Oracle Audit Defense – How To Beat an Oracle Audit
Oracle’s license audits can catch even the most diligent organizations off guard. Oracle’s vast product portfolio – from Databases and Middleware (such as WebLogic) to Java and enterprise applications – comes with complex licensing rules that are easy to misinterpret.
When an Oracle audit notice arrives, software asset managers (SAMs) and IT leaders must be prepared to defend their organization’s interests.
This article provides practical guidance on navigating an Oracle audit in an advisory team.
We’ll explain the audit process timeline, how to review Oracle’s findings, tactics for disputing claims based on contract definitions, when to engage outside experts, and common settlement options, including buying licenses, moving to Oracle Cloud, or signing an Unlimited License Agreement.
Throughout, we emphasize independent customer advocacy – ensuring you resolve compliance issues without unwittingly agreeing to vendor-biased terms.
The Oracle Audit Process and Timeline
Oracle audits follow a structured timeline with several phases. Typically, the process begins with a formal audit notification letter from Oracle’s License Management Services (LMS) or Global Licensing and Advisory Services (GLAS). Organizations are usually given about 45 days to respond and prepare for the audit.
This initial period is an opportunity to assemble an internal audit response team, gather relevant deployment data, and review your compliance status before providing any information to Oracle. In many cases, extensions can be negotiated; some companies may obtain up to a total of 90 days to prepare.
After the kickoff, data collection takes place over the next month or two. Oracle will request detailed information about your use of their products – often by asking you to run Oracle’s LMS scripts on your servers or to fill out spreadsheets (for example, an Oracle Server Worksheet for database usage).
According to industry benchmarks, customers typically provide the requested data within 30 to 60 days. Oracle’s scripts will scan for installations and usage of Oracle Database (including any additional options or management packs), middleware such as WebLogic servers, Java deployments, etc. It’s crucial to limit the scope of data collection to only the environments and products explicitly in scope of the audit.
Ensure that Oracle’s requests align with what your contracts allow. For example, if the audit letter is for database licenses, you should not volunteer data about unrelated Oracle products or environments. Running the audit scripts internally (rather than letting Oracle directly access your systems) gives you a chance to verify the output and control what is shared.
Once you submit data, Oracle enters the analysis phase. Oracle’s auditors will review the information and typically prepare a preliminary audit report within about 60–90 days.
This report outlines any potential license compliance gaps, such as unlicensed installations, the use of extra features or options without proper licenses, or exceeding metrics like processor counts or Named User Plus minimums.
It’s common for Oracle’s initial findings to assume a “worst-case” scenario of usage. Oracle’s audit teams often apply the strictest interpretation of licensing rules, which can inflate your liability.
For instance, they may count every processor core in a virtual environment as requiring a full license, or assume that any installed feature (even if used briefly or accidentally) requires a license.
The audit timeline typically culminates in a final audit report, which is delivered to you, usually around 90 days after data submission. At that point, the focus shifts to resolution and negotiation, which can take another 1–3 months of discussions.
In total, an Oracle audit engagement can span several months, commonly 6–9 months from initial notice to closure, so managing the timeline and maintaining organized communication is critical throughout.
Reviewing Oracle’s Findings and Challenging Inaccuracies
When Oracle provides its audit findings, please don’t assume they are 100% accurate. It is essential to review every line of the audit report in detail before agreeing to anything.
Many Oracle audit reports contain errors or overstatements – these can be due to technical mistakes in the scripts or misunderstandings by the auditor. Common issues include counting licenses for software that was installed but never actually used, or misinterpreting how virtualization affects licensing.
For example, Oracle might claim you need to license an entire VMware cluster for a single database instance. In one real-world case, an Oracle audit initially calculated a requirement of 100 processor licenses across a VMware environment.
However, the company’s internal review showed that only a specific server, with about 20 processors’ worth of cores, was running Oracle software.
By presenting evidence of the isolated deployment, the company was able to reduce the compliance gap fivefold. Considering that Oracle Database Enterprise Edition is priced at roughly $47,500 per processor license, this correction prevented a multi-million-dollar exposure (100 licenses would have been approximately $4.75 million, versus around $950,000 for 20 licenses).
To catch such discrepancies, perform an independent internal audit in parallel. Gather your data from IT systems and cross-check it against Oracle’s findings. If Oracle’s report shows usage of a database option or a middleware component that your team knows was not in active use, flag it.
Sometimes, Oracle’s scripts can report a feature as “used” if it was enabled by default or triggered briefly; you can argue that it was not used intentionally.
Push back on any ambiguous findings – for instance, ask Oracle to justify how they calculated user counts or why they believe a certain server requires licensing. It’s within your rights to request clarification and proof for each compliance claim.
Every small error matters because even a minor counting mistake can significantly impact the finances. As one Oracle licensing advisor notes, finding and questioning even small mistakes can strengthen your position to negotiate better terms.
Do not accept Oracle’s preliminary report as final; respond with corrections and ask that they adjust the findings accordingly. A well-documented rebuttal, including screenshots, system inventories, and references to contract clauses, will compel the auditors to revise any claims that cannot be supported.
In short, never rubber-stamp Oracle’s initial audit conclusions. By diligently reviewing and challenging inaccuracies, you can significantly reduce the scope of any non-compliance before even discussing money.
Leveraging Contract Definitions to Dispute Oracle’s Claims
Your Oracle license agreements are your best defense in an audit. Oracle’s rights and your obligations are defined in those contracts (such as the Oracle Master Agreement and ordering documents), and any claim by Oracle must align with the contract language, not just Oracle’s policies or assumptions.
During an audit, carefully compare Oracle’s findings with the exact terms and definitions in your contracts:
- Product Metrics and Definitions: Oracle software can be licensed by various metrics, including Processor, Named User Plus, and Authorized User. Ensure Oracle used the correct definitions. For example, if you license with Named User Plus (NUP), Oracle might claim that you need more NUP licenses based on every user in the system. However, the contract may define “Named User Plus” in a way that excludes certain users, such as non-human operation accounts or users of specific read-only applications. Verify minimums and counting rules in your contract to refute over-counting. If Oracle claims you need 500 NUP licenses, but you know only 300 distinct individuals access the software, gather logs or access records to show the actual user count.
- Virtualization and Partitioning: One of the most contentious areas is Oracle’s stance on virtualization, such as VMware or cloud hypervisors. Oracle often insists on licensing all physical cores in a cluster if any virtual machine (VM) in that cluster runs Oracle, based on their Policy on partitioning. However, that policy is not always a contractual term – many customer contracts don’t explicitly mention VMware or soft partitioning. If your contract doesn’t include that language, you have grounds to challenge Oracle’s claim that you must license beyond the VMs running Oracle. This is where precise contract wording is key. Some Oracle agreements specify you must license all installations on a “server” or “processor,” but might not define cluster-wide requirements. Engage your legal team to interpret what the contract obligates. In audits, experienced counsel have successfully pushed back on Oracle’s broad interpretation of virtualization rules by pointing out the lack of a contractual basis for Oracle’s claims. Example: Oracle asserts you owe licenses for 32 hosts in a VMware farm, but your legal review finds no contract clause supporting that. By firmly citing the contract’s definitions, you can dispute that part of the finding or negotiate it away.
- Specific Product Use Rights: Check if you have special clauses or legacy terms that can nullify Oracle’s claims. Perhaps you have a ULA or enterprise agreement for certain products that Oracle’s auditors overlooked, or you have valid license transfers from an acquisition that weren’t accounted for. If Oracle’s report counts a component (like Oracle Internet Application Server or a Java SE installation) that you have a free-use right to (for instance, Java SE was free for certain versions in the past, or some database features are included with certain editions), bring up those contract terms. Ensure Oracle isn’t counting something you’re already entitled to use.
- “Installed But Not Used” Scenarios: Oracle’s standard license agreements often consider software “installed and/or running” as requiring a license. This means that even if you installed a product but didn’t use it, it’s technically a compliance issue. However, if Oracle’s finding is based on a product that was installed in error or for a short test and then removed, you might negotiate that down by committing to uninstall and not use it going forward. The contract won’t automatically excuse it, but Oracle might be lenient, especially if the deployment was non-production or no longer in use by the time of the audit. Highlight any ambiguities: if Oracle cannot pinpoint when the usage happened or if Oracle’s default setting enabled the feature, you have a narrative to mitigate the finding. The main tactic is to use the exact wording of your agreements as a shield – if Oracle’s claim goes beyond what you agreed to, calmly point that out and insist on adhering to the contract. In many audits, knowing your contract better than the auditor can dramatically change the conversation in your favor.
Using Independent Licensing Experts and Legal Counsel
Facing Oracle’s audit team can be intimidating – they do this every day and know Oracle’s playbook inside out. That’s why bringing in third-party licensing experts or legal counsel early in the process can pay off many times over.
An independent Oracle licensing consultant or a lawyer specialized in software licensing can provide an objective second opinion on Oracle’s claims. These experts have likely reviewed numerous Oracle audits and are familiar with common “gotchas” and negotiation tactics.
- Expert Technical Validation: A licensing consultant can help rerun Oracle’s scripts or use their tools to double-check Oracle’s findings. They might discover, for example, that an Oracle LMS script counted inactive Oracle installations or misidentified a version. Consultants can also identify compliance issues you might have missed internally, so you can address them proactively rather than having Oracle catch them.
- Challenging Oracle’s Positions: Oracle’s auditors may assert things confidently, but a seasoned Oracle licensing expert will know where Oracle tends to overreach. For instance, if Oracle is claiming a hefty penalty for using features like Advanced Security Option or WebLogic Management Pack without a license, an expert can advise on whether Oracle historically negotiates those down or if those features might be bundled in some cases. They can draft counter-arguments citing Oracle’s documentation or prior cases. Similarly, legal counsel can interpret the contract’s fine print to contest Oracle’s interpretations (for example, whether a given usage qualifies as “multiplexing” or if a specific product is covered under an umbrella license you have).
- Negotiation Leverage: Simply having a third-party firm or attorney on your side signals to Oracle that you’re serious about defending your position. Oracle’s team may then be more cautious, knowing their claims must hold up to scrutiny. In many cases, external experts know the market benchmarks – they can tell you, for instance, that Oracle’s claimed $10 million compliance gap is unusually high for an environment of your size, which gives you confidence to push back. They might also be aware of Oracle’s fiscal calendar pressures and how to use those to your advantage (e.g., if it’s near Oracle’s quarter-end, experts know Oracle might be more willing to deal).
- Keeping the Process Fair: Legal counsel can manage communications with Oracle so that you don’t accidentally admit to compliance issues beyond the scope of the audit. They ensure you provide only the required information and nothing more. If Oracle requests an on-site meeting or calls with your technical staff, having an attorney or consultant present can help prevent Oracle from informally expanding the audit or misinterpreting answers. In case the audit leads to a dispute, your legal counsel is already up to speed and can advise on settlement language or even prepare for litigation if it ever becomes necessary (as a last resort).
In summary, independent experts serve as your advocates. They level the playing field by bringing specialized knowledge that an internal team might lack, since most companies don’t undergo audits frequently.
The cost of hiring them is often trivial compared to the potential exposure to audit. As one expert puts it, they can reinterpret Oracle’s findings and provide leverage in negotiations, helping ensure you minimize financial liability.
Negotiating Settlement Paths with Oracle
After hashing out the facts, the final stage of an Oracle audit is deciding how to settle any compliance shortfall. By this point, both you and Oracle should have a clear picture of what licenses, if any, are missing.
Now it transforms into a commercial negotiation – essentially, Oracle will offer ways for you to resolve the non-compliance, usually involving the purchase of licenses or services.
Remember that you have options, and you don’t have to take Oracle’s first proposal.
Here are the common settlement paths and how to approach them:
- Purchasing Additional Licenses (with Discounts): The most straightforward resolution is to buy the necessary licenses to cover any shortfall. Oracle will often calculate what you owe at list price initially, including back-support fees (maintenance fees for the period you were unlicensed). Do not accept that initial quote. It’s well-known that Oracle is open to granting significant discounts in audit settlements, especially if you push back. Negotiate the price of the licenses – for example, aiming for a discount on the license fees and a waiver or reduction of backdated support. Oracle may forgive past support fees if you agree to start paying support in the future. Also, use timing to your advantage: if the audit is wrapping up near Oracle’s end of the quarter or fiscal year, Oracle sales reps are eager to book revenue, which can translate into better deals for you. Real-world example: A company out of compliance on a few Oracle Database Enterprise Edition licenses could face a $500,000 bill at list price plus years of support. By negotiating, they might get, say, a 50% discount, reducing the purchase price to $250,000. Oracle might also agree not to charge for two years of back support, as long as the company purchases support starting now. This path results in you owning the licenses perpetually (if they are perpetual licenses) and being compliant in the future, but your organization will take a budget hit. It’s wise to prioritize exactly which licenses are necessary – if some findings are questionable, you might settle only the clear gaps and not buy licenses for disputed items.
- Transitioning to Oracle Cloud (Cloud Credits or Subscriptions): In recent years, Oracle has been actively encouraging customers to migrate to Oracle Cloud services. During audit negotiations, Oracle might propose that instead of (or in addition to) buying on-premises licenses, you commit to a certain amount of Oracle Cloud usage. This can be in the form of Oracle Universal Cloud Credits (prepaid cloud funds) or subscriptions to Oracle’s Cloud applications or platform. Oracle often sweetens the deal with extra discounts if cloud is included, because cloud sales are a strategic goal for them. You might see an offer like: “Buy $ 200,000 of database licenses and $ 200,000 of Oracle Cloud credits, and we’ll consider the $1 million compliance issue resolved.” Surveys have shown Oracle sometimes gives bigger discounts when a cloud component is involved. One organization reported that Oracle normally gave them a 40% discount on licenses but offered a 60% discount if they agreed to purchase £ 25,000 in cloud credits. They settled the audit for a total of £180,000, including the cloud. Another company shared that Oracle presented two options: (1) pay for the needed on-prem licenses alone, or (2) pay for those licenses plus a one-year cloud subscription. Surprisingly, the option with the extra cloud subscription was cheaper overall due to the higher discount, and it saved the customer over $1 million in projected costs. Be cautious with this route: only agree to a cloud-based settlement if it makes sense for your business. Oracle may promise that you “don’t even have to use” the cloud credits, but remember that unused cloud services are money wasted. Some companies were essentially forced into a cloud purchase to appease Oracle and later found that they never used it, but were still locked into a contract. If you are considering a move to the cloud or could genuinely use Oracle’s cloud offerings, this could be a win-win: you mitigate audit penalties and get cloud resources. Just negotiate the commitment carefully (preferably a shorter duration, the ability to cancel unused cloud services, or a reasonable amount). Always calculate the long-term total cost of ownership (TCO) – sometimes the cloud option defers costs into an annual subscription, which may end up costing more over time.
- Negotiating a ULA (Unlimited License Agreement): A popular resolution for larger compliance gaps is to sign an Oracle Unlimited License Agreement. A ULA is an agreement where, for a fixed upfront fee, you get unlimited use of certain Oracle products for a term (usually 3 years). At the end, you certify your usage, and that becomes your perpetual license count. Oracle might propose a ULA if your audit reveals you’re using a lot more licenses than you own. From Oracle’s perspective, a ULA locks in your support revenue and potentially upsells you. For the customer, a ULA can be a neat solution if you expect your usage to continue growing – it lets you lock in the current deployments and any growth during the term for one price. For example, suppose an audit finds that you are short 50 processor licenses across various databases and middleware, which could be a $5 million list compliance issue. In that case, Oracle might offer a 3-year ULA for those products at around $2 million to $3 million. During those 3 years, you could deploy as much as you want, then certify at the end, potentially getting more licenses than you paid for. However, ULAs have pros and cons. Pros: They can eliminate the audit compliance issue immediately and give you flexibility to expand usage. The per-unit cost can end up much lower if you grow your deployment. Cons: They are expensive upfront, and you must maintain support annually, typically at a rate of 22% of the ULA fee per year. If your usage doesn’t grow as expected, you might overpay. Also, if not managed well, you could end up out of compliance at the end of the ULA if you deploy outside the scope or fail to certify correctly. Only choose a ULA if it aligns with your IT strategy. During negotiation, if a ULA is on the table, try to negotiate favorable terms: include all the products you might need (so you don’t get audited on something left out), and clarify the certification process. Oracle may be amenable to an audit settlement ULA at a lower price than normal because they want to quickly close the audit and secure future revenue. If a ULA doesn’t fit, you can also negotiate a narrower resolution, such as a term license or a custom license-only deal for the specific shortfall (sometimes called an ELA – Enterprise License Agreement).
In any settlement discussion, remember you have leverage. Oracle’s audit team typically hands you off to a sales team once it’s time to negotiate the purchase. That sales team is motivated to make a sale – use that to your advantage. If Oracle’s first offer is too costly, counter with what you think is a fair offer.
You can propose alternative combinations: maybe fewer licenses, a smaller ULA, or cloud credits at a level your organization can use. Oracle often prefers to get something rather than drag out a standoff or risk escalating a dispute, so they might come back with a better offer if you push back professionally.
Also, ensure that any deal is documented clearly: obtain a formal settlement letter or contract addendum stating that by purchasing X or signing Y, the audit is closed. Oracle releases you from liability for the relevant period.
Have your legal counsel review this document for any sneaky language – occasionally, Oracle might slip in terms about future audits or cloud usage. Make sure it’s purely about resolving the current audit.
Independent Customer Advocacy – Avoiding Vendor-Favorable Terms
One theme throughout the audit defense process is maintaining an independent, customer-centric approach. Oracle, like any vendor, will try to steer the outcome in a way that benefits them, which often means selling you more products or locking you into their ecosystem.
As the customer, you need to advocate for your interests at every step. Here are some tips to ensure you’re not inadvertently agreeing to vendor-favorable terms that you might regret later:
- Don’t rush or Panic: an Oracle audit can feel urgent and high-pressure, but rushing to appease Oracle can lead to poor decisions. Make the most of the allowed time windows. Use extensions if you need more time to analyze Oracle’s claims or to line up funding for a settlement. Oracle’s timeline (like quarter-end) is not your timeline – avoid signing a hastily prepared deal just because Oracle wants to book revenue quickly . Speedy settlements often favor the vendor; you might overlook important details or concede too much.
- Keep Control of Communication: Oracle’s auditors may attempt to gather extra information through informal chats or by contacting various people in your organization. It’s usually in Oracle’s interest to collect as much data as possible. To counter this, channel all communications through a designated audit lead on your side. That person (and their team) should vet every response. This prevents well-meaning employees from accidentally volunteering information that widens the audit scope or hints at other compliance issues. By controlling information flow, you avoid giving Oracle more ammunition than necessary. If Oracle asks questions outside the agreed scope, it’s okay to politely decline or defer until you consult internally.
- Beware of “Side Agreements” or Verbal Promises: Insist that any settlement or resolution terms are put in writing. Oracle representatives may verbally assure you of certain things (e.g., “If you sign this cloud deal, we won’t audit you for the next two years” or “This purchase will fully cover you”). Such promises must be included in the written agreement to be enforceable. Do not rely on informal understandings. There have been cases where companies thought an issue was resolved informally, only to have Oracle revisit it because it wasn’t explicitly settled on paper.
- Scrutinize Post-Audit Commitments: Sometimes, in resolving an audit, Oracle’s offer may include commitments that extend beyond closing the current gap, such as a commitment to a multi-year cloud subscription (as discussed) or an expansion of support agreements. These can heavily favor Oracle by locking you into revenue, while you might not fully benefit. If you agree to a cloud credit purchase to settle, try not to commit for more than a year, and avoid auto-renewal clauses. If you sign a ULA, be aware of the renewal or certification terms. If Oracle suggests a new type of license agreement, ensure it doesn’t include onerous conditions (such as mandatory Oracle license management tools or audit rights beyond the norm). You want to close the audit with minimal long-term strings attached.
- Engage Executive Support: Vendor pressure can sometimes be eased by involving your higher-ups. If Oracle’s sales team is pushing hard for a particular outcome that you feel is not in your company’s interest, having your CIO or CFO back your stance (or even communicating directly with Oracle’s senior account executives) can rebalance the conversation. Oracle doesn’t want to damage the overall customer relationship over an audit. Use that to advocate for fair treatment.
- Learn and Improve (Avoiding Future Audits): Ultimately, a customer-centric approach means using audit experiences to enhance your asset management. While this isn’t directly about dealing with Oracle, it ensures you’re less at their mercy next time. Document what went wrong – was it a misunderstanding of license rules? Shadow IT spinning up an Oracle DB without telling licensing? Using features you weren’t aware needed separate licenses? Fix those internally. This independent improvement reduces dependence on Oracle’s interpretations. Also consider third-party support or alternatives if Oracle’s policies become too aggressive (for example, some organizations migrate away from Oracle Java to open-source Java to avoid Oracle’s audits on Java usage).
In essence, stay assertive and informed. Oracle’s audit personnel are trained to maximize Oracle’s advantage, but if you come prepared, question everything, and negotiate shrewdly, you can turn the tables.
The goal is to emerge with your organization’s compliance ensured on your terms, without unnecessary spend or disadvantageous commitments.
Recommendations for SAM Managers During an Oracle Audit
In summary, here are concrete steps and best practices for Software Asset Managers (and any audit project leads) to execute when Oracle comes knocking:
- Assemble an Audit Response Team Early: Include a project lead (SAM manager), IT representatives who know where Oracle software is deployed, a contracts or legal advisor, and consider an external Oracle licensing expert. Define roles clearly and funnel all Oracle communications through this team.
- Understand Your Oracle License Agreements: Gather all your Oracle contracts, ordering documents, and support renewals before sharing data. Review the terms relevant to the products under audit (license metrics, definitions, any special clauses). This will be your playbook to check Oracle’s claims.
- Manage the Audit Scope: Clarify with Oracle what products and environments are in scope. If Oracle’s requests stray beyond that, push back immediately. Provide data only for agreed-upon products. For example, suppose the audit is for Oracle Database licenses. In that case, you likely don’t need to disclose details about your Java installations at the same time, unless Oracle specifically expands the audit with proper notice.
- Run Oracle’s Audit Scripts Yourself: Never hand over unrestricted access to your systems. Run any Oracle-provided scripts internally and inspect the results. If possible, run them in a test environment first. Fix obvious misconfigurations (for example, if a feature is enabled that shouldn’t be, disable it if possible and note when you did so). By pre-running the scripts, you can foresee what Oracle will find and address discrepancies proactively.
- Verify Oracle’s Findings Thoroughly: When the preliminary report arrives, treat it as a draft. Reconcile the findings with your data. For each line item that Oracle says you’re non-compliant with, create a checklist: Is this accurate? Is it counted according to contract terms? Was this product used or just installed? Is there any evidence to counter this? Prepare a formal response identifying any errors or disagreements, and include evidence where possible.
- Engage in Dialogue – Don’t Just Email: It can be beneficial to have meetings or calls with Oracle’s audit team to review the findings after you’ve done your homework. In these discussions, stick to facts and contract terms. Correct any errors in a calm, factual manner. Make it clear you’re willing to comply with valid findings but that you expect invalid ones to be removed. This cooperative yet firm stance sets the tone for a more reasonable outcome.
- Leverage Expert Help: If you haven’t already, consider bringing in an Oracle licensing consultant or a legal firm once you’ve assessed the potential scope of exposure. They can provide negotiation tips, help phrase your responses, and ensure you’re not missing anything. Even if you think the findings are small, an expert might see an angle to help you save money or prevent future issues.
- Explore All Settlement Options: When it’s time to settle, don’t view the purchase of licenses as the only route. Brainstorm internally (and with your expert or legal counsel) what mix of options would benefit you. Would moving some workloads to Oracle Cloud make sense technically and financially? Is a ULA advantageous for your three-year roadmap? Or is it best to simply buy a couple of licenses and shut down any unnecessary usage? Have your ideal outcome in mind, along with some fallback alternatives. This way, when Oracle makes their proposal, you can compare it against your plans or counter-propose effectively.
- Negotiate Methodically: Treat the audit settlement like any major procurement negotiation. Push for discounts; ask for justification for any backdated fees; use timing (e.g. end-of-quarter) for concessions If Oracle’s offer includes cloud credits you don’t need, request a version without them – or vice versa if the cloud-included deal is cheaper, ensure it’s structured in a way you can live with. Document everything agreed on in writing.
- Avoid Future Risk in the Settlement: In the final agreement, ensure it states that the audit is closed and releases you from liability for the period audited (so Oracle can’t come later claiming additional fees for the same issue). If you’re entering a ULA, clarify the products and what happens at the end of the agreement. If you’re buying licenses, confirm the quantities and that support will start fresh, with no penalties for past issues. And do not agree to any new clauses that give Oracle more audit rights or say, mandatory cloud usage, unless you fully understand and accept them.
- Document and Improve: After the audit, conduct an internal review with your team. Where were the blind spots? For example, maybe the DBAs were unaware that enabling a specific Oracle Database option requires extra licensing – now is the time to educate them and put controls in place. Update your SAM records to include all licenses you ultimately purchased, as well as any new agreements, such as a ULA. This will make the next audit (Oracle or otherwise) less painful because you’ll have a clearer understanding of your license position. Set up regular internal license audits for Oracle software to catch issues early, before Oracle does.
By following these steps, SAM managers can turn an Oracle audit from a feared event into a managed project. The key is preparation, attention to detail, and assertive negotiation.
Oracle audits will always be challenging, but with the right strategy, you can effectively defend your organization and minimize the impact on your IT budget and operations.
