1. 1 © 2007 Oracle Corporation – Proprietary and Confidential

2. Project Recovery for Application Development June 2010 Presented By: Terrance Dugan, Project Director

3.  Terrance Dugan  Oracle Project Manager  15+ Years of PM Experience  PMP Certified  Certified Scrum Master  MBA from Suffolk University  BA in Computer Science from Boston College  2009 Kerzner International PM of the Year  2009 PM of the Quarter for Oracle NAC (Q2)  Specialty in CRM Application Development Introduction 3

4.  What is a Recovery Project?  Project Recovery Challenges  Three Phases of Project Recovery  Real Recovery Scenario  Details  History  Findings  Key Recommendations  Results Agenda 4

5. A project that is assigned to another project manager because it is failing to deliver acceptable results to the client as per costs, schedule, and scope. Troubled projects almost always have three things in common.  Not Following Basic PM Principals and Controls  Not Producing Standard Project Documentation  Behind Schedule and Over Budget What is a Recovery Project? 5

6.  Strained Client Relationships  Budgetary Issues  Schedule Issues  Project Team Credibility  Low Project Team Morale  Project Team Burn Out Project Recovery Challenges 6

7. Absolutely Not! As long as the project has not been cancelled, it is not too late to recover. However, the further down the project timeline, the harder it is to recover. Is It Too Late to Recover? 7 High Low Probability Timeline EarlyLate Recovery Easier Harder

8.  Phase 1 - Project Assessment  Phase 2 - Recovery Replanning  Phase 3 - Project Execution and Control Three Phases of Project Recovery 8

9. The recovery project manager usually leads the project assessment, makes recovery recommendations, and provides recovery options.  Consider the Assessment Time Well Spent  Typically Takes Two or Three Weeks  Current Project Can Continue or Take “Time Out”  Primarily Involves  Key Stakeholder Interviews  Project Documentation Review Project Assessment 9

10.  Project Sponsor Communication  High Level Documentation Review  Key Stakeholder Meetings and Interviews  Understand Your Stakeholders!  Detailed Documentation Review  Recovery Analysis and Assessment  Review Findings, Recommendations & Options Project Assessment Activities 10

11. Recovery replanning involves documenting and confirming project objectives, resetting client expectations, and developing a plan to meet project objectives and client expectations.  No One is Happy the Project Needs to be Recovered  Agreeing on Recovery Plan Not Easy  Sensitive Time for Entire Project Team  Resources May Need to be Replaced  Cooperation and Collaboration is Essential Recovery Replanning 11

12.  Document and Confirm Project Objectives  Measurable Success Metrics  Set Clear Expectations  Create Recovery Plan  Kickoff Team Event to Celebrate New Beginning  Tide Turning, Mood Altering Event Recovery Replanning Activities 12

13. Project execution and control for a recovery project is similar to that for a standard project with one exception. There is no honeymoon period; it’s more like getting back together after a separation, so tensions are high.  Project Management 101  Do Your Job as Project Manager  Reestablish Project Team Credibility  Rebuild Client Relationships  Bring Project Back on Track and Keep it There! Project Execution and Control 13

14.  Project Details  International Siebel Project  Sales, Call Center, and Business Intelligence  1000+ Sales Representatives  35 – 45 Person Project Team  Heavy Legacy Integration Real Recovery Scenario 14 8 Sub-teams FunctionalInfrastructure DevelopmentTraining IntegrationTesting Data ConversionOrganizational Change Mgt

15.  Project History  Project Team in Place for Over 8 Months  Complex Solution (No Where Near Complete)  Solution Demo Completely Misses Mark  Client’s Business Clearly Not Understood  Project Team on Third Project Manager  Cost and Schedule Over Runs Real Recovery Scenario 15

16.  Findings  Project Vision Not Clear  Structured Methodology Not Followed  PMP Incomplete  No Scope Statement  Change Control Out of Control  PMO Not Involved  Business Not Engaged  Solution Not Aligned with Enterprise IT Vision Real Recovery Scenario 16

17.  Findings Cont’d  Team Morale was Low  No Integrated Project Work Plan  Implementation Best Practices Not Followed  Business Analysts Not Leveraged  Client Resources in Wrong Roles  Key Project Skills Missing  Team Nearly Burned Out Real Recovery Scenario 17

18.  Key Recommendations  Create Vision Statement  Rebaseline Project  Engage BA’s, Business, PMO, and Enterprise IT  Assess Resources and Restaff as per Project Needs  Go Back to Project Management Basics  Conduct Stakeholder Analysis  Complete PMP and Create Scope Statement  Create Business Process Flows  Conduct Out of the Box Demo  Consolidate and Gather Requirements  …etc. Real Recovery Scenario 18

19.  Recovery Results  BA’s, Business, PMO, and Enterprise IT Excited to be Engaged and Part of Team  Simplified Solution Leveraging OOTB Functionality  Project Team Began Hitting Milestones and Reestablished Credibility  Team Morale Greatly Improved  Project Delivered On-time and On-budget  Big Go-live Celebration  Client Highly Referenceable  Additional Follow-on Business Real Recovery Scenario 19

20. 20 © 2007 Oracle Corporation – Proprietary and Confidential

21. 21 © 2007 Oracle Corporation – Proprietary and Confidential