

Open Systems Organizational systems that areinfluenced by and interact with theirenvironment.

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Operating System The computer software thatperforms basic tasks such as allocating memoryand allowing computer components tocommunicate.

Operational Datastore (ODS) A datawarehouse that is a repository for near real-timeoperational data rather than long term trenddata.

Optional Tasks Additional tasks that mayneed to be completed during an implementationor migration due to specific projectcircumstances.

ORACLE_HOME An environment setting thatspecifies the top directory for Oracle DatabaseServer program files.

Oracle ID An account on a database,comprised of a database username andpassword.

Oracle Method (OM) Oracle Services'integrated service methodology which consistsof workplans, handbooks, and templates usedto provide enterprise business system solutions.

ORACLE Schema see SCHEMA.

Oracle Server The database managementsystem used by Oracle Applications. The termrefers in general to the product files or theORACLE instances created using these files.

Oracle Server Manager An Oracle DatabaseServer utility that allows DBAs to start, stop,monitor, and maintain databases.

Oracle Services An Oracle Corporationbusiness organization that providesprofessional services.

ORACLE_SID An environment setting thatidentifies an ORACLE instance running on thecurrent machine. See also TWO_TASK andLOCAL.

Oracle Survey Tool A customizable databaseof questions used by Organizational ChangeManagement to generate surveys, dataanalyses, and graphical reports for assessments.

ORACLE User ID A username and passwordused to access an ORACLE instance.

Organization see BUSINESS ORGANIZATION.

Organization Type see BUSINESS ORGANIZATION

TYPE.

Organization Unit An element that representspart of the structure of a business. Anorganizational unit can represent an entirebusiness, a group or department within thebusiness, a person within a group ordepartment or a role; see also AGENT, BUSINESS

UNIT, and AGENT CHANNEL.

Organizational Change Management (OCM)An Oracle Services line of business providingchange management expertise to organizationsseeking to manage the human andorganizational factors involved withimplementing new technology. Organizationalchange management includes five service areas:organizational effectiveness assessments,organizational communications, humanperformance and development, leadershipdevelopment, and custom training; see alsoORGANIZATIONAL EFFECTIVENESS ASSESSMENTS,ORGANIZATIONAL COMMUNICATIONS, andCUSTOM TRAINING.

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Organizational Communications (OC) AOrganizational Change Management area thatassists organizations in developing andimplementing communication and feedbackprograms that seek to optimize information andbuy-in while minimizing resistance to changeand promoting a unified vision and opencommunication among levels of theorganization.

Organizational Culture The shared constructs(concepts, modes of thinking, views of itself andothers) of an organization.

Organizational Effectiveness The qualitativestate at which the organization is functioning tomeet its goals. Includes quality oforganizational communication, relevance of theperformance support system, ability ofexecutives to manage to objectives, corecompetencies and skills, etc.

Organizational Effort Any activity or set ofactivities implemented systematically by anorganization to achieve a particular goal.

Organizational Readiness The state of anorganization’s potential to manage changesuccessfully. Involves a consideration of anorganization’s high-impact leverage points forchange, as well as any change impediments.

Organizational Structure The arrangement ofjobs into groups, departments, or business unitswithin a given organization.

OT see OBJECT TECHNOLOGY.

Outsourcing The practice of appointing anexternal organization to provide any or all ofthe services of the IS department or any otherinternal service department.

Overhead The operating expenses associatedwith delivering services, such as rent, light,heat, taxes and non-billable utilization.

Overhead Factor A rate multiplier associatedwith a category of overhead, e.g., Corporate,Division, or Practice; see also OVERHEAD.

PParallel Concurrent Processing In a UNIXenvironment, distribution of concurrentprocesses among multiple concurrentprocessing servers. Also called DISTRIBUTED

CONCURRENT PROCESSING.

Parameter A value passed to a command. Aparameter can be a file specification, a symbol,or word understood by the program.

Partition A discrete part of the totalfunctionality that is developed in a project. Apartition may be a single module, but moreoften it will be an entire sub-system. Apartition may be related to a business area.Partitioning a system also implies a partitioningof the project that develops the system. Aseparate team develops each partition; see alsoMODULE, and BUSINESS AREA.

Password An identification word associatedwith a username that the user must supply toaccess an ORACLE instance or an OracleApplications system.

PAT see PERFORMANCE ASSURANCE TEST.

Payment Milestone A significant project eventat which time a payment is due. Paymentmilestones can be progress points, dates, thecompletion of a task or the production of adeliverable.

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Payment Terms The terms and conditionsupon which payments will be received from aclient.

PBM see PROJECT BRIDGE MODELER.

PCM see PRACTICE MANAGEMENT.

PDF see PORTABLE DOCUMENT FORMAT.

Percentage Adjustment Estimate Totalestimate adjusted for organizational factors.

Performance Assurance Test (PAT) A projectconcerned with simulating an implementedbusiness system for the purposes of predictingits likely performance.

Performance Management Establishing andmonitoring performance criteria/standards thatcontribute to organizational objectives; typicallyinvolves goal-setting, measurement, feedback,rating/appraisal, rewards and recognition, andcareer development.

Performance Support Practice An establishedor customary set of actions that reinforces orencourages the execution of a particularbehavior or set of behaviors, for example,performance review, to meet performancegoals.

Performance Support System An integratedcollection of all performance supportcomponents (infrastructure, processes,protocols, procedures, tools and practices) for agiven group or organization, designed toreinforce or encourage the execution ofprescribed behaviors within the group.

Performance Support Tool An instrument,such as a performance review form or formulafor the calculation of bonuses, that is designedto meet the objectives of a given performancesupport practice or system.

Performance Technology The field of expertisewithin organizational development/behavior toset up performance management systems insupport of meeting performance expectations.

PGM see PROGRAM MANAGEMENT METHOD.

Phase A chronological grouping of tasks in anapproach. Services are delivered by phase inorder to reduce project risk. Each phase allowsa checkpoint against project goals, andmeasurement against quality criteria to bemade.

Phase Completion The project managementtasks which conclude and secure client sign-offof a phase.

Phase Control The project management taskswhich execute concurrently with phaseexecution, and perform project monitoring,directing, and reporting functions during aphase.

Phase Execution The method execution tasksperformed during a project phase.

Phase Management The project managementtasks required to plan, control and complete theexecution of a project phase.

Phase Planning The project management taskswhich update project plans and procedures fora phase and secure additional resourcesnecessary to execute that phase.

Physical Application Architecture A completemap of the database instances, their sites, andthe application instances and Oracle Ids thatthey support. This will incorporate aspects ofthe logical architecture, and the high leveldesigns for security and interfaces.

Pilot An initial project which will serve as amodel or template for future projects.

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PJM see PROJECT MANAGEMENT METHOD.

Plan A scheme, method or design for theattainment of some objective or to achievesomething.

Planned Response System The entire set ofbusiness processes in a business area thatrespond in a predetermined way to a known setof events; see also APPLICATION SYSTEM andEVENT.

Planning (M&D) A high-level businessfunction responsible for manufacturing anddistribution planning for one or moremanufacturing and distribution business units;often synonymous with a business organization;see also BUSINESS ORGANIZATION TYPE.

Platform Specific computer hardware, as in thephrase “platform-independent.” It may alsorefer to a specific combination of hardware andoperating system and any additional softwarerequired by the platform to execute applicationscode, connect to other platforms across anetwork, and provide services to otherplatforms (for example, printing, processing,data storing, etc.). It is also used to refer tosupport software for a particular activity. SunSPARC Solaris and DEC Alpha Windows NTare examples of platforms. Some OracleApplications functionality is platform-specific,meaning its behavior may differ on otherplatforms.

PL/SQL A procedural extension of SQL thatprovides programming constructs such asblocks, conditionals, and functions.

Policy A guiding principle, typicallyestablished by senior management, which isadopted by an organization or project toinfluence and determine decisions.

Portable Document Format (PDF) A file formatdeveloped by Adobe Systems. PDF files aresnapshots of formatted document files and maycontain formatted text, graphics, color, andimages that are viewable, navigable, andprintable on multiple platforms. Use the freeprogram Adobe Acrobat Reader to view a PDFfile.

Position Ranking Method of comparing wholejobs to one another to rank them in a hierarchy.

Practice Management (PCM) Specifies theprocess, tasks, and responsibilities regardingthe management of a consulting practice.Specifically, this includes client management,project portfolio management, and stafftraining, recruitment, and growth.

Pre-Sales Cycle The series of activities thatoccur before the application was selected.

Predecessor A task that precedes another taskand is related to it by a task dependency; seealso SUCCESSOR.

Prerequisite Something needed by a task,which is produced by a previous task or anexternal source; see also DELIVERABLE.

Primary Functional Currency The currencyyou use to record transactions and maintainyour accounting data within OracleApplications.

Primary Set of Books A financial reportingentity in which you conduct business.

Problem A perceived variance between theexpected and observed ability of an item tofulfill its defined purpose.

Problem Report The mechanism by which aproblem is recorded, investigated, resolved,and verified.

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Problem Statement A concise phrase, motto, orgoal-oriented explanation of the motivationbehind buying a new application system.

Pro*C An Oracle precompiler product thatallows developers of C programs to embedstandard database calls to an ORACLEdatabase in C programs.

Procedure A written set of steps that specifieshow to carry out a business function. If thebusiness function is system-assisted, itscorresponding procedure will indicate how theapplication system carries out that businessfunction; see also APPLICATION SYSTEM andBUSINESS FUNCTION.

Process 1. The sequential execution offunctions triggered by one or more events. 2.A discipline or sub-project that defines a set oftasks related by subject matter, required skillsand common dependencies. A process usuallyspans several phases in an approach. Examplesare: Data Conversion, Testing, Documentation;see also BUSINESS PROCESS and SYSTEM PROCESS.

Process Analysis A component of a businessrequirements scenario that facilitatesquantitative analysis and measurement of eachprocess step and compares the current to theproposed process in order to sell change tomanagement and to key business people andsystems users.

Process Characteristics Attributes that describea process and how it works includingdescriptive narrative for its steps, toolsrequired, skill levels required, controls, andperformance measures.

Process Flow The passing of execution of aprocess from one process step to the next. Itmay include the passing of information ormaterials from the first step to the second.

Process Flow Diagram A diagram whichshows the triggering event(s), sequential flow ofprocess steps, decision points, and deliverableor outcome of a single process.

Process Label A unique reference, within anapplication system, for a process.

Process Modeling A structured approach usedto identify, define, and document the activityperformed by a business to produce businessdeliverables.

Process Narrative A reduction of a newbusiness process design down to a job-leveldescription, thereby defining how the work getsdone and laying a foundation for developmentof a user guide, role-based user training anduser certification or other types of readinesstesting. One process narrative should bewritten for each business process; see also ROLE-BASED TRAINING.

Process Owner The agent with overallresponsibility for a complete business process;could be the customer of the process, or thesupplier (person or organization charged withfulfilling the request).

Process Research A technique used in testingthe feasibility of a process model and gatheringfacts. The approach involves answeringimplementation questionnaires, reviewingcurrent process documentation, gatheringstatistics regarding volumes or frequencies,understanding policy statements and measuresof performance, interviewing key users toascertain critical factors for success.

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Process Step An instance of the execution of afunction as a step in performing a process. In afully-analyzed business process model, allprocess steps are instances of elementarybusiness functions. A business process step isnormally composed of a series of proceduresteps, where tools such as application screens,reports and inquiries are used. Once a processsteps begins, all of its procedure steps must becompleted in order to achieve an accurate andquality output. Business requirements aredefined at the process steps level, while jobdefinitions are at the procedure level.

Product Group Each separate applicationinstance of Oracle Application Object Library inan Oracle database. A product group maycontain any number of Oracle Applicationsproducts in addition to the single instance ofOracle Application Object Library.

Production Environment The database,equipment, documentation, and proceduresused in support of live business operations.

Productivity Measured comparison of thequantity and/or quality of outputs and thequantity of resources required to produce them.

Productivity Metrics Measure by whichacceptable performance will be evaluated; mayinclude a time limit, accuracy tolerance,proportion of correct responses required,and/or qualitative standards.

Profile Option An Oracle Applications controlswitch that a user can set to govern some aspectof system processing or user interface.

Program 1. A set of coded instructions that acomputer executes or interprets to perform anautomated task. 2. A interrelated group ofprojects that are either being run concurrentlyor sequentially and that share a system goal.Individual projects may have different goals,however the combined set of projects will havea program goal.

Program Library The physical location,typically a networked server, used as a sharedrepository for all program informationproduced during the life of a program.Contents include issue logs, meeting minutes,status reports, deliverable documents, workingpapers, project plans, standards, tools, andconfigured software deliverables. The library isdesigned to facilitate access to all archivedprogram and project deliverables by allmembers of a program.

Program Management Method (PGM) Part ofOracle Method designed to provide value-added management, infrastructure, and controlto successfully manage complex enterprise-wide implementations of Oracle technology.PGM emphasizes commonality and reusabilityfor management and control processes,execution processes, and hard and softdeliverables.

Program Office A project executed under thesponsorship of program management thatestablishes commonality and reuse acrossmultiple projects within a program.

Project A set of work processes, tasks withassociated deliverables and resources executedover a specific period of time withpredetermined budget and business objectives.

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Project Bridge Modeler (PBM) AppliedBusiness Technology tool used to build theproject planning and estimating system. PBMallows project managers to select, edit, combine,and create project workplans or routes, thatbest fit the needs of the client.

Project Completion The third and final part ofthe PJM project life-cycle. The satisfactoryconclusion of the project and settlement of alloutstanding issues prior to hand over of theproject deliverables to the client.

Project Earned Value A measure of the valueof completed tasks in a project. There arevarious ways of measuring the value of a task.These include percentage on commencement,percentage on completion, and amount atmilestone.

Project Execution The second part of the PJMproject life-cycle. The carrying out of projectplans determined during planning for a methodapproach. Project execution also encompasseselements of control which analyze projectperformance and take corrective action asneeded.

Project Expenses Funds allocated or spent tocover incidental or non-labor costs of a project.

Project Infrastructure The framework forstoring, maintaining, and referencing allimplementation deliverables and supportingmaterials including office space, software tools,and standards.

Project Library 1. A system for storing,organizing and controlling all documentationproduced or used by the project. 2. Thephysical location of all deliverables for a singleproject, plus administrative and supportmaterials. An administrative office to which allmembers of a team have access.

Project Life-Cycle The organization of a projectaccording to its three major parts: planning,execution, and completion.

Project Management Method (PJM) A methodwhich defines how a project is managed whenexecuted according to the requirements ofOracle Method.

Project Milestone A significant project event.

Project Objectives The set of criteria formeasuring a project’s success.

Project Office The management of the projectlibrary for a specific project.

Project Partition Part of a project usuallyrepresenting a coherent set of facilities to bedeveloped by a single developer, commonlyorganized and managed as a sub-project.

Project Planning The first part of the PJMproject life-cycle. The definition of a projectwith respect to scope, quality, time and cost.Project planning also determines theappropriate organization of resources andresponsibilities to execute a project.

Project Schedule A list of tasks to be carriedout presented against a timetable for theircompletion.

Project Timeline A specification of work to becarried out together with the number ofresources needed to achieve a target duration;see also PROJECT SCHEDULE.

Project Workbench (PMW) Applied BusinessTechnology tool used to schedule, track, andanalyze your project. PMW provides workbreakdown structures based on the routesselected in Project Bridge Modeler and providesthe capability to manage these plans.

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Project Workplan A specification of the workto be performed for a project, expressed as a setof interdependent tasks with project resourcesallocated over time.

Property Any detail that serves to qualify,identify, classify, quantify, or express the stateof an element in a repository.

Prototype A facsimile of an end product usedto demonstrate a concept rapidly, checkfeasibility, or gain acceptance.

Prototyping The construction of a partialsystem to demonstrate some aspect or aspectsof the intended system behavior in order to gainuser acceptance or to establish technicalfeasibility.

Publish and Subscribe A data communicationparadigm for implementing the data flowbetween two or more applications. An event ina source application causes the application to‘publish’ a data object or message to thepotentially interested applications whoindividually opt to ‘subscribe’ to the data objector message. The subscription of the interestedapplications to the data object or messagecauses a state change in the applications.Contrast Request-Reply.

PMW see PROJECT WORKBENCH.

QQuality Audit An audit used to assess theadherence of the project team to plans,procedures, and standards.

Quality Management The means ofimplementing quality policy. On a particularproject this is achieved through qualityplanning; quality assurance; quality control;and quality improvement.

Quality Review A review used to assess thequality of a deliverable in terms of fitness forpurpose and adherence to defined standardsand conventions.

Questionnaire A written or electronic surveyinstrument comprised of a series of questions,designed to measure a specific item or set ofitems.

RRBT see ROLE-BASED TRAINING.

RDBMS see RELATIONAL DATABASE

MANAGEMENT SYSTEM.

Real-Time Interface An application interfacethat supports synchronous transfer of databetween applications.

Real-Time Support System (RTSS) Anelectronic information system accessible byOracle and the client.

Real-Time System A system in which eventscontrol actual mechanisms. Real-time systemsoften control machinery (for example, a controlsystem for an aircraft) and are often time- orsafety-critical; see also EVENT.

Record In a non-relational database system, arecord is an entry in a file, consisting ofindividual elements of information, whichtogether provide full details about an aspect ofthe information needed by the system.Individual elements are held in fields and allrecords are held in files. An example of arecord might be an employee. Every detail ofthe employee for example, date of birth,department code, or full names will be found ina number of fields. In a relational systemrecord is an alternate word for row; see alsoROW.

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Record Type A predetermined set of fieldswithin a file.

Readiness State of a person's, group's ororganization's potential to manage changesuccessfully. Involves a consideration of high-impact leverage points for change, as well asany change impediments.

Reference Materials Documents that describekey aspects or samples for the current business.These are normally compiled before the projectstarts and may have been used during the pre-sales cycle.

Registry An embedded database that holdsconfiguration information for the Windows NToperating system. During installation, OracleApplications writes data to the registry. Youcan also edit the registry directly with theRegistry Editor (regedt32.exe).

Registry Key A folder that appears in the leftpane of the Registry Editor window. A key cancontain subkeys and value entries. Forexample: Environment is a key ofHKEY_CURRENT_USER; see also REGISTRY

SUBKEY.

Registry Subkey A key within a key. Subkeysare analogous to subdirectories in the registryhierarchy. Keys and subkeys are similar to thesection heading in .ini files. However, subkeyscan carry out functions. Oracle Applicationsstores important information about a productgroup in a registry subkey; see also REGISTRY

KEY and REGISTRY.

Regression Test Specific assurance testing onan application system release, after defects havebeen corrected or enhancements have beencompleted. Regression testing is required to re-validate an application system, confirming thatprior validations have not regressed.

Relational Database Management System(RDBMS) A database management system inwhich data can be viewed and manipulated intabular form. Data can be sorted in any orderand tables of information are easily related orjoined to each other.

Relationship 1. What one entity has to do withanother. 2. Any significant way in which twothings of the same or different type may beassociated.

Release A baseline issued from the CMRepository for delivery to an a destination. Thedestination may be internal to the projectenvironment, such as for testing, or external,such as to the client.

Remote Procedure Call (RPC) A protocol thatallows a client to execute a program on a server.The client sends a message to the server withappropriate arguments, and the server returns amessage containing the program's results.

Report An organized display of OracleApplications information. A report can beviewed online or printed. The content of areport can range from a summary to a completelisting of values.

Reporting Database A database used byreporting applications. Reporting databases areoften duplicates of transaction databases usedto off-load report processing from transactiondatabases.

Reporting Functional Currency A currency,other than your primary functional currency,for which you need to generate reports.

Report Review Agent A tool used by OracleApplications to view concurrent processing filesonline.

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Reporting Set of Books A financial reportingentity that is associated with a primary set ofbooks. It has the same chart of accounts andaccounting calendar, but usually a differentfunctional currency.

Repository A mechanism for storing anyinformation about the definition of a system atany point in its life-cycle. Repository serviceswould typically be provided for extensibility,recovery, integrity, naming standards, and awide variety of other management functions.

Representative Sample A scientificallyselected group of individuals, who provideinformation that allows mathematical inferencesto be made about the larger constituency theyare chosen to represent.

Request for Proposal The formal mechanismby which a company conveys its businessrequirements during the search for a newapplication system. Known as the RFP, thisdocument drives the pre-sales cycle andprovides valuable information into the businessrequirements definition process of theimplementation; see also PRE-SALES CYCLE.

Requirement A requirement is a specific,detailed business need which is to be comparedwith application functionality to determine ifthe need can be met with the standard Oraclesoftware.

Requirements Scenario A requirementsscenario is a formal statement of detailedbusiness requirements for a process, the sourceof the requirements, how these requirementswill be satisfied (either the application, manualprocedure, workarounds, or other applicationsolutions) and what prototyping steps must betaken to prove the design.

Requirements Workshop A workshop, usuallyattended by project sponsor, stakeholders, anddevelopers, to provide a sufficiently detaileddefinition for a developer to commence build.The definition will be further defined andrefined during development, particularly byuser reviews; see also USER REVIEW andWORKSHOP.

Research and Development These businessorganizations are responsible for the researchand product development functions within acompany; see also BUSINESS ORGANIZATION TYPE.

Resource Any persons, equipment, or materialneeded to perform a task(s).

Resource Category see CONSULTING GRADE

LEVEL.

Resource Database A record of the resourcesavailable, primarily human resources, includinginformation about the skills and experiences ofthe resources.

Respondent In OCM, any individual whoprovides information in response to a survey,such as a questionnaire or interview.

Responsibility 1. A contract or obligation of atype or class. (UML 1.1 Semantics) 2. Acollection of functions within an OracleApplication. Each Applications user is assignedone or more responsibilities to allow themaccess to Applications forms.

Revenue Income from services labor fees,training fees, licensed product sales andsupport fees.

Revision The authorized modification to aconfiguration item.

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Rewards and Recognition Means by whichindividuals are reinforced or compensated forcertain behaviors; may be tangible/symbolic,verbal/social, cash/non-cash, immediate orlong-term. EX: bonuses, team celebrations,profit-sharing, outstanding contributor awards.

Risk 1. The potential of an adverse conditionoccurring on a project which will cause theproject to not meet expectations. A riskrequires management assessment and a strategyfor its mitigation. 2. The logical product of theimpact of the risk and the likelihood of itoccurring.

Role A classification of staff member used on aproject. Examples are: analyst, applicationdeveloper, system architect; see also RESOURCE.

Role-Based Training (RBT) A user trainingapproach that focuses on developingcurriculum based on Oracle Applicationresponsibilities (i.e., roles) that have beendefined and assigned to users. Applicationresponsibilities tie a user to a menu of functionsthat can be performed. An RBT curriculumtrains a group of users on these specificfunctions, using client data and highlightingclient procedures.

Rollback Segment A set of entries used toundo changes in the database in the event oftransaction rollback, crash, or media recovery.

Rollback Tablespace A tablespace created forrollback segments.

Route A variation of a method containing alltasks required in order to deliver a service; adependency network.

Row An entry in a table that typicallycorresponds to an instance of some real thing,consisting of a set of values for all mandatorycolumns and relevant optional columns. A rowis often an implementation of an instance of anentity; see also COLUMN and TABLE.

RPC see REMOTE PROCEDURE CALL.

RTSS see REAL-TIME SUPPORT SYSTEM.

Rule of 3-2-1 A rule of thumb used duringprocess research that stresses the importance of“walking the floor” and other practicalinvestigation over conference room interviews.It means that roughly 3 hours of research arenormally required for every 2 hours of processdesign and 1 hour of formal deliverable creation(like creating a BRS using a template or othertool); see also PROCESS RESEARCH and BUSINESS

REQUIREMENTS SCENARIO.

SSales Business organizations that handletypical sales functions, including generatingquotes and sales orders; see also BUSINESS

ORGANIZATION TYPE.

Sample A statistically-significant subsetselected and analyzed to estimate thecharacteristics of a larger group or population; aset of individuals within an organizationassessed to provide information on thepreferences, opinions, attitudes, and practices ofthe group they represent.

Schema 1. An information modelimplemented in a database. A schema may be alogical schema, which will define, for example,tables, columns, and constraints, but which maynot include any optimization. It may be aphysical schema that includes optimization, forexample, table clustering. 2. An ORACLEaccount or ORACLE ID.

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Scenario A discrete instance of a systemprocess; see also MAPPING SCENARIO.

Scenario Test Specification A component of atest script which defines the test execution – it iscomprised of scenario information, systemprocess information, a series of test steps, andtheir associated data profiles.

Scope The boundaries of a project expressed insome combination of geography, organization,applications or business functions.

Scope Change A change to project scope. Ascope change requires an adjustment to theproject workplan, and nearly always impactsproject cost, schedule or quality.

Scope Creep The common phenomenon whereadditional requirements are added after aproject has started without reconsidering theresourcing or timescale of the project. Scopecreep arises from the misapprehension thatsuch small additions will not affect the projectschedule.

Scoping Workshop A workshop, usuallyattended by the project sponsor and developers,with the objective of defining the boundaries ofthe scope for an intended project prioritizingrequirements within the scope; see alsoWORKSHOP.

Script 1. A sequence of coded instructionsexecuted or interpreted by computer programs.2. A prescribed set of steps to follow whentesting.

Security Profile A list of role-based securityspecifications.

Sequence A database object created such as atable used to generate unique keys (sequencenumbers).

Server A program or machine that providesresources, such as files, processing, or otherinformation, to other programs or machines,which are called clients. For example, theOracle Forms Server process runs on a formsserver (machine), and the Oracle DatabaseServer (database process) runs on a databaseserver. Server processes may communicatewith other programs, such as desktop clientprocesses or other servers. Do not use the termserver in an unqualified sense. Use HardwareServer, Applications Server.

Service 1. Work performed (or offered) by aserver. This may mean simply serving simplerequests for data to be sent or stored (as withfile servers, gopher or http servers, e-mailservers, finger servers, SQL servers, etc.) or amore complex work, such as that of irc servers,print servers, X Windows servers, or processservers. 2. A Windows NT internal softwareroutine that provides support for otherapplications. The Oracle Database Server, Net8,and Oracle Applications concurrent managersall make use of services.

Servlet A Java program executed on a webserver rather than downloaded to a desktopclient; see also APPLET.

Set of Books A company or group ofcompanies within Oracle Applications thatshare a common chart of accounts, accountingcalendar, and functional currency. This conceptis being superseded by the concept of a financialorganization in releases of Oracle Applicationsstarting with 10.6.

SGA see SYSTEM GLOBAL AREA.

Shared Localization A customization to anapplication product required by more than onecountry.

Shared Product see DEPENDENT PRODUCT.

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Short Name An abbreviation for an OracleApplications product (such as GL for OracleGeneral Ledger).

Shut Down The process of stopping an activeprocess, such as an ORACLE instance or aconcurrent manager, to make it unavailable.

SI see SINGLY INSTANTIATED TASK.

Signoff Agreement with a client of thesuccessful completion of a project, projectphase, or deliverable.

Singly Instantiated Task (SI) A task whichoccurs once, at a specific time, during a project.

Site A uniquely identifiable geographiclocation or place from which one or morebusiness organizations may be wholly or partlyoperating.

Site Based Configuration Specificmodifications or enhancements made to thecompany base configuration to support siterequirements. The site base configuration mustremain integrated with the company baseconfiguration to maintain integrity of thecompany base configuration; see also COMPANY

BASE HARDWARE CONFIGURATION.

Site Configuration The definition andmanagement of the site base configuration.

Skills Analysis The collection of data fromgroups and individuals targeted in a specifictraining situation, to determine the existenceand nature of any performance gap(s); used in askills assessment to determine training needsand develop training goals and objectives to betranslated into learningware recommendations.

Skills Database see RESOURCE DATABASE.

Skills Profile Description of the skills held by aparticular job incumbent or group ofincumbents at a given point in time.

Skills Set Collection of physical or mentalcapabilities inherent in and available to a givenindividual.

SmartClient An implementation used withRelease 10 to provide client/server access toOracle Applications. Use of SmartClient is nolonger recommended by Oracle Corporation fornew implementations.

Software Management (SWM) A programmanagement focus area project that defines andestablishes a common software infrastructurefor a multi-site implementation. Included itemsare development environment; softwaredistribution; version control; and softwareconfiguration management methodology.

Solution A solution is the resolution of thediscrepancy between one or more gaps and oneor more standard application functions. Asolution make take the form of a procedure,policy or customization.

Source Module A physical program unit. Anapplication system’s repository of source codeis controlled at the source module level.

SQL see STRUCTURED QUERY LANGUAGE.

SQL*Loader An Oracle Database Server toolused to load unstructured data from operatingsystem files into Oracle Database Serverdatabase tables.

SQL*Plus An Oracle program you can use toenter and run SQL commands and PL/SQLblocks that store data in and retrieve data froman ORACLE database.

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SQL Script A file containing SQL statementsthat you run, with a tool such as SQL*Plus, toquery or update ORACLE data.

Stakeholder A person, group, or business unitthat has a share or an interest in a particularactivity or set of activities.

Standard A set of rules for measuring quality.Usually, standards are defined for productsdeliverables or deliverable components andprocesses.

Standard Request Submission A standardinterface in Oracle Applications that lets yourun and monitor concurrent requests.

State A recognizable or definable conditionthat a system or an object can be in at somepoint in its life-cycle.

State Transition A valid change of a system oran object from one state to another, modeled ona state transition diagram; see also STATE.

Store A collection of information or materialsused in a process.

Storyboard A technique, borrowed from thefilm industry, for describing screen dialogues.A storyboard consists of an ordered series ofpictures illustrating stages of the dialogue. Thepictures are annotated with notes about logicand user input.

Structured Query Language (SQL) The ANSIinternationally accepted standard for relationaldatabase systems, covering not only query butalso data definition, manipulation, security, andsome aspects of referential and entity integrity.

Subdirectory A directory that is containedwithin another directory.

Sub-Function A business function that has aparent function.

Sub-Process A process performed entirelywithin another process.

Successor A task that follows another task andis related to it by a dependency link; see alsoPREDECESSOR.

Support Profile A section of a test scenario thatidentifies support tools required duringexecution of the test.

Supporting Module A module that is not itselfan entry point in an application system.Supporting modules are generally sharedmodules that provide functionality used bymultiple primary modules. They are usuallynot referenced independently in user-orienteddocumentation. All PL/SQL packages,procedures, and database triggers are examplesof supporting modules; see also MODULE.

Swim Lane see AGENT CHANNEL.

Synonym 1. A name assigned to a table orview that may then be used more convenientlyfor reference. 2. An alternate name for anentity.

Syntax The orderly system by whichcommands, qualifiers, and parameters arearranged together to form valid commandstrings.

SYS Username A database user which isautomatically created in Oracle DatabaseServers upon installation and initialization. Thisuser owns the tables and database objects thatmake up the Oracle data dictionary.

System A named, defined, and interactingcollection of procedures and processes, alongwith the organized deployment of people,machines, various mechanisms, and otherresources that carry out those procedures andprocesses; see also APPLICATION SYSTEM.

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System Architecture A representation of thestructure of an application system usuallyconfined to essentials.

System Facility A part of an informationsystem that supports an identifiable set ofbusiness functions. A facility may be a singlemodule or it may be a whole sub-system.

System Function Something a computersystem does in order to support one or morebusiness functions; see also APPLICATION SYSTEM

and BUSINESS FUNCTION.

System Global Area (SGA). A reserved sectionof main memory that provides communicationbetween all database users and the ORACLEbackground processes.

System Interface The mechanism used tocreate connectivity between two systems.

System Operations Function A systemfunction that serves to support the continuingoperations of the application system. Examplesare backup, recovery, audit; see alsoAPPLICATION SYSTEM, SYSTEM FUNCTION, andSYSTEM OPERATIONS PROCEDURE.

System Operations Procedure A step-by-stepindication of the way in which an applicationsystem executes a system operations function.The system operations guide is a CDMdeliverable that is a compilation of all relevantsystem operations procedures; see alsoAPPLICATION SYSTEM.

System Process The response which anapplication system makes to an event. Itcomprises the sequential execution of bothmanually executed process steps which areinstances of manual functions and process stepsautomatically executed by a computer systemwhich are instances of system functions.

System Process Test Model The overall basisfor testing the functional requirements of asystem. The system process test model containsscenarios, data profiles, and test specifications,but no module references.

SYSTEM Tablespace Holds data dictionarytables owned by the SYS account. It is createdwhen you install the database.

System Test A project activity that tests anapplication system over its complete life-cycle,using scripts and associating scenario testspecifications into chronological sequences.

System Test Flow A set of steps or atransaction sequence used in system or businessprocess testing.

SYSTEM Username One of two standardusernames automatically created with eachdatabase (the other is SYS). This user owns theviews created on the data dictionary tables.The SYSTEM username is the preferredusername to use when performing databasemaintenance. See also SYS USERNAME.

Systems Integration Test A project activitythat consists of testing related applicationsystems using sequences or scripts from two ormore systems which interface.

TTable The basic unit of storage in a relationaldatabase management system, defined by oneor more columns of data and a primary key. Atable represents entities and relationships.

Table Constraint A set of rules constrainingvalues in a combination of one or more columnsof a database table.

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Tablespace A logical portion of an ORACLEdatabase used to allocate storage for data and togroup related logical structures. For example,one tablespace may contain all of one OracleApplications product's database tables andindexes.

TAR see TECHNICAL ASSISTANCE REQUEST.

Target Application The primary set of newapplication modules that are within projectscope.

Task A unit of work that done in delivering aservice. A task is the smallest trackable item ona project plan, and forms the basis for a workbreakdown structure. The minimum elapsedtime for a task iteration or instantiation shouldbe one day. The maximum should be twoweeks; see also WORK BREAKDOWN STRUCTURE.

Task Dependency The relationship betweentwo tasks where the start or end date of thesuccessor task is constrained by the start or enddate of the predecessor task.

Task Dependency Network A network oftasks and task dependencies where each node isa task and each link is a task dependency; seealso CRITICAL PATH METHOD (CPM) NETWORK.

Task Group A set of tasks that should betreated similarly. For example, they should beperformed at the same time, should be iteratedas a group, should be multiply instantiated as agroup. A task group is represented on aprocess flow diagram by enclosing the tasks in arectangle.

Task Step A discreet step to be done inexecuting a task.

TCP/IP See TRANSMISSION CONTROL

PROTOCOL/INTERNET PROTOCOL.

Technical Architecture The physical hardware,network configuration, and software tools thatsupport the system architecture.

Technical Assistance Request (TAR) Oracle’sname for recorded problems. A TAR number isa unique number assigned by WWSUP to trackthe problem.

Technical Platform Architecture Setup rules,guidelines, and principles that define thestructure, functions, and relationships amongthe hardware, systems software,communications, and network facilities that actas the technical foundation for the businessprocess, information, and applicationarchitectures. The technical platformarchitecture specifies the common or sharedfacilities and function of the facilities needed tosupport the applications and data to meet theneeds of the business. It supports suchestablished principles as data, devices, andlocation independence and formal interfaces.

Technique A specific approach to performinga task. A methodical means of handling andcommunicating complex details.

Temporary Tablespace A tablespace usedwhen a SQL statement requires the creation oftemporary segments (for example, the creationof an index).

Test Data Profile Specific test data values forperforming a test.

Test Environment A combination of softwareand possibly hardware that provides a stableenvironment in which to test newly developedsoftware without elaborate preparation. A testenvironment might provide test data; datastructures; test scripts; automatic test execution;test results recording; and test results analysis.

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Test Scenario An instance of an event. Apoint-in-time sample of the business conditionsand processing environment to be tested. Eachscenario may include users working in multipleapplications, performing online or batchprocessing being performed.

Test Script A document consisting of a testspecification, a test data profile and instructionsfor performing a test.

Test Specification A set of steps or atransaction sequence used in module; moduleintegration; system; systems integration; orentity testing.

Thin Client 1. A client is considered thin if thepersonal database and Express Server areinstalled on the server and all processing occurson the server. 2. A low-maintenance desktopclient, usually without a hard drive, intendedfor optimal use in a multi-tier architectureenvironment. In a multi-tier environment,server hardware platforms perform dataprocessing actions instead of the thin client. 3.The client software that is running on the serverhardware platform. See also TIER.

Third-Generation Programming Language(3GL) A programming language that usesprocedural definitions to carry out tasks, andtypically uses record-by-record processing ofdata. Procedural 3GL language structuresinclude if....then....else, do....while statements andothers.

Third-Party Application Interface Aheterogeneous interface between OracleApplications and the application product ofanother vendor or an application developed ‘in-house’.

Tier A set of hardware platforms that performsimilar tasks. For example, client/server is atwo-tier architecture, with hardware platformson the client tier connecting to machines on theserver tier. A multi-tier architecture consists ofthree or more tiers. In Release 11, hardwareplatforms on the desktop client tiercommunicate with hardware platforms on theapplication tier, which in turn, communicatewith each other and with the hardwareplatforms on the database tier.

Timebox A project management technique thatfixes the duration and resources of a task, or aset of tasks, and forces the scope of the projectto be adjusted based on the time available tocomplete the task(s). The contingency forunder-estimation of the work is provided by aprioritized list of features left out if necessary.The contingency for over-estimation is providedby a prioritized list of features that should beadded in if time allows.

Tool Software applications, deliverabletemplates, or any other utility suggested tofacilitate the completion of a particular task.

Top-Down Estimate A high-level work effortestimate. This type of estimate is derived bytaking a total project estimate and dividing itamong the project’s phases, activities, and tasks.

Topical Essay A high-level illustration of howto satisfy a business need. A section of a designdocument that specifies business needs, majorfeatures, terms, and processing overview.

Traceability The ability to trace an applicationsystem component to its business requirement.

Train-the-Trainer An approach towardtraining whereby inside resources takeownership of delivering training to their peersand associates.

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Transaction Database A database usedprimarily by transaction oriented applications.

Transaction Interface An interface thattransfers transaction data between similar ordissimilar applications.

Transmission Control Protocol / InternetProtocol (TCP/IP) A popular industry-standardnetworking protocol used for communicationbetween computers.

Trigger 1. A database object that executesPL/SQL code based on a change to a databasetable. 2. An Oracle Forms function that isexecuted based on an event in the formsenvironment.

TWO_TASK With a UNIX operating system,an environment setting that identifies thenetwork alias of an ORACLE instance runningon the local machine or on another networkedmachine. This variable overrides any setting forORACLE_SID and causes the Net8 software tomanage the connection request. See alsoORACLE_SID and LOCAL.

UUncontrolled Document A document which isproduced once for information only, and is notsubject to formal approval or change control.

Unique Identifier Any combination ofattributes or relationships that serves, in allcases, to uniquely identify an occurrence of anentity.

Unit Test see MODULE TEST.

Usability That quality of a system that makes iteasy to learn, easy to use and encourages theuser to regard the system as a positive help ingetting the job done.

User A person who uses a system to perform abusiness function.

User Preferences In many circumstances incomputer systems there may be alternate waysa user can influence the behavior of a utility,user interface, or other system process.Typically set by adjusting values in a set of userpreferences; for example, in a programgenerator, preferences may be set for style,performance, user interface behavior, and codestandards.

User Review A meeting at which some of thefacilities of a system are demonstrated to andreviewed by user. The objective of a userreview is to elicit feedback on which to basefuture development and improvement of thefacilities being reviewed.

Utility 1. A program or system function thatperforms a job for the users, but does notprovide or require user interaction (forexample, the calculation of interest); see alsoGENERATOR and TRANSFORMER. 2. A programthat performs a job for developers or foradministrators (for example, Headstartutilities).

Utilization The amount of time a staff memberbooks to a project accounting system; see alsoBILLABLE UTILIZATION and NON-BILLABLE

UTILIZATION.

VVanilla 1. Standard or plain. 2. An ice creamflavor.

Variance The difference between a plannedand an actual value; for example, budgetedhours vs. actual hours.

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Version The rendering of a configuration itemwhich incorporates all of its revisions startingfrom a given point.

Version Control A mechanism to managemultiple revisions of files, documents,programs, applications, or other items thatundergo change.

View 1. A means of accessing a subset of datain a database. 2. A custom-tailoredpresentation of the data in one or more tables.A view can be thought of as a stored query.

WWalkthrough Review of work in progress,usually taking the form of a presentation by adeveloper to an audience of stakeholders orfellow developers who are encouraged tocomment and ask questions. The objective is tomake sure that work is proceeding in the rightdirection.

WAN see WIDE AREA NETWORK.

WBS see WORK BREAKDOWN STRUCTURE.

Web Browser A program running on a desktopclient used for viewing documents formatted inHTML and running Java applets. A webbrowser sends requests to a web server using aspecial protocol (HTTP) to retrieve documentsand Java applets.

Web Client see THIN CLIENT and TIER.

Web Server A type of application server thatruns an HTTP listener. The term is also used bysome in an informal manner to describe thesoftware running the HTTP listener, as in "theApache web server".

White Box Test A test of all or part of anapplication system that requires knowledge ofthe actual code being tested. Module tests areusually white box tests; see also BLACK BOX

TEST.

Wide Area Network (WAN) Acommunications network that connectsgeographically separated areas; see also LOCAL

AREA NETWORK.

Work Breakdown Structure (WBS) Anorganization of project tasks into a hierarchy forscheduling and reporting progress.

Work Effort see EFFORT.

Work Estimate see ESTIMATE.

Workflow 1. The flow of work, step-by-step,through a process, including inputs required,outputs produced, activities undertaken anddecisions made. 2. The movement ofdocuments around an organization forpurposes including sign-off, evaluation,performing activities in a process and co-writing. 3. The flow of inputs and outputslinking one job or one task to the next in a workprocess.

Work Schedule see PROJECT SCHEDULE.

Workshop 1. A meeting attended by users anddevelopers to create a plan, specification orother documentation that can guide thedevelopers in their development tasks. 2. Ameeting designed to facilitate interaction andthe exchange of information betweenindividuals or groups; see also REQUIREMENTS

WORKSHOP, SCOPING WORKSHOP, and USER

REVIEW.

Workstep A step within a task that mayproduce a deliverable component.

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Worldwide Support (WWSUP) Oracle’ssupport organization.

World Wide Web (WWW) A hypertext-basedsystem for browsing multimedia documentsthat uses the Internet as its transportmechanism. In a hypertext system, younavigate among documents by followinghyperlinks, which take you to other documents.Often simply referred to as the Web. See alsoHTML and HTTP.

WWSUP see WORLDWIDE SUPPORT.

WWW see WORLD WIDE WEB.

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