Agility by Design - eprentise Blog

Unleashing the Power of R12: The Mechanics of Ledger Sets and Secondary Ledgers

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Written by Brian Lewis Tuesday, August 16 2011

Of the new features in Oracle E-Business Suite R12, the most powerful are ledger sets and secondary ledgers. Taken together, these features have the capability of eliminating thousands of spreadsheets and wasted staff hours. This article explores briefly the functionality of ledger sets and secondary ledgers.

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11i to R12 Decision: Upgrade or Reimplement?

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Written by Skip Straus Tuesday, February 22 2011

Most organizations will upgrade if possible, since that is the easiest path for enterprise software product upgrades. However, there are a number of factors, including the new Financials architecture and concerns about product quality, that have led many to decide to reimplement or to delay. With the introduction of eprentise software, you can eliminate obsolete fundamental setup configurations and multiple instances as reasons that lead organizations to select reimplementation. If you like what R12 offers and you want to save time, money, and resources on the transition, you can combine eprentise Transformation software with Oracle® upgrade to upgrade EBS 11i instances to a single global instance of R12.

The transition from 11i to R12 is a high-stakes major initiative for any E-Business Suite (EBS) customer. We have observed that companies plan the transition for approximately a year, then set budgets, line up resources, and do the work over one to two years. Projects may cost in the range of several million dollars to tens of millions and are often proportional to the size and complexity of the business. We believe E-Business Suite 11i customers can upgrade instead of reimplement, shorten the time-to-value at a lower cost, and provide a better R12 result for both the Business and IT. Why reimplement?

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Taking Advantage of R12 Functionality with a Single Chart of Accounts and a Single Instance

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Written by Helene Abrams Tuesday, March 16 2010

Oracle describes R12 as "the global business release," and much of the focus has been on improving the ability of EBS to better manage complex global businesses, especially where organizations are centralizing their applications into a shared service environment. Some of the key enhancements include the introduction of a Common Accounting Engine with Subledger Accounting (SLA) and Multi-Org Access Control (MOAC). This article examines how to best use a single chart of accounts and a single instance to leverage R12 functionality to meet the globalization challenges.

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Globalized Financials in R12: Avoiding the Risk of Nuclear Disaster

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Written by Helene Abrams Tuesday, November 10 2009

Growing globally is an engrained goal of organizations that adhere to the principle of increasing shareholder value. New markets for product adoption often must be pursued across national boundaries as local markets approach saturation. Strategies must be developed to both create and manage operations overseas. One of the difficulties inherent in operating globally is that different localizations, such as regulations and currency, complicate business operations since the business must comply both with global and local policies. So, while the company must abide by localized tax laws and regulatory requirements, it is also important for management to maintain a concise view of financial performance of the company as a whole.

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TEChanges - Agility by Design

May Puzzle

David is often referred to as Rainman due to his peculiar ability to effortlessly figure out a certain date's day of the week. He recently displayed this talent when I asked him if there was a conflict with the upcoming Fuzzy Dice Conference and our weekly court-ordered community service. He asked the date of the convention. It was April 20th, 2012.

"Oh, that’s a Friday," he said, effortlessly. "And your sentences have you committed for the next few dozen Wednesdays so you'll be able to go." And of course he was right.

One day a few weeks ago I asked out loud in the office about the date June 5th. And of all people, my brother Tommy piped up and said "Oh, that's a Tuesday."

"That's right," said David.

Well how about Otcober 3rd?

"That's a Wednesday," said Tommy. Then I asked about Christmas Day 2012.

"Oh, that's a Tuesday." David nodded in agreement.

Do we now have two rainmen? Or had Tommy figured something out?

Show solution...

Solution

Here's what was going on. Tommy was using something called anchor dates. And these dates apply to each and every year. April 4th, or 4/4 we’ll call it from now on, June 6th or 6/6, 8/8, 10/10, 12/12, are all the same day of the week, each and every year.

So too are 5/9 and 9/5, May 9th and September 5th. So too are 7/11 and 11/7, and all the above dates are the same day of the week, as is the last day in February, Leap Year or not. And they’re all the same day as January 4th, it would otherwise be January 3rd, but this was a leap year, and that’s changes the anchor day from January 3rd to January 4th.

Tommy also knew that New Year's Day was a Sunday. He was sobered up by then. And he knew it was a Sunday because Christmas was a Sunday in 2011, so New Year's Day is a Sunday, so the Anchor Day for 2012, January 4th, has to be a Wednesday!

So if that's a Wednesday, then 4/4, 6/6, 8/8, 10/10, 12/12, 5/9, 9/5, 7/11, 11/7, and February 29th are all the same day of the week, and they're all Wednesdays. So when I ask for example, about October 3rd, he knew October 10th was a Wednesday, 10/10. So 10/3 must also be a Wednesday. 12/12 is a Wednesday in 2012, so it’s 12/26, which is two weeks later. So 12/25, or Christmas Day, must be a Tuesday.

Success Tips for Oracle Project Management

  • Create a standard for documentation at the beginning of your project, and hold team members accountable for completing documentation requirements as well as keeping them at and above the standards required.
  • Before promulgating user documentation or training, it’s also a good idea to choose a representative from the among the business users base to review materials first.
  • If you are not sure about the resources and budget required, obtain several estimates from people that have experience with the same size and scope of your project.
  • Be explicit, before beginning the project, what internal resources are required for execution. This includes people, infrastructure, hardware, and software.
  • Help the project champion understand the impact your project will have on the organization and how its successful completion will make him or her an internal hero or heroine for supporting it.
  • Break up your project into smaller projects (try for projects that can be completed in 4-6 months, especially early on) to get success and demonstrate momentum.
  • Make sure that your testing includes reports, upstream and downstream interfaces, customizations, enhancements, and workflows.
  • Ensure that comprehensive transition reports and meetings between departing and incoming personnel are completed.
  • Instead of spending time and resources implementing third-party reporting, consider consolidating multiple instances, moving to a global chart of accounts (CoA), and/or standardizing on a consistent calendar.
  • Include governance, risk, and compliance management as part of the project plan.
  • Finally, celebrate the successes. Too many projects focus on defects, failures, or small cost over-runs without looking at the big picture and what was accomplished.

The Analyst Corner

John Van Decker, Research VP of Gartner, states:

"A single chart of accounts allows consistency in financial reporting across the enterprise by standardizing on common metrics and reporting structures, reduces dependencies on a separate financial consolidation system, and significantly reduces the costs incurred with ongoing, complex conversions and translations."

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