re: Oracle Accused Of Lies, Extortion By N.J. University
This has to at least partially fall on the University's due diligence.
"According to MSU's complaint, the project scope included Oracle's PeopleSoft Financial Management System, Human Capital Management, Hyperion budgeting and planning software, CRM and Campus Solutions, Oracle Data Warehouse and Analytics, and the Oracle Enterprise Portal. The negotiated implementation time for all these technologies was 25 months."
- Anyone remotely familiar with ERP implementations would have raised a red flag at implementing half of that in 25 months. Oracle's interest is to sell as much software as possible as quickly as possible. For an external validation of Oracle's plan, the University relied on... Oracle (Consulting). If they had IBM as the consultancy, for instance, they would have probably told them to break this into smaller projects.
"Oracle, including an assertion that "95% of the University's more than 3,200 business requirements were satisfied by its base [PeopleSoft] system." MSU later found that the software "did not contain all of the critical functionality which Oracle had represented it would contain."
- That is the oldest and most well known software sales pitch in the book. Sure, if you release an RFP with common functional requirements, Oracle is going to say we support that (whatever it is) natively. The internal team or an external party without a financial interest in the project needs to validate that the general line item functional requirements on an RFP meet the nuances of their particular processes. Reason number 1,243 why internally developed RFPs create more problems than they solve.