Tijo Thomas

Tejas Thomas. I come from a background in sales, where I completed an MBA in marketing in 2016. Post this, I worked for 3 years in the Gulf as a retail sales associate in the luxury retail industry. After which, I picked up a course in digital marketing and moved to Canada, specifically Toronto. Due to personal reasons, I had to travel back to India. Currently, I'm working as a content analyst in Infosys. During my tenure at the company, I pursued an Oracle ERP certification, which was in part fulfillment of my daily deliverables at the project I was working with Infosys. I was working as an Oracle content developer, in which I'm certified as well. I've worked for the project for a period of 1 year now. And during which, we had to actually work on the HCM side of the project.

So hopefully, this artwork, I have heard about this version of the Oracle platform, which I feel is similar to the Oracle content developer, the software that we used for the fusion environment. The client that we were working with was WSP Global. And there we were tasked with creating learning guides under the HCM stream. And it was involved in also running these guides, testing them on a periodic basis. With each refresh, with each release, we had to go back and track these guides and see if they were working in production. And if there were any changes in production, we had to come back and actually troubleshoot the guides to make sure that they were free of errors. We used Jira as a platform to make these changes or these requests to push it through from start to end. We had a database or a full track of all the 1,000 to 1,200 odd guides that the company was using for its employees on a day-to-day basis in relation to the tasks that they performed. Oracle EBSR tool, I feel, is similar to this software, and which I don't have any hands-on experience, but I feel that I will be able to quickly learn and pick up the software in a matter of weeks. For sure.

Yes. As far as lacking experience in development and easy integration projects from personalization, stored procedures, DFF, customer reports, etc., and configuration of AP and AR, my strategy for acquiring these skills would be to certify myself in these areas, learning through online sources at the earliest. Like, let's say, a period of 1 month, one and a half months, or less, depending on the project demands. And my strategy would be to pick up the knowledge at the earliest and then slowly start with implementation, implementing on a trial and error basis to see what goes well and what goes wrong. And then from there, I would integrate with the team or with the manager and try to understand what I can do better to improve my learnings as well as improve my day-to-day work with the sections of the software. I feel that I am a quick learner, and I will be able to pick up these sections of the software. I'm an avid learner towards tech, knowledgeable software, and use of software per se. And that is something that I'm very passionate about, and it excites me. So, picking up on learnings and trying to gain new knowledge is something that I will be able to motivate myself to perform.

I do not have any development experience for APIs or GL or any of the integration projects as mentioned. For form personalization, store procurement, DFF, and customer reports, yes, I have some experience in those areas, wherein I have worked with SMEs in relation to these sections of the software. But it was all as an ad hoc or a support basis, where I was taking input from the SMEs and then working on the demands they required for the applications to be made to these sections of the software.

So my first go about in relation to prioritizing tasks, which I have done in the past, was to actually go through the list of deliverables at that point of time in the day and pick through the ones that have either neared its deadline or has crossed the deadline. But more importantly, to give priority to the high importance tasks, and if there is a system related issue in regards to the important task, I always make it a point to proactively reach out to get it resolved. And in the interim where the communication has slowed down to get the information required to complete the high important task, I always make it a point to follow through and complete the priority or the next priority of the task that is there on the list and then come back to the high important task when the communication has cleared. So my process that I follow when I mean in relation to these tasks is that if it is a same day deliverable, there is in terms of completion from my part, to ensure that it's completed on the same day and not push it for later. But otherwise, I feel that if there is any system related issues, I always try to ask around, speak to us, and speak to people who can give me the information that I need to get it sorted or solved and then push through with the other tasks in the interim.

So the first step that I would follow to analyze the common error is to try to see what the module is in production to see what exactly happens to run the production module from start to finish in the production environment. And then, if the error is persisting, to kind of go back and try to grab a few test users and see if the error is happening for all users or for a specific set of users that has access to the model. So, once I make sure or once I find the analysis has been resolved in relation to the common error that has been encountered, if it is something that I have come across in the past, I just go ahead and get it fixed without any approvals. But in the rare chance that it requires a few approvals, it requires a few more pieces of information from the respective department in respect to the modules. I go ahead and get in touch with the managers of the respective department and raise the question about what can be done and then troubleshoot from there.

The critical considerations and plan for an ARPU system upgrade would be to see or to get a log of what or track of all of the modules that are there in the Oracle ERP platform with respect to the organization to get a complete breakdown or continuous record, like most companies maintain it in an Excel sheet. There are some companies that recommend it on Jira. Some of them just have it as a spreadsheet. In regards to taking into consideration the system upgrade or the new release per se, what I do is, first, I take the list and then I kind of drill down on the time or plan out the period of the system upgrade. Like, for some organizations or in the previous organization that I was working at, the system upgrade usually happened in a period of 2 to 3 weeks. So during that 3 weeks, we worked as a team, so we split up the work in 2, and between the 3 of us. And we picked up a specific module, like HCM or finance, per se, and we split it up, and I would work solely on finance. Once I've completed all the modules that have come under finance, I would switch to the HCM module and proceed with whatever is possible. The main thing that needs to be considered is to always have a log of the previous system upgrades and what went right and what went wrong in those upgrades. And from the last upgrade, how many new modules were added or how many new assets have been created in the new platform. Going from there, during the upgrade or during the time of testing in the test environment, we try to find out if any small or slight touches can be made to the modules to make it work. In relation to the ERP upgrade, the system upgrade, we ensure that in the back end, all of the upgrades have been done in the correct manner for us to go ahead and test it. And if there is anything missing from the tech side of it, we ensure that it is taken care of as well.

Data inconsistency arose to be thought about. There was a situation during one of our testings where the integration had happened within the company team, and we tested all of the guides from our end, and it was working. However, like I mentioned previously, there was a small technical glitch as far as the back end side of things were concerned. And, few modules were accessed by individuals at different levels in the same department. So for example, let's say a finance manager got access to a finance manager level of a module, which was provided even to the bottom level of the finance department employee, such as a finance executive or an accountant. And that was because the back end coding side of things had included a condition where, if the test user or the access was so and so, it should be given access to all members of the department, but that was quickly revoked. That was quickly identified at the correct time, and I raised the flag when I came across this scenario in one of the testings that I did with relation to the finance modules. And I made sure that it was diligently taken care of in the upcoming days and that the access was not provided to all employees for the same module.

Developing and enforcing a change management protocol involves several clear pieces. To keep all SMEs and project managers online with system updates, I would recommend sending out a monthly email a month prior to the update and weekly emails every week thereafter to inform them of the upcoming changes. This can help ensure that all teams have their information and deliverables ready to be easily shifted to the new system update or upgrade. For the Oracle ERP software solution, it's essential to ensure that the log matches and there are no discrepancies in terms of the number of modules, archived modules, or deleted modules. Additionally, it's crucial to ensure that no guides have been overlooked. As part of cross-functional teams, the goal is to ensure unified communication across the organization. This can be achieved by receiving all necessary information at least one month prior to the update, allowing teams to get things sorted and prepared for the change.

I haven't suggested any improvements for batch processing efficiency in Oracle APIs because I haven't worked with Oracle APIs. I've only worked at the Oracle HCM platform, which is one of the training head seams HCM solutions for organizations that pick up out of ERP as a software. That specific section of the software was catered to content development, and we handle the content developer side of the software. We created the learning or guided learning modules for the Oracle HCM ERP software. And I feel that I will be able to pick up the software quickly because Oracle content developer certifications provided information that I could easily pick up in, let's say, a period of 3 weeks. I was up to speed and working in production within a period of 1 month. So I feel that our platform is something that I will be able to pick up easily given the fact that I am considered to learn it in training. Thank you.

I would leverage our belief-based built-in analytics for financial data analysis by gathering reports on a periodic basis to try to find any sections of the financial analytics that have been facing issues or having constraints with reference to the financial data analysis and then try to understand the trends and provide my input on what could be done better about it.