Success Planning & Benefits Realisation

From go-live to value delivered. How to build and execute a benefits realisation plan that tracks Oracle outcomes, not activity — and what to do when the benefits are not materialising. 6 hrs · 2 sessions · Intermediate. Overview Most Oracle programmes declare success at go-live and never measure whether the business case was actually delivered. The implementation team moves on. The programme board disbands. The executive sponsor's attention moves to the next initiative. Twelve months later, the finance director notices that the promised process efficiency gains have not materialised, the headcount reductions have not happened, and the reporting that was supposed to transform decision-making still requires the same manual intervention it always did. This course teaches how to build and sustain the benefits realisation discipline that closes the gap between the go-live announcement and the actual delivery of Oracle's value. It covers the benefits register that traces back to the original business case, the measurement framework that provides honest data, the hypercare plan that protects value in the critical first 90 days, and the 12-month optimisation roadmap that converts a functioning system into a genuinely high-performing one. Learning outcomes • Build a benefits register that traces directly to the original Oracle business case • Design the measurement framework that provides honest benefit realisation data • Execute a hypercare plan that protects value delivery in the critical 90 days post-go-live • Identify adoption failure patterns and know how to intervene before they become permanent • Build the 12-month Oracle optimisation roadmap that moves from functioning to high-performing • Produce a board benefits realisation report that maintains credibility even when results are behind plan Prerequisites • No Oracle technical knowledge required • Oracle Business Case & ROI Modelling course is a recommended complement — the benefits register should trace back to the original business case • Most valuable for organisations within 18 months of go-live Modules 1. Benefits register, hypercare & the 90-day plan (3 hours) Why most Oracle programmes fail to realise their business case — and why it is almost never a technology problem. The three root causes of benefits non-realisation: process workarounds that persist post-go-live, adoption failure that prevents the system from being used as designed, and the absence of ownership accountability for specific benefits. Tracing benefits from the business case to the benefits register to the measurement plan: how to build the chain of accountability that makes benefits realisation a managed activity rather than a hope. The benefits register design: benefit name, financial value, non-financial value, owner, baseline measurement, target, measurement date, and current status. Hypercare: what it is, how long it should run (typically 4–8 weeks, but programme-dependent), what it must contain to be effective, and the most common hypercare failures. The 90-day post-go-live plan: adoption monitoring, issue resolution, quick wins that demonstrate value and build momentum, and the first optimisation cycle. Topics: Root causes of benefits non-realisation; Benefits register structure; Benefit owner accountability; Baseline measurement; Hypercare design; Hypercare duration; 90-day plan structure; Quick win identification 2. The 12-month roadmap, adoption measurement & the board report (3 hours) Building the 12-month Oracle optimisation roadmap: how to prioritise what gets fixed, what gets enhanced, and what gets deferred in the year following go-live. The optimisation review cycle: monthly for the first six months, quarterly thereafter. Adoption measurement: the metrics that reveal whether Oracle is actually being used as intended — transaction volumes versus expectations, manual override rates, user login frequency, help desk call patterns, and process cycle time. The adoption dashboard: how to make adoption status visible to business leadership without technical jargon. The six-month benefits review: what to measure, how to present it, and — critically — what to do when the numbers are disappointing. The board benefits realisation report: the format, the frequency, the honest framing that maintains credibility even when delivery is behind plan. Lessons learned: how to capture what the organisation has learned from the Oracle programme in a way that is genuinely useful for the next one rather than just a compliance document. Topics: 12-month optimisation roadmap; Optimisation review cycle; Adoption metrics; Transaction volume analysis; Manual override rates; Adoption dashboard; Six-month benefits review; Board benefits report; Lessons learned Delivery Recommended for the programme director, the executive sponsor, the finance director, and the key business process owners to attend together. The shared benefits register and accountability framework is the primary output — it requires joint ownership to be meaningful. Most effective 1–3 months before go-live, so the infrastructure is in place from day one. Certification Certificate of completion Price USD 950 · per participant per person · indicative · group pricing available HRDC eligibility Up to 75% refundable Mauritius-registered employers may claim this training via the HRDC levy. We provide full documentation to support your claim. Languages English Provider reference SIMPLIT-085-SUCCESS_PLANNING

• Programme directors responsible for post-go-live value delivery • Executive sponsors who need to demonstrate Oracle ROI to the board • Finance directors tracking Oracle programme benefit realisation • IT directors responsible for Oracle system performance and adoption • Transformation directors with accountability for business change outcomes • Internal audit teams assessing whether Oracle investment is delivering its promised value