In collaboration with

How to Deliver a Successful

Oracle E-Business Suite Upgrade
San Francisco, September 29, 2014

with you
Vaughan Hennum and Lisa Ruddell,
Smiths Medical
Bharti Tiwary, Capgemini
Agenda

!  Smiths Group / Smiths Medical

!  Smiths Medical Oracle Footprint
!  Challenge, Genesis of Project Lanai
!  Project Governance
!  Upgrade Approach
!  Risk Analysis / Mitigation
!  Testing in a Regulated Environment
!  Project Timeline, Phase 1
!  Project Timeline, Phase 2
!  Importance of Analytics
!  Cutover / Post Cutover
!  Lessons Learned, Things We Could have Done Better
!  Importance of Strong Partners
!  Capgemini Oracle Capabilities / Strong Methodology
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Smiths Group, plc / Smiths Medical

"  . Smiths Group is a global leader in the development, application

and transformation of state-of-the-art technology into products and
services that meet our customers’ evolving needs and help make
the world safer, healthier and more productive

" Divisions: John Crane, Smiths Medical, Smiths Detection, Interconnect,

Flex-Tek

FY14 # £3.0B turnover, £504m Trading Profit

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A Global Business…

Employing over 23,000 people in more than 50 countries, serving a diverse range of
global customers
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Smiths Medical $ Global Business / 7.9k Emp w/ 5k Users

Global  Presence  to  Meet  Customers’  Needs  

Across  the  World

50 sites in 33 countries Sales in 120 countries 7,600 employees

Canad Moscow
a
Ashford
Hythe Beijing Tokyo
Rockland MA Luton Shanghai
Lebanon
Keene NH Cumbernauld Hangzhou
Gary IN Rossendale Cairo
Hong Kong
St Paul MN Dublin,  IRE Mumbai
Vernon Hills IL
Southington
Tijuana  MX  (3x) Dubai
CT Austria
Monterrey  MX
Dublin OH Belgium Singapore
El  Salvador
Norwell MA Denmark
Dominican  
Oakdale MN France Johannesburg
Republic
Olive Branch Germany
MS Argentina Italy Brisbane New
Brazil Netherlands Zealand
Sydney
Columbia Portugal
Sweden
Switzerland
Spain

FY14 £804m Turnover, £159m Trading Profit,120 markets

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Single Instance / 85 Inv Orgs, 25 OUs, 30k SKUs / 20+ Bolt-
ons

ATP

High Volume #52k Concurrent / Day, 4.5k invoices, 10m EDI

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Smiths Medical Challenges

Smiths Medical’s Oracle ERP

Faced with ageing hardware platform
Out-of-support software
Limited window to complete upgrade.
Current Required

E-Biz Suite 11.5 support expires Dec 2012 Upgrade to R12

11.5.10 CU2 (critical extension to Dec 2013)

Oracle Database 10g.1 unsupported Upgrade to 11g

10.2.0.3
Operating System 11.23 (can;t support Oracle Upgrade to 11.31
11g)
HP-UX
Server Hardware Obsolete and over-utilised No remaining upgrade options.
HP-RISC with no spare capacity Replace hardware (quickly)

SAN Unsupported by vendor Upgrade/replace

HP

Business Priorities Had Forestalled Upgrade…

Many Bolt-ons Aging as Well, GRC / TAKE / Pilgrim Slide#
© 2013 by Smiths Medical: Proprietary 11
Data

11

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Project Lanai…

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 Project Lanai: Governance & Business Engagement

Ensure adherence to Strategy and Objectives

Ensure limitation of scope, resource allocation, and
meeting project objectives
Programme Board – Work-stream Owners
Nearly all functions across the Medical business sb represented as
well as BIS team leadership…MONTHLY BEFORE STEER COM
DECISION MAKER ON CONTROLLED START-UP!
Executive Steering Committee:
BIS Leadership, Executive Sponsor, Key Partners
Sr. Medical Business TEAM …MONTHLY
Oversight, escalation path for guidance,
decisions. Ensure adequate resources are
supplied to meet objectives. Contact for the
extended Medical community.

Attend weekly meetings lead by the project team

Work-stream Leads– Led by SME:
Assist the project team with site inventories (what is out there) and communicating to site BIS Project team + Medical business SMEs who will
owners (when necessary) execute the project…
Identify site owners when none are assigned, or assigned owner is no longer with Smiths
WEEKLY, BIWEEKLY, DAILY…THIS WAS KEY
WORKING GROUP…W/ 400 TESTERS
Assist the project team in tracking migrations (done/testing/planning/etc.) within the work
stream

Assist site owners with content management (should it be deleted/archived/moved)

CON4249 How to Deliver a Successful… | 29Sep2014
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the Business
© 2014 Capgemini. All / Partners
Rights Reserved 9
Project Lanai Upgrade Approach / HW # “Long Life”

"  Minimize Risk, Timeline and Cost…

"  Chose a Technical Upgrade, “as is”, i.e. no TCA corrections, no SLA adoption
"  Did correct deeply flawed configuration, i.e. webstore
"  Key to custom code remediation...
"  Panaya “cloud” offering utilized to R12 Upgrade Imperatives --
Approved by Programme Board & Steer Com
"  Analyze all custom objects Like-For-Like Upgrade

"  Recommend changes T

F
U
C
O
R
I
S
Looking to FY15

"  Played key role tracking progress

E N S K
C C T There may be
H T M
I I
Opportunities to
N S Leverage the
O T

"  Played key role test documentation

O A
N I R12 foundation…
L A V G
O L I A
G N T
I
I
Y T G
O
Y S N

Foundation is in Enables
Minimize Cost, Inline with Steering place at Smiths Inline with Oracle’s Organization for
Timeline and Risk Comm and BIS Medical to Support Policy Incremental
Endorsement support Like-for- Process
Like Improvement

%  © 2013 by Smiths Medical: Proprietary Data

3
3

Business Deleted 1.3k Disco Reports # Remediate 800 / Noetix&OBI

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 Reducing Risk: Taking Advantage of Lessons Learned
Business Focus
Leadership engagement at
every site/ for every process
Business knowledge of the
processes using Oracle
• Resource commitment
• Accountability
• Know the business rules
• Business owns the data
• Super users are critical
Focus: Reduced number of
projects/enhancements
• Stop other project requests
unless compliance-driven
• Complete in-flight work
Focused Resources
Reflected in Various Aspects of the Project Lanai Upgrade Plan
In collaboration with
Touch Points
Interfaces
• Volume testing required
• Test every printer!
Output documents
• Invoices/Shipping docs/
labels
• Test forms and reports!
• Print out the documents
KPIs – Identify Issues/risks
early!
• Mitigation plans need to be
in place
Customizations are complex,
all need to be tested
Interfaces mapped/tested
Issues identified early
Testing and Validation
Test/Test/Test
• End to End process testing
• Test to fail not test to pass
• Clear processes /protocols
– Across functions
– Global and Local
Volume and Performance test
Cut over- use multiple
weekends to mitigate risk
Data Integrity
• Simplify testing – ensure
data is accurate
• Document tests and results
Resources
• Plan ahead to ensure
availability
Validation
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Copyright © 2014 Capgemini. All Rights Reserved 11
 Initial Major Risk Assessment / Mitigations…
"  Testing / Validation Resource Gap / Capacity
"  USDM provided risk analysis services to reduce validation scope
"  Team from Capgemini partner executed some protocols
"  Business Oracle Knowledge / Engagement…Risk is incomplete testing
"  Built Project Lanai Stream Lead team…people dig in even w/ “day jobs”
"  Timeline Slippage Due to Delays / Resource Availability
"  Timing adjusted to be mindful of key business events
"  3rd Party Applications not compatible with AIX or 11g
"  Key initial due diligence to accomplish to gain understanding
"  Patch analysis / customisation analysis / brute force to test
"  Panaya is huge accelerator in this space
"  List of 3rd party Applications Incomplete
"  Drew insights from many, many sources to confirm scope…still surprises
User Engagement…Communicate Relentlessly & Transparently…
Measure What Matters to the Project / to the Business, % Progress, etc.
In collaboration with
CON4249 How to Deliver a Successful… | 29Sep2014
│
Copyright © 2014 Capgemini. All Rights Reserved 12
UAT – Foundation for Global, Repeatable Test
Processes + Standard Documentation
~60 Process Areas ~400 Scenarios Executed Via
•  ASCP ~ 25 Operating Units ~300 Test Scripts
•  BI Apps E.g. for ASCP:
•  BI Publisher - AR • 
• 
Verify ASCP Plans Setups
Verify ATP Plan Setups
invoice •  Planning Time Fence
Evidence of testing /
•  Bill of Material
•  Demand Time Fence FDA Regulated
•  Minimum Shelf Life
•  Carrier Labels - DC •  Check Safety stocks
•  ATP Testing
•  Cash Management •  Republish back
•  Clear Orbit - DC • 
• 
Release Plan Recommendations
Protégé testing
•  Clear Orbit - Factory •  Forecast Consumption
•  Forecast Spreading
.Service Contracts •  Demand Spike Process
•  SGP Shop Floor •  Exception testing
•  Scheduling simulations
•  Ship/SPEX - DC •  Reschedule simulations
•  STR AventX • 
• 
Fair Share allocation
Projected Available Balance
•  VAT Reports
•  Backorder report
•  Work in Process
13
Project Lanai Timeline Phase 1 # Hardware Refresh
FYE
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Project started R11 “Frozen” (Discoverer, Enhancements, Validation)

&
Jan, 2013 Data
DB Application GDW/BI 9-Nov
Center
Move Move Move Customer Comms
Flip
Smiths Medical Japan (SMJ)
GRC Upgrade
& 22-26
R12
GTIN/DC Improvements Cutover Aug
Planning & Technical Mock SIT & Roll
Development SIT Sys. Integration Test
back
R12
UAT UAT Cutover
User Acceptance Test 100%
R11 FYE critical
R12 Training R12 remediation
Driven by Trainers
Medical & Testers
End Users Regression testing

Documentation
Updates
RAQA
Validation
HP to IBM / HP-UX to AIX / Clustered & HA / EVA to XIV CON4249 How to Deliver a Successful… | 29Sep2014
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 The Major Elements of Phase I #Hardware Replatform…
COMPLETED COMPLETED COMPLETED COMPLETED
Task Task
Task 1 9-June Task 2 18-August 20-Sept 9-Nov
3A 3B
A. Move the C. Move the E. Migrate F. Flip
storage from “Appl top” / GDW / OBI / Production /
Requires: Requires: Application Requires: BI apps to Requires: DR data
HP SAN to
%  Functional the IBM XIV %  UAT layer from %  Functional AIX / IBM db %  Functional centers
Testing B.SAN
Move the HP UX Testing servers Testing
GAMPROD / %  Validation boxes to
%  Printers GAMPLAN IBM AIX %  Network
Testing data base boxes. Printer
D. Upgrade
from the HP the db from Testing
UX to the 10g to 11g
new IBM AIX
(box) kit

Task 1 Task 2 Task 3A Task 3B

1.  Improves @ capacity
environments
2.  Enables db upgrade
3.  Requires functional testing
but NOT full UAT… led by
BPA / ITOps community,
incl. load testing…
performance testing
In collaboration with
1.  Re-enable extended Oracle
support for 10g / 11g
2.  Foundational for R12 ~
should address the
concurrency issue
3.  Requires full UAT
4.  Requires full validation
5.  Requires full linkage of 3rd
party apps
1.  A complex migration 1.  Lisle $ production
2.  Three databases 2.  Keene $ DR
(GXPROD, 3.  Done after Task 3A/GDW
GXPRODR1, BIPROD) is stable
3.  Requires functional 4.  BIS to test connectivity,
testing: key processes & load balancing, interfaces
sites 5.  Requires functional
testing: key processes &
sites
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Copyright © 2014 Capgemini. All Rights Reserved 15
Task 3B $ Data Center Flip – AT&T Site in Lisle, Illinois,
USA Final State:
AT&T IDC Lisle, IL (PROD site)
is ~930 miles away from
Keene, NH (DR site)

John Crane Ctr

BIS on site

AT&T Site

By car, Lisle is ~45 minutes away

from both Chicago city center
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Project Lanai Timeline Phase 2 # Application Upgrade
FYE
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Project started R11 “Frozen” (Discoverer, Enhancements, Validation)

&
Jan, 2013
DB Application GDW/BI Data 9-Nov
Move Move Move Center Flip Customer Comms
Smiths Medical Japan (SMJ)
GRC Upgrade
& 22-26
R12
GTIN/DC Improvements Cutover Aug
Planning & Technical Mock SIT & Roll
Development SIT Sys. Integration Test
back
R12
UAT UAT Cutover
User Acceptance Test 100%
R11 FYE critical
R12 Training R12 remediation
Driven by Trainers
Medical & Testers
End Users Regression testing

Documentation
Updates
RAQA
Validation
After Completing Phase 1, Focus on R12 Upgrade
In collaboration with
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Testing / Analytics is Key / Validation Testing
User Acceptance Test Progress Total Passed: 3442 “Elite Testing” Program & Defect Discovery Cycle
Total Undone: 0

! No single test program is perfect and able to discover 100% of all possible defects
! All test programs involve trade-offs between coverage and time/$
99.6% Pass
! With the delay until next Go-Live, convene an “Elite Testers” program
• No defined test plans
• Test to fail " i.e. try to break the system, including use of “abnormal” cases
14 scenarios make up the remaining 0.4%

! 6 (0.17%) = Accrual Reconciliation

Oracle R12 is functioning correctly as Business critical Core functionality
designed. Working with Finance stakeholders functions with most typical use Red dots represent potential defects
on a legacy data issue from R11 (controlled start-up) case combinations

! 5 (0.14%) = Payments Processing Start UAT Elite Testers

Cap/BPA providing further info for users on of Test “Test to “Test to Go-Live
R12 functionality, training issue Cycle Pass” Fail” Cutover
! 3 (0.09%) = Finance SQL scripts
BPA to remediate last 3 complex scripts

0.4% Fail

Most of defects in core Most of the remaining

Remaining use functionality and typical defects are also found
4 case combinations use cases are found
8
Note: of the 13 open UAT
R12 Elite Test Status (through 21-July, 2014) UAT Defect Resolution Status (Open Tickets) tickets, 5 are from before
the 15th-19th May cutover

Total Tests: 270 Open UAT tickets

Passed: 253 (94%) 13
Failed: 17 ( 6%)

! BIS & Capgemini are actively

investigating all reported failures
! Tickets being logged to resolve
any confirmed R12 defects

SEPA R12 functionality

required after May rollback
(For EU only)

0 1 4 8
89% 97% 97% 97% 100% 50%
5
11% 3% 3% 3% 0% 50%
9

Test, Test…Keep Business Motivated…Supports “Go Live”

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Details Matter in a Global “Big Bang” / Comms to
Customers
Duration
US EDT UK BST Japan JST
hh:mm Activity Start End Start End Start End
0:00 #1 Business shutdown, no transactions Fri 12:00 PM Fri 12:00 PM Fri 17:00 Fri 17:00 Sat 1:00 Sat 1:00
4:15 #1a Complete nightly jobs, close AP/AR Fri 12:00 PM Fri 4:15 PM Fri 17:00 Fri 21:15 Sat 1:00 Sat 5:15
0:30 #2 Shutdown and backups Fri 4:15 PM Fri 4:45 PM Fri 21:15 Fri 21:45 Sat 5:15 Sat 5:45
12:00 #3 Copy lookup/reference instance Fri 4:45 PM Sat 4:45 AM Fri 21:45 Sat 9:45 Sat 5:45 Sat 17:45
6:00 #3a Gather number of records/point balances Sat 4:45 AM Sat 10:45 AM Sat 9:45 Sat 15:45 Sat 17:45 Sat 23:45
11:30 #4 Preupgrade steps/patching w/8 hrs for Fri 4:45 PM Sat 4:15 AM Fri 21:45 Sat 9:15 Sat 5:45 Sat 17:15
rapidinstall
2:00 #5 Preupgrade functional config/checks Sat 4:15 AM Sat 6:15 AM Sat 9:15 Sat 11:15 Sat 17:15 Sat 19:15
26:30 #6 R12.1.1 Upgrade phase w/30 min character Sat 6:15 AM Sun 8:45 AM Sat 11:15 Sun 13:45 Sat 19:15 Sun 21:45
check
24:00 #6a GAMPLAN patching/gathers Sat 6:15 AM Sun 6:15 AM Sat 11:15 Sun 11:15 Sat 19:15 Sun 19:15
11:15 #7 R12.1.3 Upgrade Phase Sun 8:45 AM Sun 8:00 PM Sun 13:45 Mon 1:00 Sun 21:45 Mon 9:00
12:30 #8 Post Upgrade Steps Phase w/30 min character Sun 8:00 PM Mon 8:30 AM Mon 1:00 Mon 13:30 Mon 9:00 Mon 21:30
check
0:30 #9 Go/No go Meeting #1 (BIS only) Mon 8:30 AM Mon 9:00 AM Mon 13:30 Mon 14:00 Mon 21:30 Mon 22:00
26:00 #10 Post Upgrade Code & Functional Steps Phase Mon 9:00 AM Tue 11:00 AM Mon 14:00 Tue 16:00 Mon 22:00 Wed 0:00

10:00 #10a 3rd party configuration/reporting systems Mon 9:00 AM Mon 7:00 PM Mon 14:00 Tue 0:00 Mon 22:00 Tue 8:00
18:00 #10b Configure/Migrate Informatica/DAC/OBI servers Mon 9:00 AM Tue 3:00 AM Mon 14:00 Tue 8:00 Mon 22:00 Tue 16:00

17:00 #11 GRC ETL/Configuration Tue 11:00 AM Wed 4:00 AM Tue 16:00 Wed 9:00 Wed 0:00 Wed 17:00
4:00 #11a R12 quality checks/scheduled job releases Tue 11:00 AM Tue 3:00 PM Tue 16:00 Tue 20:00 Wed 0:00 Wed 4:00
0:30 #12 Go/No go Meeting #2 (BIS only) Tue 3:00 PM Tue 3:30 PM Tue 20:00 Tue 20:30 Wed 4:00 Wed 4:30
5:00 #13 Controlled start-up (checkpoint @ 1 hr) Tue 3:30 PM Tue 8:30 PM Tue 20:30 Wed 1:30 Wed 4:30 Wed 9:30
0:30 #14 Final Go/No go Meeting #3, after Controlled Tue 8:30 PM Tue 9:00 PM Wed 1:30 Wed 2:00 Wed 9:30 Wed 10:00
start-up. (Medical & BIS)
1:00 #15 Configuration of 4 hr Standby/Planby in Lisle Tue 9:00 PM Tue 10:00 PM Wed 2:00 Wed 3:00 Wed 10:00 Wed 11:00
0:00 #16 Point of no return Tue 9:00 PM Tue 9:00 PM Wed 2:00 Wed 2:00 Wed 10:00 Wed 10:00
#17 SYSTEM AVAILABLE TO ALL Tue 9:00 PM Wed 2:00 Wed 10:00

How Will This Activity Affect Me#CSRs, Sales, Testers, etc.

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Cutover, Reflection on Achievements

Key  Statistics Count

Major  Accomplishments
#  of  Stream  Leads 40
#  of  Global  Testers 450 HP  ==>  Highly  Scalable  I BM
#  of  Scenarios  Executed 8,500 Prod  Data  Ctr  to  AT&T  Lisle,  I L
#  of  EOT  Pages  Generated 55,000 Version  w /  O racle  Premier  Support  (db  &  apps)
#  of  Printers  Tested 425 Potential  for  Leverage  of  Apps  12.1.3
#  of  Disco  Reports  Converted 880 25  O perating  Units  /  85  I nventory  O rganizations
#  of  Disco  Reports  Discarded1,200 2.5k  O racle  bundle  users  /  5.5k  total  O racle
#  of  SQL  Scripts  identified 750 31.2k  I nvoice  Lines  per  day  /  10m  EDI  lines
#  of  SQL  Scripts  converted 375

Cutover # 22nd through 26th August, 2014

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Prepare for Post Cutover Challenges…In Unexpected
Places
Open WIP Tickets Status Top Issues Resolved Ahmed
Turning
Key Action Est RAG
the
Application
Status and Update owner
Completi
on Date
Status
Tide? UK Form
Issues
Internal and • Unable to cancel requisition lines – Resolved Capgemini 08/Sept
Reschedule • Internal requistions – are not cleaing the interface tables.
• Causing concern on safety stock. BIS resolved issue for new Internal
requistions Orders.
• Patch applied this weekend. Monitoring

Demand Planning • BIS and Cap have remediated the sourcing issues as well as the Oracle / 10/Sept
assignment sets. BIS /
• ATP is now functioning as per normal.
• ASCP forecast is now visible.
Capgemini
• Reviewing setup and continuing to monitor
• BIS and Cap will continue to work with the business to refine the
configuration/Setup.

AR Print Invoices • The invoice packages being reviewed to ensure UAT alignment – Capgemini 07/09
Globally (passed in UAT) If inconsistent found , may help to remediate
performance issues.

Inter Company • Sev-1 SR raised with Oracle – BIS is working on an action plan. Oracle 07/09
Invoices • No Intercompany have run since go-live.

Pending jobs - • Global Issue. Oracle 28/08

Concurrent • Many Jobs in pending status
• System processing is slow.
Managers • Avrg processing jobs per hour is 1k per hour Vs 2.5K.

Slide
11 # 7

Application Services, Oracle Medical Division – Daily status update – R12

T op 10 by Site T op 10 by Product

Open Tickets Status

T icket Count by Status/Priority T icket Volumes (Week Beginning)

Key Points Key Points

1. Over 1570 Tickets raised since Go live Of 12.1.3 1. 27% of the volume relates to Finance followed by 23% for
2. 829 Tickets now resolved, 741 remain open Customer Service
3. BIS is monitoring the Concurrent managers issue and related 2. 14% of the tickets are of High/Critical priority
performance

10

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 Lessons Learned / What We Could have Done Better…
&  Anticipate business disruption…tie “go live” to business cycles
&  You will need the two solid months of Extended Life Support before BAU
&  There will be potholes…some quite large
&  Finance resources…cannot have enough for R12 Finance
&  Frame of reference big chg, i.e. IFRS vs Sarbanes Oxley design
&  Automate migration custom code, comparable to SAP “transports”
&  Hold Oracle close before the upgrade…and even Closer after cutover
&  Performance testing…????
&  Enhance, grow scenarios…sign “in blood” # that
scenarios represent key functional transactions # Automate?
&  Avoid the SQL infestation!
&  Have fun…be engaged / be guardedly optimistic / set high expectations
&  Plan to detail…and then when satisfied, plan even more detail
&  Insure that all parties, even BAU, have SOW covering Scope / Quality
&  Challenge “assumption thinking”, i.e. Monarch
&  Okay to fail on a cutover attempt
Testing by Business…Greatest Risk~~>Greatest Strength
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Importance of Strong Partners

1 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. insert instruction from slide 7 #ovcs

Required for Global Upgrade of this Scope / Depth

but Demands Weaving Together…
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Smiths BIS System Integrator Partner

CON4249 How to Deliver a Successful… | 29Sep2014

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Copyright © 2014 Capgemini. All Rights Reserved 24
 Capgemini  is  a  global,  mul0billion  dollar  company  with  experience  across  many  
industry  sectors  
Revenue  2013   Group  Workforce:  138,827  
$13.5  billion  USD  
Canada   People’s     Capgemini  has  
All  over  Europe   Republic  
France 22.0% United  States  
Morocco    United     India  
of  China   Japan   presence  in  40+  
Mexico    Taiwan  
UK & Ireland 20.0% Guatemala  
Colombia  
Arab  Emirates    Vietnam   Philippines   countries  across  
Singapore   Malaysia  
North America 21.0% Brazil   the  globe  
Rest of Europe, Asia & Latin Chile   Australia  
South  Africa  
America 26.0% Argen0na   New  Zealand  
Benelux 11.0%

Our  Group  Headcount  Covers  Key     We  Have  Broad  Experience  

Regions  Across  the  Globe    OperaIng  in  Key  Industry  Sectors  
Local  Professional   Consul0ng  Services   Revenue  by  Industry  
Services   4.5%  
14.8%   Customer  Products,  Retail,   14%  
Manufacturing  and  Life  Sciences   17%  
Public  Sector   22%  
40.6%   Financial  Services   22%  
Energy,  UIliIes  &  Chemicals   12%  
40.1%   Technology  
Telecom,  Media  &  Entertainment  
Services   8%  
Outsourcing   Other   5%  
Services  
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Our  global  professional  services  spectrum  comprises  of  consul0ng,  technology,  and  
outsourcing  
%  Corporate  &  Digital  Opera0ons    
Capgemini     %  Digital  Transforma0on   %  CIO  Advisory  Services  
%  All-­‐Channel  Experience   %  Governance  &  Digital  Organiza0on  
ConsulIng   %  Big  Data  &  Analy0cs   %  Execu0ve  Leadership  &  Change  
%  Applica0on  Consul0ng   %  XaaS  
%  Package  Based  Applica0on  Services   %  SoWware  Quality  Management  &  Tes0ng  
%  Applica0on  Development  &  Integra0on  /  Custom  SoWware   %  Business  Informa0on  Management  
ApplicaIon   Development  (CSD)   %  Big  Data  &  Analy0cs  
%  Next  genera0on  AM  services   %  Business  Process  Management  
Services   %  Applica0on  Lifecycle  Services  (AD&M)   %  Partner  solu0ons  (SAP,  Oracle,  MicrosoW,  
%  Mobile  Solu0ons   HP,  IBM,  Salesforce.com,  Netsuite,  Pega,  
%  Enterprise  Cloud  Services   EMC,  Pivotal,  Google,  AWS,  work.com,  …  )  
%  Infrastructure  Transforma0on  Services  (ITS)   %  ITO  User  Run  Services  (e.g.,  Workplace)    
%  Pla`orm  Delivery  Services  (PDS)   %  ITO  Data  Run  Services  
Infrastructure   %  Mul0-­‐Sourced  Services  Integra0on  (SI/SIAM)   %  Backbone  Services  (Network  &  Data  
Services   %  Service  Management   Center)  
%  Cloud  Management  Unit  (CMU)  –  Pla`orm  &  Brokering   %  Security  Services    
%  Skysight  

Business     % 
% 
Finance  and  Accoun0ng  
Supply  Chain  Management  
% 
% 
SMARTCare  -­‐  U0li0es    
Par0cipa0ons  –  Media  &  Entertainment  
Process     %  Business  Analy0cs   %  ECM  –  Manufacturing  
Outsourcing   %  Demand  Driven  Insight  –  CPRD   %  Claims  Processing  -­‐  Insurance  

%  Applica0on  Services  
Local     %  Product  Engineering  Services  
%  Cyber-­‐security  
%  Mobile  solu0ons  
Professional     %  Infrastructure  Transforma0on/Cloud   %  Business  Intelligence  &  Analy0cs  
%  Tes0ng  &  Quality  Assurance  
Services  

CON4249 How to Deliver a Successful… | 29Sep2014

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Copyright © 2014 Capgemini. All Rights Reserved 26
We have a global life sciences team with offerings that enable organizations
in transition to evolve to new business models
Global  Life  Sciences  Team…    
%  Life  Sciences  group  founded  in  1990,  with  more  than  8000  professionals  across  40+  countries  
%  Experience  across  R&D,  Compliance,  Commercial  and  Supply  Chain  
%  Covering  Business  Consul0ng,  Applica0on  Development,  Applica0on  Management  and  Business  Process  

….With  Various  PracIce  Offerings  

Strategy  and  Digital   Product  Lifecycle   Medical  Affairs  &   OperaIons  

Commercial  TransformaIon  
InnovaIon   Management   R&D   EffecIveness  
%  Customer  Rela0onship  Management   %  Corporate  strategy  and   %  Target  product  profile  strategy   %  Medical  affairs   %  Organiza0onal  
and  Customer  Service  Strategy   strategic  planning   and  design   planning  process   redesign,  cost  
reduc0on  and  
%  Closed  Loop  Mul0channel  Marke0ng   %  Digital  Transforma0on   %  Early  product  strategy  and   %  Publica0ons  strategy   process  effec0veness  
posi0oning   and  planning  
%  Sales  Force  transforma0on  and   %  IT  strategy  and  por`olio   %  Manufacturing,  
effec0veness   planning   %  Early  commercializa0on   %  KOL  strategy   distribu0on  and  
opera0ng  model  design   procurement  
%  Franchise  and  por`olio   %  Digital  R&D  strategy  
%  Integrated  Marke0ng  Management   strategy   %  Product  launch  strategy  and   op0miza0on  
launch  planning   %  Collabora0on  strategy  
%  Pa0ent  adherence,  access  strategy   %  Product  strategy  and   and  enablement   %  Post-­‐merger  
and  services   posi0oning   %  Loss  of  exclusivity  strategy   integra0on  
%  Market  access  and  reimbursement   %  Shared  Services  and  
strategy   Business  Process  
Outsourcing    

CON4249 How to Deliver a Successful… | 29Sep2014

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Copyright © 2014 Capgemini. All Rights Reserved 27
Capgemini is A World Leader in Oracle E-Business Suite

%  3,000+ skilled and experienced EBS consultants worldwide (functional and technical), 500+ in the US,
over 80% of them have R12 experiences
%  2,000+ Oracle eBusiness Suites (EBS) Applications engagements successfully completed across all
industry sectors for over 1,500 clients
Experience %  +100 R12 implementations and upgrades
%  Functional & technical experience across all modules (HRMS, Financials, Supply Chain Management,
CRM, E&G, ESA, and EPM)
%  70%+ consultants are Oracle certified, average 7+ years of experience

Global %  Offshore Delivery capabilities for Oracle including India with 1,500+ EBS
resources (functional and technical)

Delivery %  Provides 24/7 coverage at a lower cost

Oracle %  Oracle competency centers in the US, UK, Italy, France, the
Netherlands, Germany, Spain, India, Singapore and New Zealand,
Competency with dedicated staff focused on the accelerated delivery of Oracle
solutions
Centers
%  Capgemini has U.S. and India EBS Centers of Excellence (CoE) designed to be
Center of an ERP solution center available for our EBS engagements
%  Testing Centers of Excellence
Excellence %  Upgrade Labs
CON4249 How to Deliver a Successful… | 29Sep2014
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Copyright © 2014 Capgemini. All Rights Reserved 28
EBS Upgrade
Tools: Tools
Focus on–Automation…
Focus on Automation

METEOR Delta Code Pack

! Delta Installation Code Pack over DM Tool kit
! To help migrate smoothly to METEOR from DM
tool kit
…Soon to be
released
SPOTLIGHTER Enhancements
! Tool for Upgrade Impact Assessment and Analysis
! Scan full file system for all custom objects
! Identify all custom database objects METEOR
! Generate usage report for custom objects
! Parallel execution to speed processing time ! Tool to accelerate and support the process of
! Ability to run in offline mode development of data migration programs
! Ability to assess impact of individual family packs ! Addition of standard validations for common
EBS
migration programs
Upgrade
Factory ! Standard Program to execute the Validations
! Exceptions captured in jazzy HTML output

Upgrade Platform Framework CAPSULE

! A common delivery framework for eBS Upgrade ! CAPSULE provides customization reports for
projects both online and batch objects in a crisp format
with summarized results to understand the
technical landscape much faster

CAST Application Intelligence Platform

! Achieve higher quality at less cost
! TQI=3.43 for Oracle projects; goal for 2014=3.5
“RAPTor” – Rapid Tester for Oracle
! Accelerator for Testing including Regression Testing
! No manual intervention needed, business flows
executed automatically
! Generates well-presented Success/Failure Reports,
of the execution
! Developed to execute on Oracle Applications
Vanilla Implementation

CON4249 How to Deliver a Successful… | 29Sep2014

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Copyright © 2014 Capgemini. All Rights Reserved 29
Capgemini’s Upgrade Approach
Assessment and Planning
Current State Assessment-
Functional, Technical & Infra
Future State Requirements
Impact Assessment –
Functional, Technical & Infra
Activities
Project Instance Planning
Testing Strategy
Change Management Initiation
Accelerato
Tools &
rs
Technical Assessment (Custom Spotighter or Panaya)
Functional Assessment (Impact Matrix)
Inadequate infrastructure for Upgrade.
Road blocks
Limited support from third party systems for integration development and
Known
testing.
Incomplete Business Process / Test Script Documentation
Limited Cutover Window
In collaboration with
Acceptance and Production
Upgrade and Test Post-Production Support
cutover
Future State Design Conduct Trainings Production Problem Resolution
Prepare CRP Instance - Trail Upgrade Prepare and Conduct – User
Acceptance Testing
Conduct CRP - R12 System
Finalize Production Cutover Plan
Prepare Development Instance Prepare for Hand-Over
Technical Development - Retrofit and
New Development Perform Upgrade Dry-runs
Test Planning and Scripts Preparation
Execute Production Cut-over
Prepare and Conduct - System and
Integration Testing
Update Training Material
Oracle R12 Upgrade Portal
Data Migration Toolkit
Testing Toolkit
Effective planning to ensure timely availability of infrastructure
Mitigations
Strong Governance & Involvement all dependent parties in the project at all
stages
Focus on Identifying and Updating Missing test scripts early in the project
Multiple upgrade iteration to ensure upgrade is completed in minimum
Cutover Window
CON4249 How to Deliver a Successful… | 29Sep2014
Copyright © 2014 Capgemini. All Rights Reserved 30
Smiths Project Lanai - Assessment Findings

Capgemini has prepared this “R12 Assessment Findings and Upgrade

Approach” to identify and scope the Technical Upgrade

CON4249 How to Deliver a Successful… | 29Sep2014

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Copyright © 2014 Capgemini. All Rights Reserved 31
Upgrade Evolution

%  Before upgrade –Prepare data in 11i Instance

%  Note 1571256.1 PRE-Upgrade GDF Diagnostic to Validate Data Related to Invoices, Payments,
Accounting and Suppliers
%  Address issues identified by the script

%  Preinstall Patches: Oracle E-Business Suite Consolidated Upgrade Patch 2 (CUP2) for R12.1.1 -
Note: 798258.1 & Oracle E-Business Suite Pre-install Patches Report [Video] (Doc ID 1448102.1)

%  Post Upgrade: Note 1460241.1 POST-Upgrade GDF Diagnostic to Validate Data Related to
Invoices, Payments, Accounting and Suppliers” and address issues it identifies

%  Post Upgrade: Recommended Patches for EBS – PatchWizard utility in EBS will identify these
%  Note: 954704.1 Payables, Payments, SLA and EBTax ones (If using other financial
products apply their RPCs as well)

CON4249 How to Deliver a Successful… | 29Sep2014

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Copyright © 2014 Capgemini. All Rights Reserved 32
Data Cleansing – this is your opportunity

%  Production Purging and Archiving

%  Purge old and/or transient data before upgrading
%  OAM->Purging/Critical Activities - “Purge Portal”
%  11.5 Purge avail
%  R12 has some improved purge programs - over 260
%  Add to R12 Maintenance plans/Change management plans
%  Production Data review and cleaning
%  Flush all the interfaces, such as Autoinvoice, Journal entry import, order import etc..
%  Decide on the Upgrade Request Data Set
%  Minimize historical data to be upgraded as per business requirements – “Upgrade
By Request”
%  Post-upgrade “hot-patch” of additional historical data outlined in 604893.1

CON4249 How to Deliver a Successful… | 29Sep2014

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Copyright © 2014 Capgemini. All Rights Reserved 33
Contact information

Vaughan Lisa
Insert Hennum Insert Ruddell
Oracle Change Lead BIS Project Lanai Project Manager BIS
contact vaughan.hennum@smiths.com contact lisa.ruddell@smiths.com
picture picture

Bharti
Insert Tiwary – Capgemini
contact
Oracle Project Manager – Lanai
picture Project
bharti.tiwary@capgemini.com
Cell# 678-365-6267

CON4249 How to Deliver a Successful… | 29Sep2014

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Copyright © 2014 Capgemini. All Rights Reserved 34
About Capgemini
With almost 140,000 people in over 40 countries, Capgemini is one of the world's
foremost providers of consulting, technology and outsourcing services. The Group
reported 2013 global revenues of EUR 10.1 billion.

Together with its clients, Capgemini creates and delivers business and technology
solutions that fit their needs and drive the results they want. A deeply multicultural
organization, Capgemini has developed its own way of working,
the Collaborative Business Experience™, and draws on Rightshore®, its worldwide
delivery model.

Learn more about us at www.capgemini.com.

www.capgemini.com

The information contained in this presentation is proprietary.

Copyright © 2014 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.