The Oracle ERP Disaster: How a Missing RACI Matrix Doomed a Telecom Implementation

The High-Stakes Oracle ERP Project That Went Off the Rails

Jason Miller, an experienced Oracle Project Manager, was leading the implementation of a new Oracle ERP system for a major telecommunications provider. The company was migrating from multiple legacy systems to a single Oracle Cloud ERP platform to streamline billing, customer service, and supply chain management.

The project was critical: the telecom provider served millions of customers, and any disruption could mean delays in customer billing, service interruptions, and potential regulatory fines. Jason followed Oracle’s Unified Methodology (OUM) for implementation, ensuring that project phases—Inception, Elaboration, Construction, Transition, and Production—were executed correctly. However, he overlooked one fundamental governance tool that would have held the project together: a RACI matrix.

Without clear ownership of tasks and responsibilities, the project quickly turned chaotic. Handoffs were constantly fumbled, timelines slipped, and critical issues went unresolved because no one was certain who was accountable. By the time executives intervened, the project was six months behind schedule, over budget, and had already lost several key consultants due to frustration.

The Specific Issues That Led to Failure

1. Customer Billing System Integration Broke Down

• The telecom provider relied on complex rating engines and customer billing structures that needed to integrate with Oracle Cloud ERP.

• The billing team assumed that the Oracle consultants would handle data transformation, while the Oracle consultants assumed the in-house IT team was responsible.

• Result: Billing data was misaligned, leading to incorrect charges for thousands of customers. Complaints skyrocketed, and the company had to issue millions in refunds.

2. Supply Chain & Inventory Management Was Mismanaged

• The ERP needed to sync with inventory management for telecom hardware (cell towers, routers, fiber optic cables, and retail store stock).

• The Oracle SCM team was unclear about who should validate inventory data, leading to miscounts in stock levels.

• Result: Network expansion projects stalled due to missing telecom hardware, delaying infrastructure rollouts and causing missed revenue targets.

3. Data Migration Became a Bottleneck

• Migrating customer records, contracts, and regulatory compliance data was a massive undertaking.

• Without a RACI matrix, no one had clear responsibility for validating, cleansing, and approving migrated data.

• Result: Corrupt and incomplete data caused regulatory compliance issues, forcing last-minute fixes that delayed the project further.

4. Critical Handoffs Were Fumbled

• Different teams—Billing, Supply Chain, IT Security, and Finance—needed to collaborate to ensure smooth system integration.

• Without clear ownership, teams assumed others were handling key deliverables, leading to gaps.

• Result: Handoffs were constantly botched, requiring rework and causing project delays.

5. Consultant Turnover Due to Frustration

• The lack of role clarity and constant firefighting frustrated external consultants, many of whom quit mid-project.

• Result: The company had to onboard new consultants late in the game, causing knowledge gaps and further delays.

The Core Issue: No RACI Matrix & Poorly Defined Responsibilities

Had Jason implemented a RACI matrix from the beginning, accountability would have been clear, and the project could have avoided many of these costly missteps. Telecom ERP projects are highly complex, with multiple workstreams, vendors, and cross-functional teams—making a structured governance model essential.

How a RACI Matrix Would Have Prevented These Issues:

1. Clear Ownership for Data Migration & Billing Systems:

   • A RACI matrix would have explicitly assigned data validation and billing integration responsibilities, eliminating confusion.

2. Structured Handoffs Between Supply Chain, Finance, and IT:

   • Proper role definition would have ensured that teams knew who was accountable for signing off on data handovers.

3. Better Consultant Retention & Productivity:

   • Defined roles would have prevented consultants from being overburdened, reducing frustration and turnover.

The Role of a Gantt Chart in Telecom ERP Implementations

Beyond defining roles, a Gantt chart would have provided a visual roadmap for tracking key milestones, dependencies, and deliverables. In telecom, where billing cycles, regulatory deadlines, and infrastructure rollouts are time-sensitive, precise tracking is critical.

How a Gantt Chart Would Have Helped:

• Prevents Scheduling Conflicts – Ensures ERP go-live aligns with billing and regulatory deadlines.

• Tracks Interdependencies – Keeps teams aware of how delays in one area impact the entire project.

• Improves Risk Management – Allows for early intervention when bottlenecks arise.

Best Practices for Oracle ERP Success in Telecommunications

To avoid the failures seen in Jason’s project, Oracle ERP Project Managers in telecommunications must adopt these best practices:

1. Establish a RACI Matrix During the Planning Phase – Assign clear responsibilities before work begins.

2. Use a Gantt Chart to Track Key Milestones & Dependencies – Align project phases with billing cycles, network expansions, and compliance deadlines.

3. Define Handoff Responsibilities – Ensure Billing, IT, Finance, and Supply Chain teams have structured coordination meetings.

4. Conduct Weekly Governance Reviews – Use the RACI matrix to drive check-ins and clarify any role misalignments.

5. Leverage a Project Management Platform Like ezRACI – Implement real-time tracking dashboards for clear accountability.

Conclusion: A RACI Matrix & Structured Planning = Oracle ERP Success

Jason’s project didn’t fail due to technical issues—it failed because of poor governance and unclear responsibilities. While Oracle’s Unified Methodology (OUM) provided a structured framework, the lack of a RACI matrix and Gantt tracking led to missed deadlines, broken integrations, and frustrated stakeholders.

At ezRACI, we help telecom companies manage Oracle ERP implementations with pre-built RACI templates, interactive Gantt charts, and real-time accountability tracking. Don’t let poor governance sink your ERP transformation—use ezRACI today for a seamless implementation.

Start using ezRACI now and ensure your Oracle ERP project is delivered on time, on budget, and without unnecessary frustration.