The thing was, when it rolled out (2007), everyone was thrilled with it because it replaced a mainframe that you had to telnet into. That mainframe had hours of operation, i.e. you couldn't look at the course catalog at night because they shut down the mainframe to save power.
Oracle makes a ton of money because what they're competing with is just incredibly terrible.
This was last year btw.
Things are a little better these days where you can often find apps (usually SaaS) that fill a specific need very well, but then you're usually stuck managing a dozen different products and a massively more difficult integration between all of them.
If you're using Oracle to power a home-grown system though, yeah: With a little effort you can swap the backend for something where the vendor won't show up with a surprise multi-$million invoice along with pre-made lawsuit papers if you don't sign it.
What really happens is entirely different. Oracle takes the request, foots the bill for an army of contractors to build it, if they haven’t already, and pass it off as we had it the whole time, just like we said.
Then up charge. Shake down street. Lock in.
I’m sure not all of Oracle operates this way, but that’s been my experience.
Homegrown systems are an easy low-hanging fruit to cost reduction.
Software to tackle the BPaaS on top of an Oracle add-on service, requires a pitch deck.
That must be what happened in my case! I didn't realize it was a standard practice. A large part of the lawsuit revolved around functionality the RFP required, Oracle said they had, and that Oracle even showed in what may have been faked screenshots during our review of vendors. Only in our case, the army of developers never actually finished it and Oracle came back to us with another massive bill to complete the project.
I'm not sure I've ever heard someone who's worked with Oracle who didn't have a bad experience. But if you have and you're reading this, just drop a quick comment to say "yeah, they were okay"
There was a complaining faction in my org, mostly disgruntled hold-outs from before my tenure. Whatever complaint they thought they had, I could bring it to our account manager, and it was pretty easy to see the root of the problem came from personal issues in staff, and insecurity with changing to better technology that they were not experts in.
Now that I've got mostly oracle certified engineers and oracle familiar managers on board I don't hear any complaints. It's a great product, and in all my future roles, transitioning to Oracle is one of the first things I'll do when I get on board.
Oracle as a product company (applies to all Enterprise Product companies) will not charge separately for a customization.
In any case, these were from the the actual consulting arm of Oracle inc. And IIRC, our Associate VP for IT said we shouldn't use both Oracle & Oracle Consulting, but that person was overruled by the VP for IT. I the VP was kept around until the lawsuit settled because it might have been taken as a sign or admission of culpability to fire the VP before that, but shortly after the settlement (which we won, incidentally) that person moved on for "other opportunities".
From what your describing it seams that what was missing was an API allowing browsers to get back the uploaded files?
Was that project worth it? We didn't have much choice. Our old ERP was close to 35 years old, and no longer supported, so we were paying large sums of money just to get annual compliance updates for state & federal requirement. The new system is fine, does what it needs to do, but it's a monolithic ERP system: It does just about everything, but it's mediocre at all of it with most of it's tech perennially 4 to 7 years out of date with the best of breed. So, in the areas where we really need best of breed, we bought that and integrated it into the ERP, which is considered the "system of record". So it's fine, it works, I guess. The real kicker though is that the system we ultimately chose, while not an Oracle product, still required an Oracle DB. Fortunately we don't actually deal with Oracle as a vendor though. Our vendor is basically a VAR.
I once was deposed in a lawsuit regarding Oracle, and part of it was basically a UI issue. We had a paid customized interface that allowed users to upload basically a blob text or document (word, etc). When we went to UAT, we didn't see it in the UI in the app itself (peoplesoft):
Us: "Okay, we can upload stuff, where do we find it?"
Oracle: "Oh, that wasn't part of the project"
Us: "Yes it was, see spec #<insert #>."
Oracle: "... Well, it's in the database. A DBA can access it, so we met the spec."
Us: "That is not a rational interpretation of '... and users will access it within the application...' "
Oracle: "We're happy to build that customization for another <insert massive $$$ sum>"
This was only one of a few material issue that led to the lawsuit. We probably wouldn't have sued over it alone, which should give you a hint at just how bad some of the other problems were.
As an aside, the $/hour billed for customizations was $600, but the work was also outsourced to India. I asked a PM from Oracle how this was justified, and they gave a vague answer about multiple layers of management needed to oversee the developers. I pointed out that this price tag would allow for 3 managers per developer, with each person in the chain making ~$200k/year, and still allow Oracle $200/hour profit. I got a ¯\_(ツ)_/¯ response. That I have to blame on the organization & not Oracle though. I had the detailed ~500+ page RFP response & implementation plan, which specified 1,000 hours of custom work. But I didn't have the actual contract to see what additional work would cost. The organization either didn't negotiate that in advance (so their fault) or they knew in advance & agreed to it (also their fault)