Oracle Project Methodology & Phases

What actually happens from scoping to hypercare — and where most projects go wrong. The Oracle project delivery lifecycle from scoping to hypercare. What matters at each phase, what fails and why, and the Simpl'IT delivery framework built from 100+ implementations. 6 hrs · 2 sessions. Overview Most Oracle implementations fail for reasons that have nothing to do with the software. Scope that was never properly defined. Business requirements gathered in workshops where no one asked the right questions. Data migration that was treated as a technical task rather than a business programme. User acceptance testing that started six weeks late and lasted one. A go-live weekend that was planned in detail but whose cutover sequence was wrong. These are not Oracle problems. They are methodology problems — and they are entirely preventable. This course teaches the Oracle project delivery lifecycle the way it is actually run by experienced teams — not Oracle's official methodology documentation, which describes the ideal, but the Simpl'IT delivery framework, which describes what works in practice. We cover the six phases from Initiate through Hypercare, what the real deliverables are at each phase, where the phase boundaries matter and where they are just labels, and what the experienced project lead is doing at each point that the methodology document does not say. This is a foundation course — it is deliberately accessible to participants with no prior Oracle project experience. It is also the foundation for every other Track 03 course: the methodology and data migration courses build on the phase structure established here. For new consultants entering the Oracle ecosystem, this course is the single most valuable thing they can do before their first engagement. Learning outcomes • Describe the six phases of an Oracle implementation lifecycle and explain what the key deliverables and decision points are at each phase • Identify the most common failure patterns in Oracle implementations — by phase — and explain how they can be prevented • Structure a requirements-gathering workshop that produces traceable, signoff-ready requirements • Distinguish between a conference room pilot, system integration test, and user acceptance test — and explain why confusing them is a common project risk • Read a project plan and identify gaps or sequencing errors in the testing approach or cutover planning • Contribute meaningfully to project governance conversations at any phase of an implementation Modules 1. Phases 1–3: Initiate, Discover, and Design (3 hours) The first session covers the opening half of the Oracle delivery lifecycle. We begin with Initiation — what happens before the first workshop: scoping, project charter, governance structure, environment setup, and the team formation conversations that most projects handle badly. We then move into Discovery: the requirements-gathering phase where the difference between good and bad projects is made. What does a good requirements workshop look like? How do you document requirements in a way that can be signed off, controlled, and traced through design? We end with Design — the phase where requirements become configuration specifications and the gap analysis determines what can be delivered in scope. We work through a design phase checklist drawn from real projects. Topics: Project initiation checklist; Scoping and charter; Requirements workshops; Gap analysis; Design phase deliverables; Common failure points in phases 1–3 2. Phases 4–6: Build, Test, Deploy, and Hypercare (3 hours) The second session covers the back half of the lifecycle — the phases where most projects either succeed or visibly fail. We start with Build: what is actually built during this phase, how configuration is managed, what the build review process should look like, and how to handle scope changes that arrive mid-build. We then cover Test in depth: the conference room pilot, system integration testing, and UAT — what they are actually for, how they differ, and why doing them in the wrong sequence is so common and so costly. We cover the cutover planning process and the elements of a cutover plan that most teams produce too late. We end with Hypercare — the post-go-live period that is almost always under-resourced — and what a sensible hypercare plan actually contains. Topics: Build phase management; CRP vs SIT vs UAT; Cutover plan components; Go/no-go criteria; Hypercare structure; Common failure points in phases 4–6 Important This is not Oracle's AIM or OUM methodology Oracle has official implementation methodologies (AIM for EBS, OUM for Cloud). This course is not a certification course for either. It teaches practical delivery methodology drawn from 100+ real implementations — including what to do when the official methodology collides with client reality, sponsor commitment problems, or mid-project scope changes. Delivery This course is deliberately compact — two sessions, six hours, entirely self-contained. It is an ideal onboarding course for new consulting team members and can be combined with Business Process Mapping for Fusion as a two-day induction programme. Available in group and individual formats. Particularly effective when delivered to a mixed group of client-side and consulting-side participants on the same project. Certification Certificate of completion Price USD 600 · per participant per person · indicative · group pricing available HRDC eligibility Up to 75% refundable Mauritius-registered employers may claim this training cost via the HRDC levy. We provide full documentation to support your claim. Languages English Provider reference SIMPLIT-067-ORACLE_PROJECT_METHODOLOGY

• New consultants entering the Oracle implementation ecosystem for the first time • Functional or technical consultants who have delivered modules but never led a full project • Client-side project owners who want to understand what their implementation partner should be doing • Project managers new to Oracle who need to structure their programme governance • Anyone who has been on an Oracle project that went badly and wants to understand why • Graduates and career-changers targeting Oracle consulting as a career