Oracle Implementation Success Services
Post Go-Live Roles & Responsibilities Checklist
Checklist Goals
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Audience
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Specific Instructions
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Oracle Corporation Confidential 11/11/2025 Page 1
Oracle Implementation Success Services
Post Go-Live Roles & Responsibilities Checklist
V2_August 2019
Checklist Goals
Provide a guide for, and visibility into, the key roles and responsibilities for all parties once the customer is live on the Cloud
applications. This represents a critical activity that supports the customer's go-live readiness.
Identify each organization and each person and the respective role(s) and responsibilities.
Identify the project activities (KT, Training, testing, validation) that each person will participate in to ensure the proper
operationalization of the Cloud applications to support the business.
Provide customer with a record of discussions/commitments made during the project building towards the customer's self-
sufficiency in the Oracle Cloud.
Audience
Implementation Project Team
Customer Super-Users
Customer SMEs & IT Staff
Customer Business Leadership
Specific Instructions
The Post Go-Live Roles & Responsibilities Checklist is contained in the 2nd tab of this workbook. This checklist is intended
to cover the general post go-live objectives for "most" Oracle Fusion Cloud implementations. However based on the
customer's scope, approach and complexity, the checklist may be tailored as necessary.
The Test Plan Review Checklist is separated into a few logical sections. The first section (section 1) provides Post Go-Live
Roles & Responsibilities "best practices" based on previous Oracle customer's Fusion Cloud implementations. This section
should be reviewed during the initial Implementation checkpoint as a means to prepare for the customer's readiness to Go-
Live. The second section (section 2) provides general activities associates with the process stabilization and production post
go-live.
The checklist is intended to be a "living" document which is updated during each phase of the customer's implementation
as part of the overall Milestone review.
Suggestion: Auto-Hide Ribbon (top right of Excel window). This will provide better viewing of the worksheet.
The checklist follows a "user friendly" status tracking format. This allows the participants to identify specific checklist rows
as "red" or "yellow" indicating additional follow up is required. Otherwise, "green" indicates the row has been confirmed
to be adequately completed or covered and no additonal follow up is necessary.
Status Key:
"Red/Yellow/Green" status key descriptions can be reviewed on LOVs worksheet
As the team reviews the appropriate section(s) of the Test Plan Checklist, update the applicable row with the most
appropriate status (per key in LOVs worksheet), and add notes to provide detail of the status.
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Customer: "Name"
Post Go Live Roles & Responsibilities
Check List Items:
Post Go Live "Best Practices"
1.1 Best Practice: Develop formal Post PROD support help desk cadence to facilitate clear
and efficient support for User questions and issues.
Best Practice: Identify roles and responsiblities to provide support aligned with the
strategy.
Review/update customer prioritization and tracking of applicable Oracle Cloud
enhancement requests (ER).
1.2 Customers should develop a Standard Operating Procedures (SOP) document that
details the procedures for the Customer's Internal Help Desk to support the Oracle
Cloud applications.
Customers should receive foundational Oracle training on the Cloud applications
implemented before SI provides knowledge transfer focused on configurations and
extensions.
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1.4 Best Practice: Regular scheduled meetings are held with the "Oracle Cloud
Environment Planning" group. Maintain current and future looking Cloud
environment strategy. Develop action plans for Cloud quarterly updates, refreshes
and other environment change management activities. Utilize "Instance Management
Strategy" MS-Excel tool to track activities across environments regarding project
activities, entitlements and business processes.
1.5 Best Practice: Have a PROD regression test plan. Oracle provides two weeks between
the quarterly /monthly patch updates in "Stage" (1st Friday) and "PROD" (3rd Friday)
of applicable month. Customer should identify and regression test "critical PROD
processes" at a minimum.
1.6 Best Practice: A strong "change management" process after go-live. Once the SI rolls
off of the project, the Support Team should adhere to a strict Cloud environment
change management process. This applies to changes to exisitng configurations, or
new functionality. All changes should be validated and accepted in the "Stage"
environment prior to migrating it to PROD. Data and report changes should always be
tested in "Stage" first. On going training for customer support team is crucial.
1.7 Best Practice: Develop support Plan for "period end close" process. Identify roles and
responsibitlies.
1.8 Best Practice: The greatest value that a System Implementation (SI) Partner can
provide is an effective knowledge transfer that enables a customer to be self-
sufficient with their new ERP solution. Before the partner resources, who fully
understand the cloud applications and the customer’s solution on top of it, depart
they need to transition knowledge to the proper customer resources.
Post go-live activities:
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2.1 Are the help desk resources properly trained or a plan in place?
2.2 Is there a formal User Training Plan developed to ensure user readiness to adopt new
system?
2.3 Have integrations been documented?
2.4 Have product customizations been documented?
2.5 Have report customizations been documented?
2.6 Has a post go-live review/status meeting been scheduled?
2.7 Is System Performance considered to be acceptable based on feedback from end
users? If not, enter SR# for performance issue in comment.
2.8 Has the post-production P2T been scheduled to occur immediately following the
planned go-live? If not, customer should action this.
2.9 Is there an operation plan and schedule to manage ESS processes? (e.g., LDAP synch,
user provisioning, benefits life events, payroll, in- and out-bound integrations) If no,
this should be actioned immediately by the customer
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2.11 Is there a formal Issues /Service Request Tracking list that is maintained and reviewed
during these calls? The goal is to ensure that a fully qualified issue gets quickly
documented, routed efficiently to the right resource for triage, forwarded to an
expert, if required, to provide a solution, the information and status provided back to
the user and the issue formally closed. The support structure typically involves a
front-line support team of super users and subject matter experts that work directly
with the end-users. They are then supported by solution functional and technical
experts from either the customer and/or partner teams. If these two layers of support
cannot resolve the issue, then that second level team should turn to Oracle Support
for assistance via the standard Service Request (SR) process via the My Oracle
Support portal.
2.12 A formal Instance Management Plan should be authored and maintained in order to
keep various activities documented to avoid conflicts. This plan should be created
during the deployment and continue to be maintained after Go-Live as a living
document. The activities included within this document are key project testing
events, configuration completion milestones, external integration environments that
are linked to each pod, P2T or T2T refresh events, scheduled update bundle
maintenance dates, scheduled, pod names, application versions, languages installed,
pod URLs, associated PaaS environments, etc.
2.13 Validate that documentation is delivered by SI to Customer on configuration
decisions, reporting, interfaces, ESS jobs and extensions (customer self-sufficiency).
2.14 Keep a pristine copy of your production functional configurations in the FSM
configuration templates and/or Rapid Implementation Templates.
2.15 Establish Performance Baseline Metrics (manual) in Production & Non-Production
environments (provides a point of reference to analyze if performance degrades)
2.16 Proactively review all IT infrastructure, Firewall, IT browser and IT carrier changes to
determine potential impact to connecting with Oracle ERP Cloud service.
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2.17 A leading practice that has worked for many customers is to establish a distribution
list by the internal email administrator and the customer’s ERP staff and system
integrators are subscribed to that distribution list. The Service Administrator can then
add that distribution list as a notification user of the Oracle ERP Cloud Service. The
people receiving the system availability notifications need not be service
administrators.
2.18 User Security Operations – As you continue to run your business on the Oracle Cloud
employees will be hired, terminated and promoted, all of these actions may require
changes to the Oracle Cloud Applications (create user and assign roles, end-date user
or grant/revoke roles). This maintenance must be executed by the customer’s
application security administrator with their application pod.
2.19 On a periodic basis (quarterly by default, monthly by customer opt-in), Oracle will
deliver service updates via a pre-scheduled maintenance update. This update is
applied to your non-production environment(s) on the first weekend of the assigned
quarter cadence and then applied to your production environment on the third
weekend of the same month.
2.20 Review the quarterly updates and decide if you want to opt in for some or all of the
new features. Revise test plans and test cases accordingly.
2.21 Functional Solution Review – configuration and business process review with super
users that should also focus on the logical processes that would be considered
“normal functional maintenance” (i.e. adding a business unit, normal changes to the
Financials organization structure, defining a new list of value entry).
2.22 Technical Solution Review – customization review with IT Support Staff to ensure that
all documentation is complete and accessible and that a general support
understanding is present to provide guidance during the planning of an upgrade or
triaging of a problem.
2.23 Integration Operational Review – solution, scheduling, troubleshooting review with IT
Support Staff so that routine health checks on the state of execution can be done and
issues can be triaged should a problem occur.
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2.24 Security Operational Review – detailed process and solution review with IT Support
Staff in order to ensure that they understand the current security model including any
custom roles that were created, the basics of how Oracle ERP Cloud application
security works and review the administration process to create a new user, maintain
role assignments and also setup new printers. This should also include a review of
how the customer’s SSO integrates with the Oracle Cloud SSO functionality.
2.25 Oracle Cloud Operations Review (SR, Cloud Portals, Outages) – a review of all of the
standard Oracle Service portals, a review of SR best practices, a review of the various
cloud operations recurring maintenance activities and a review of the available cloud
service request types.
2.26 Does the plan include the timing and methods for disabling the customer's legacy
application such that: 1. final data load occurs; 2. legacy application is made
unavailable;
Check List Items to have avaialble to leverage for future Cloud Service activities:
3.1 Training Material Review – content and delivery method review to prepare to use in
the future.
3.2 Conversion Methodology and Tool Review – approach and tool review to prepare for
potential re-use in case of customer executing a new business acquisition.
3.3 Regression Test Plan and test scripts - approach and tool to perform testing of critical
processes following Fusion Cloud updates.
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RED
YELLOW
GREEN
Additional Notes:
The customer should have a plan to provide end user support post go-live. Many customers are already providing Help
Desk support to their end users with the legacy systems currently in use so they may plan to re-train their existing help
desk personnel on the new technology. This post go-live support model should be built into the project plan and be
part of the change management activities (i.e. training help desk team).
Customer/SI should prepare a separate list of all issues that occurred during the implementation that resulted in an SR
that evolved into an Enhancement Request (ER). This list is then used by the customer to periodically review the status
of the ER to maintain awareness such that when an ER becomes available in a quarterly update, they can activate it
accordingly and deactivate any workarounds, etc. that were put into place during the implementation.
Post Producton Help Desk Team - typcial activities include:
- Assisting Users
- Trouble shooting functional and technical issues
- Raising SRs
- Regressing testing after updates
- Evaluating new Cloud features (quarterly update cycle)
- Environment planning to align with Organization objectives and scheduling of refreshes.
- Prod change control board to review, prioritze and approve changes to PROD.
Cloud application implementation training will allow for self-sufficiency by enablign cutomer to extend from initial
implementation.
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A formal Instance Management Plan should be authored and maintained in order to keep various activities
documented to avoid conflicts. This plan should be created during the deployment and continue to be maintained after
Go-Live as a living document. The activities included within this document are key project testing events, configuration
completion milestones, external integration environments that are linked to each pod, environment refresh events,
scheduled update bundle maintenance dates, scheduled, pod names, application versions, languages installed, pod
URLs, associated PaaS environments, etc.
Test plan should include all major functions initially, and augmented each quarter with specific functional areas
impacted by the Readiness documentation. (See link in the notification email for each Quarterly Update)
Customer should engage resources (either in-house or outsourced) to affect change in their Cloud application
configurations. These include modifying existing configurations, as well as, enabling new functionality as Quarterly
Updates are applied with new features that the customer may want to take advantage of.
Customer should identify all persons/departments involved in tasks associated with "perod end close". This would
include monthly, quarterly and year end. The steps for the "Period End Close" procedures need to be clearly
documented in the SOP and tested prior to cutover (at least for monthly) and prior to each impending period.
Partner and Customer should agree on the list of key topics required for KT. An effective KT plan and schedule should
be created early in the project and appropriately signed off by the Customer. The plan should encompass the level of
KT detail identified in the SOW for the project. Criticlal KT items include all up to date configurations workbooks
describing the "as-Built" application environment, the issue log with all items closed out (to the degree possible) at
Cutovern any outstanding Enhancement Requests or Service Request bug fixes that are pending resolution for the
future, Open SRs (punch list items) at cutover, and applicable operational procedures (SOP) to run the applications for
the business.
The KT can extend beyond cutover so long as the SI and business participants in the project remain engaged in post-
Go-Live support.
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Customer should be briefed on the Support options, Standard, Platinum, Premium, etc. Prior to SIT/UAT, existing in-
house resources responsible for initial triage of business and IT issues need to be identified and provided the training
and tools to add the Oracle Cloud to their support model(s). Ultimately, application issues may engage Oracle Support
via a Service Request, but most end-user issues may be handled internally. Helpdesk resources need to be trained on
the applications to understand functionality and at a high level the underlying logic and data. IT personnel need to be
trained on the configuration and maintenance of the Applications in the cloud.
Validate that the User Training plan put in place for the Project Team is still valid and being adhered to according to
plan. Ensure Training material is in place and readily accessible by the end users.
Best Practice: Plan to maintain documentation and keep current.
Best Practice: Plan to maintain documentation and keep current.
Best Practice: Plan to maintain documentation and keep current.
Best Practice: Plan to hold initial G/NG meeting upon completion of SIT/UAT but prior to final conversions/cutover
execution. If necessary additional G/NG meetings can be held, especially if Critical (showstopper) issues exist and have
a plan for resolution that must be realized and approved prior to final cutover and Go-Live.
Given the sizing of STAGE environments is much less that Production it is not uncommon for some performance issues
to exist just after go live. These need to be taken seriously, replicated and reported via SR to engage Cloud Support and
possibley the Cloud Performance Team. IT Support team should familiarize themselves with all of the potential logging
that can be turned on/off and be prepeared to upload necessary logs to the SR (prefereably before being asked for
them).
This should be part of the instance strategy with steps for these activities incorporated in the project plan.
3 weeks lead time is required to schedule via SR.
Should become part of the overall Environment Management Plan, Run books, SOPs, etc.
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Best Practice is a log which maintaines a listing of all issues / SRs (and all relevent information). This log should be
coupled with the understanding and adherence to the Support process for logging, working, and escalating an SR with
Support.
Best Practice: Service requests are a key communication vehicle for Cloud ERP implementations.
Best Practice: The project team needs to decide
1) Who can log service requests?
2) Who is managing service requests?
3) Who can escalate service requests?
Best Practice: Maintain a running calendar of events/activities that depict Cloud Operational Items (P2T/T2Ts, all
maintenance/update dates, etc.), Critical Business Activities/Events (W2s, Period Close(s), EOY functions and other key
business events such as period bonus payouts, acquisitions, Open Enrollment, etc.) and any present/future IT Project
activities, especially those involving the addition of other Oracle Cloud Applications. calendar should be able to depict
all 3 'lanes' of events to that they can be overlayed by date and clearly show potential conflicts or areas where very
close management/monitoring is required.
Best Practice: Query customer early to see if customer is expecting these documents or is relying on SI/other 3rd party
to maintain the applications. If they are to become self-sufficient, they need to get the docs, review them for clear
understanding and 'sign-off' on them as deliverables from SI. May also prompt the need for special training
subscription(s) or Launchpad videos.
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Please note that Oracle conducts comprehensive functional testing in a standard ERP Cloud services environment that
contains a standard model of configuration and transaction data. Oracle does not have access to customer specific
configurations and transactions for testing purposes. Therefore, to minimize the risk of an unplanned disruption of
services, Oracle recommends that our customers perform appropriate functional testing as part of the update
maintenance cycle. Report any issues found via a priority service request (SR) with Oracle Support to work the issue to
resolution before the scheduled production maintenance.
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Comments:
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Status
Green
Yellow
Red
N/A