In collaboration with

How to Deliver a Successful

Oracle E-Business Suite Upgrade
San Francisco, September 29, 2014
Vaughan Hennum and Lisa Ruddell,

with you 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
t he world safer, healthier and more productive

 Divisions: John e, Smiths Medical, Smiths Detection, Interconnect,

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

In collaboration with
EDI
Copyright © 2014 Capgemini. All Rights Reserved 6
 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

HP-UX 11g)

Server Hardware HP-RISC Obsolete and over-utilised with no spare capacity No remaining upgrade options. Replace hardware
(quickly)

SAN HP
Unsupported by vendor Upgrade/replace

© 2013 by Smiths Medical: Proprietary Dat

Business Priorities Had Forestalled Upgrade… Many Bolt-ons Aging as Well,

GRC / TAKE / Pilgrim Slide# 1a1

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

In collaboration with Roles and Responsibilities vetted with the Business / Partners
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Copyright ©
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

 Recommend changes Looking to FY15 There may be
Opportunities to Leverage the R12
foundation…

 Played key role tracking progress

 Played key role test documentation

Foundation is in place at Enables Organization for

Minimize Cost, Timeline and Inline with Steering Comm and Smiths Medical to support Inline with Oracle’s Support Incremental Process
Risk BIS Endorsement Like-for- Like Policy Improvement

 © 2013 by Smiths Medical: Proprietary Data

33

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

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 Reducing Risk: Taking Advantage of
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
Lessons Learned
Touch Points Testing and Validation
Interfaces Test/Test/Test
•Volume testing required •End to End process testing
•Test every printer! •Test to fail not test to pass
Output documents •Clear processes /protocols
•Invoices/Shipping docs/ labels – Across functions
•Test forms and reports! – Global and Local
•Print out the documents KPIs – Identify Volume and Performance test Cut over-
Issues/risks early! use multiple weekends to mitigate risk Data
•Mitigation plans need to be in place Integrity
Customizations are complex, all need to be •Simplify testing – ensure data is accurate
tested •Document tests and results
Resources
•Plan ahead to ensure
availability
Interfaces mapped/tested Issues
Validation
identified early
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 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.
│
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UAT – Foundation for Global, Repeatable Test
Processes + Standard Documentation
~60 Process Areas ~400 Scenarios
•ASCP ~ 25 Operating Units Executed Via
E.g. for ASCP: ~300 Test Scripts
• BI Apps •Verify ASCP Plans Setups
• BI Publisher - AR •Verify ATP Plan Setups
•Planning Time Fence Evidence of testing /
invoice •Demand Time Fence
• Bill of Material •Minimum Shelf Life FDA Regulated
•Check Safety stocks
• Carrier Labels - DC •ATP Testing
•Republish back
• Cash Management •Release Plan Recommendations
• Clear Orbit - DC •Protégé testing
•Forecast Consumption
• Clear Orbit - Factory •Forecast Spreading
.Service Contracts •Demand Spike Process
•Exception testing
• SGP Shop Floor •Scheduling simulations
•Reschedule simulations
• Ship/SPEX - DC •Fair Share allocation
• STR AventX •Projected Available Balance Reports
•Backorder report
• VAT
• Work in Process
13
Project Lanai Timeline Phase 1  Hardware
FYE
Refresh
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Project started
Jan, 2013 Data 9-Nov
DB Application GDW/BI
Center
Move Move


Move Flip


Smiths Medical Japan (SMJ)
GRC Upgrade GTIN/DC 22-26
Improvements Aug
Planning & Technical
Development SIT
R12
Cutover
100%
R11 FYE critical
R12 Training
Driven by
Regression testing
Medical

Updates
RAQA
Validation
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 The Major Elements of Phase I Hardware Replatform…
COMPLETED COMPLETED COMPLETED COMPLETED
Tas 20-Sept
Tas
Task 1 9-June
Task 2 18-August
k3A k3B
9-Nov

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 layer from Functional AIX / IBM db Functional centers
UAT
HP UX servers
Testing B.SMAoNve Testing Testing
Validation boxes to
Printers the IBM AIX Network
Testing GAMPROD / boxes. Printer
GAMPLAN D. Upgrade
data base from the db from Testing
the HP UX to 10g to 11g
the new IBM
AIX (box) kit
Ta sk 1 Ta sk 2 Ta sk 3A Ta sk 3B
1.Improves @ capacity 1.Re-enable extended Oracle 1.A complex migration 1.Lisle  production
environments support for 10g / 11g 2.Three databases 2.Keene  DR
2.Enables db upgrade 2.Foundational for R12 ~ (GXPROD, GXPRODR1, 3.Done after Task 3A/GDW
3.Requires functional testing should address the BIPROD) is stable
but NOT full UAT… led by concurrency issue 3.Requires functional 4.BIS to test connectivity,
BPA / ITOps community, incl. 3.Requires full UAT testing: key processes & load balancing, interfaces
load testing… performance 4.Requires full validation sites 5.Requires functional testing:
testing 5.Requires full linkage of 3rd key processes & sites
party apps

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 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
and from John Crane HQ
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Project Lanai Timeline Phase 2  Application
FYE
Upgrade
Jun Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Jul R11 “Frozen” (Discoverer, Enhancements,

9-Nov
Validation)
Project
started Jan, Customer Comms
2013

GRC Upgrade

 R12
22-26
GTIN/DC Improvements Cutover Aug
Planning & Technical Mock & Roll
Development
SIT back
SIT Sys. Integration Test 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

In collaboration with
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Phase 1, Focus on Copyright © 2014 Capgemini. All Rights Reserved 17

 Testing / Analytics is Key / Validation Testing
User Acceptance Test Progress Total Passed: Total
Undone:
3442 “Elite Testing” Program & Defect Discovery Cycle
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
14 scenarios make up the remaining 0.4% • Test to fail  i.e. try to break the system, including use of “abnormal” cases

6 (0.17%) = Accrual Reconciliation

Oracle R12 is functioning correctly as designed. Working with Finance
Business critical functions (controlled
stakeholders on a legacy data issue from R11 start-up)
Core functionality with most typical use
case combinations Red dots represent potential defects
5 (0.14%) = Payments Processing
Cap/BPA providing further info for users on R12 functionality, training issue
Start of UAT Elite Testers “Test
3 (0.09%) = Finance SQL scripts Test Cycle “Test to to Fail” Go-Live
BPA to remediate last 3 complex scripts Pass” Cutover

0.4% Fail

Most of defects in core functionality and Most of the remaining defects are also
Remaining use case typical use cases are found found
4 combinations
8

UAT Defect Resolution Status (Open Tickets) Note: of the 13 open UAT tickets, 5 are from before the 15th-19th May
R12 Elite Test Status (through 21-July, 2014) cutover

Total Tests: 270 Open UAT tickets 13

Passed: Failed: 253 (94%)
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%
11% 3% 3% 3% 0% 50% 5
9

Test, Test…Keep Business Motivated…Supports “Go

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 Details Matter in a Global “Big Bang” / Comms to
Customers
Duration Activity US EDT UK BST Japan JST
hh:mm Start End Start End Start End
0:00 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 rapidinstall Fri 4:45 PM Sat 4:15 AM Fri 21:45 Sat 9:15 Sat 5:45 Sat 17:15

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 check Sat 6:15 AM Sun 8:45 AM Sat 11:15 Sun 13:45 Sat 19:15 Sun 21:45

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 check Sun 8:00 PM Mon 8:30 AM Mon 1:00 Mon 13:30 Mon 9:00 Mon 21:30

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 start-up. Tue 8:30 PM Tue 9:00 PM Wed 1:30 Wed 2:00 Wed 9:30 Wed 10:00
(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

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 Cutover, Reflection on Achievements

Key Statistics Count

Major Accomplishments
# of Stream Leads 40
# of Global Testers 450 HP ==> Highly Scalable IBM
# of Scenarios Executed 8,500 Prod Data Ctr to AT&T Lisle, IL
# of EOT Pages Generated 55,000 Version w/ Oracle Premier Support (db & apps)
# of Printers Tested 425 Potential for Leverage of Apps 12.1.3
# of Disco Reports Conver t 880 25 Operating Units / 85 I nventory Organizations
# of Disco Reports Discard 1,200 2.5k Oracle bundle users / 5.5k total Oracle
# 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
Top Issues Resolved Ahmed
Open WIP Tickets Status
Turning the Est Completi RAG
Key Application Issues Action owner
Status and Update on Date UK
Form
Status

Tide?
Internal and Reschedule requistions • Unable to cancel requisition lines – Resolved Capgemini 08/Sept
• Internal requistions – are not cleaing the interface tables.
• Causing concern on safety stock. BIS resolved issue for new Internal Orders.
• Patch applied this weekend. Monitoring

Demand Planning • BIS and Cap have remediated the sourcing issues as well as the assignment sets. Oracle / BIS / 10/Sept
• ATP is now functioning as per normal. Capgemini
• ASCP forecast is now visible.
• 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 – (passed in UAT) If inconsistent Capgemini 07/09
Globally 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 - Concurrent Managers • Global Issue. Oracle 28/08

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

Slide
11 # 7

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

Top 10 by Site Top 10 by Product

Open Tickets Status

Ticket Count by Status/Priority Ticket 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 Customer Service
2.829 Tickets now resolved, 741 remain open 2.14% of the tickets are of High/Critical priority
•BIS is monitoring the Concurrent managers issue and related 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
that
 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” 
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 C o py rig h t © 2 0 14 , Ora c le a nd /or its a ffi lia te s. All rig hts res e rv ed . in s er t in str uc tio n fr om sl ide 7
#ovcs

Required for Global Upgrade of this Scope / Depth

but Demands Weaving Together…
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 Smiths BIS System Integrator Partner

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

Our Group Headcount Covers We Have Broad Experience

Key Regions Across the OperaIng in Key Industry Sectors
Globe Revenue by Industry
Local Professional Consul0ng Services
Services 4.5%
14.8% Customer Products, Retail, 14%
Manufacturing and Life Sciences 17%
Public Sector Financial 22%
40.6% Services 22%

Technology Energy, UIliIes & Chemicals 12%

40.1%
Services Telecom, Media & Entertainment 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
All-­‐Channel
 CIO Advisory Services
 Governance & Digital Organiza0on
ConsulIng Experience  Execu0ve Leadership & Change
 Big Data & Analy0cs
Applica0on Consul0ng  XaaS
ApplicaIon  Package Based Applica0on Services  SoWware Quality Management & Tes0ng
 Applica0on Development & Integra0on / Custom  Business Informa0on Management
Services SoWware Development (CSD)  Big Data & Analy0cs
 Next genera0on AM services  Business Process Management
 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) …)
Infrastructure  Pla`orm Delivery Services (PDS)  ITO User Run Services (e.g., Workplace)
Services  Mul0-­‐Sourced Services Integra0on (SI/SIAM)  ITO Data Run Services
 Service Management 
 Backbone Services (Network & Data
Cloud Management Unit (CMU) – Pla`orm & Brokering
Center)
 Skysight  Security Services
Business  Finance and Accoun0ng
 Supply Chain Management 
Process  Business Analy0cs 
SMARTCare -­‐ U0li0es
Par0cipa0ons – Media & Entertainment
Outsourcing  Demand Driven Insight – CPRD  ECM – Manufacturing
 Claims Processing -­‐ Insurance
Local  Applica0on Services
 Product Engineering Services
Professional  Infrastructure Transforma0on/Cloud


Cyber-­‐security
Mobile solu0ons
Services  Tes0ng & Quality Assurance  Business Intelligence & Analy0cs

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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
Strategy and Digital Product Lifecycle Medical Affairs & OperaIons
Commercial TransformaIon
InnovaIon Management R&D EffecIveness
….With Various PracIce Offerings
 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
 Franchise and por`olio  Digital R&D strategy procurement
 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

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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
 Offshore Delivery capabilities for Oracle including India with 1,500+ EBS
Global 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

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Copyright © 2014 Capgemini. All Rights Reserved 28
 EBS Upgrade Tools – 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
 Generate usage report for custom objects METEOR
 Parallel execution to speed processing time
 Tool to accelerate and support the process of development of data
 Ability to run in offline mode
migration programs
 Ability to assess impact of individual family packs
 Addition of standard validations for common migration programs
 Standard Program to execute the Validations
EBS
Upgrade
Factory
 Exceptions captured in jazzy HTML output

Upgrade Platform Framework CAPSULE

 CAPSULE provides customization reports for both online and batch
A common delivery framework for eBS Upgrade projects
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

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Copyright © 2014 Capgemini. All Rights Reserved 29

Assessment and Planning
Current State Assessment-
Functional, Technical & Infra
Future State Requirements
Impact Assessment –
Functional, Technical & Infra
Project Instance Planning
Testing Strategy
Change Management Initiation
s Technical Assessment (Custom Spotighter or Panaya)
Toolkit
Functional Assessment (Impact Matrix)
Inadequate infrastructure for Upgrade.
Limited support from third party systems for integration development and
testing.
Incomplete Business Process / Test Script Documentation
Limited Cutover Window
In collaboration with
Capgemini’s Upgrade Approach
Acceptance and Production
Upgrade and Test Post-Production Support
cutover
Production Problem Resolution
Future State Design Conduct Trainings
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
Testing Toolkit
Effective planning to ensure timely availability of infrastructure
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

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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)

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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

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Copyright © 2014 Capgemini. All Rights Reserved 33
 Contact information

Vaughan Hennum Lisa Ruddell

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

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

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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.