How to Deliver a Successful Oracle E-Business Suite Upgrade

In collaboration with
with you
How to Deliver a Successful
Oracle E-Business Suite Upgrade
San Francisco, September 29, 2014
Vaughan Hennum and Lisa Ruddell,
Smiths Medical
Bharti Tiwary, Capgemini

CON4249 How to Deliver a Successful… | 29Sep2014
Copyright © 2014 Capgemini. All Rights Reserved 2
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

" . 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
Smiths Group, plc / Smiths Medical

Employing over 23,000 people in more than 50 countries, serving a diverse range of
A Global Business…
global customers

Smiths Medical $ Global Business / 7.9k Emp w/ 5k Users
50 sites in 33 countries Sales in 120 countries 7,600 employees
FY14 £804m Turnover, £159m Trading Profit,120 markets
Global
Presence
to
Meet
Customers’
Needs
Across
the
World
Dubai
Tokyo
Tijuana
MX
(3x)
Monterrey
MX
El
Salvador
Dominican
Republic
Austria
Belgium
Denmark
France
Germany
Italy
Netherlands
Portugal
Sweden
Switzerland
Spain
Brisbane
Sydney
Johannesburg
Beijing
Singapore
Canad
a
Argentina
Brazil
Columbia
Rockland MA
Keene NH
Gary IN
St Paul MN
Vernon Hills IL
Southington
CT
Dublin OH
Norwell MA
Oakdale MN
Olive Branch
MS
Ashford
Hythe
Luton
Cumbernauld
Rossendale
Dublin,
IRE
Hangzhou
Mumbai
Cairo
Moscow
Shanghai
Hong Kong
Lebanon
New
Zealand

Single Instance / 85 Inv Orgs, 25 OUs, 30k SKUs / 20+ Bolt-ons
High Volume #52k Concurrent / Day, 4.5k invoices, 10m EDI
ATP

Current Required
Upgrade to R12
10g.1 unsupported Upgrade to 11g
Upgrade to 11.31
No remaining upgrade options.
Replace hardware (quickly)
Unsupported by vendor Upgrade/replace
Smiths Medical Challenges
Smiths Medical’s Oracle ERP
Faced with ageing hardware platform
Out-of-support software
Limited window to complete upgrade.
E-Biz Suite
11.5.10 CU2
Oracle Database
10.2.0.3
Operating System
HP-UX
Server Hardware
HP-RISC
SAN
HP
© 2013 by Smiths Medical: Proprietary Data
11
11.5 support expires Dec 2012
(critical extension to Dec 2013)
11.23 (can;t support Oracle
11g)
Obsolete and over-utilised
with no spare capacity
Business Priorities Had Forestalled Upgrade…
Many Bolt-ons Aging as Well, GRC / TAKE / Pilgrim Slide# 11

Project Lanai…

Project Lanai: Governance & Business Engagement
Ensure adherence to Strategy and Objectives
Ensure limitation of scope, resource allocation, and
meeting project objectives
Executive Steering Committee:
BIS Leadership, Executive Sponsor, Key Partners
Sr. Medical Business TEAM …MONTHLY
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!
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
Assist the project team with site inventories (what is out there) and communicating to site
owners (when necessary)
Identify site owners when none are assigned, or assigned owner is no longer with Smiths
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)
Work-stream Leads– Led by SME:
BIS Project team + Medical business SMEs who will
execute the project…
WEEKLY, BIWEEKLY, DAILY…THIS WAS KEY
WORKING GROUP…W/ 400 TESTERS
Roles and Responsibilities vetted with the Business / Partners

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
" Analyze all custom objects
" Recommend changes
Like-For-Like Upgrade
" Played key role tracking progress
" Played key role test documentation
COST
SAVINGS
%
Business Deleted 1.3k Disco Reports # Remediate 800 / Noetix&OBI
© 2013 by Smiths Medical: Proprietary Data
3
R12 Upgrade Imperatives --
Approved by Programme Board & Steer Com
Enables
Organization for
Incremental
Process
Improvement
Inline with Oracle’s
Support Policy
Minimize Cost,
Timeline and Risk
Inline with Steering
Comm and BIS
Endorsement
Foundation is in
place at Smiths
Medical to
support Like-for-
Like
RISK
MITIGATION
FUNCTION
ALITY
T
EC
HNOLOGY
3
Looking to FY15
There may be
Opportunities to
Leverage the
R12 foundation…

Reducing Risk: Taking Advantage of Lessons Learned
Business Focus Touch Points Testing and Validation
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
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
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
Focused Resources Interfaces mapped/tested
Issues identified early Validation
Reflected in Various Aspects of the Project Lanai Upgrade Plan

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.

UAT – Foundation for Global, Repeatable Test
Processes + Standard Documentation
~60 Process Areas
• ASCP
• BI Apps
• BI Publisher - AR
invoice
• Bill of Material
• Carrier Labels - DC
• Cash Management
• Clear Orbit - DC
• Clear Orbit - Factory
.Service Contracts
• SGP Shop Floor
• Ship/SPEX - DC
• STR AventX
• VAT
• Work in Process
~400 Scenarios
~ 25 Operating Units
E.g. for ASCP:
• Verify ASCP Plans Setups
• Verify ATP Plan Setups
• Planning Time Fence
• Demand Time Fence
• Minimum Shelf Life
• Check Safety stocks
• ATP Testing
• Republish back
• Release Plan Recommendations
• Protégé testing
• Forecast Consumption
• Forecast Spreading
• Demand Spike Process
• Exception testing
• Scheduling simulations
• Reschedule simulations
• Fair Share allocation
• Projected Available Balance
Reports
• Backorder report
Executed Via
~300 Test Scripts
13
Evidence of testing /
FDA Regulated

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
Customer Comms
R12
Cutover
& Roll
back
Smiths Medical Japan (SMJ)
GRC Upgrade
GTIN/DC Improvements
UAT
100%
Planning & Technical
Development
UAT
User Acceptance Test
9-Nov
Mock
SIT SIT
Sys. Integration Test
Trainers End Users
& Testers
&
Documentation
Updates
R12 Training
RAQA
Validation
Driven by
Medical
&
HP to IBM / HP-UX to AIX / Clustered & HA / EVA to XIV
R12
Cutover
R11 FYE critical
R12 remediation
Regression testing
22-26
Aug
DB
Move
Application
Move
GDW/BI
Move
Data
Center
Flip

The Major Elements of Phase I #Hardware Replatform…
Task
3B
A. Move the
storage from
HP SAN to
the IBM XIV
SAN
E. Migrate
GDW / OBI /
BI apps to
AIX / IBM db
C. Move the
“Appl top” /
Application
layer from
HP UX
boxes to
IBM AIX
boxes.
Requires:
% UAT
% Validation
Task
3A
B. Move the servers
GAMPROD /
GAMPLAN
data base
from the HP
UX to the
new IBM AIX
(box) kit
Task 1
Requires:
% Functional
Testing
% Printers
Testing
Task 1
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
D. Upgrade
the db from
10g to 11g
COMPLETED
9-June Task 2
Task 2
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
COMPLETED
18-August
Requires:
% Functional
Testing
Task 3A
1. A complex migration
2. Three databases
(GXPROD,
GXPRODR1, BIPROD)
3. Requires functional
testing: key processes &
sites
F. Flip
Production /
DR data
centers
Requires:
% Functional
Testing
% Network
Printer
Testing
Task 3B
1. Lisle $ production
2. Keene $ DR
3. Done after Task 3A/GDW
is stable
4. BIS to test connectivity,
load balancing, interfaces
5. Requires functional
testing: key processes &
sites
COMPLETED
20-Sept
COMPLETED
9-Nov

Task 3B $ Data Center Flip – AT&T Site in Lisle, Illinois,
USA
By car, Lisle is ~45 minutes away
from both Chicago city center
and from John Crane HQ
AT&T Site
Final State:
AT&T IDC Lisle, IL (PROD site)
is ~930 miles away from
Keene, NH (DR site)
John Crane Ctr
BIS on site

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
R12
Cutover
& Roll
back
Smiths Medical Japan (SMJ)
GRC Upgrade
GTIN/DC Improvements
UAT
100%
Planning & Technical
Development
UAT
User Acceptance Test
9-Nov
Mock
SIT SIT
Sys. Integration Test
Trainers End Users
& Testers
&
Documentation
Updates
R12 Training
RAQA
Validation
Driven by
Medical
& Customer Comms
R12
Cutover
R11 FYE critical
R12 remediation
Regression testing
22-26
Aug
DB
Move
Application
Move
GDW/BI
Move
Data
Center Flip
After Completing Phase 1, Focus on R12 Upgrade

! 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/$
! 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
Total Passed: 3442
Total Undone: 0
Note: of the 13 open UAT
tickets, 5 are from before
the 15th-19th May cutover
Total Tests: 270
Passed: 253 (94%)
Failed: 17 ( 6%)
Test, Test…Keep Business Motivated…Supports “Go Live”
Testing / Analytics is Key / Validation Testing
“Elite Testing” Program & Defect Discovery Cycle
8
Core functionality
with most typical use
case combinations
Remaining use
case combinations
Most of defects in core
functionality and typical
use cases are found
Most of the remaining
defects are also found
Elite Testers
“Test to
Fail”
UAT
“Test to
Pass”
Go-Live
Cutover
Start
of Test
Cycle
Red dots represent potential defects
Business critical
functions
(controlled start-up)
4
User Acceptance Test Progress
99.6% Pass
0.4% Fail
14 scenarios make up the remaining 0.4%
! 6 (0.17%) = Accrual Reconciliation
Oracle R12 is functioning correctly as
designed. Working with Finance stakeholders
on a legacy data issue from R11
! 5 (0.14%) = Payments Processing
Cap/BPA providing further info for users on
R12 functionality, training issue
! 3 (0.09%) = Finance SQL scripts
BPA to remediate last 3 complex scripts
UAT Defect Resolution Status (Open Tickets)
5
0 1 4 8
Open UAT tickets
13
SEPA R12 functionality
required after May rollback
(For EU only)
R12 Elite Test Status (through 21-July, 2014)
9
89%
11%
97%
3%
97%
3%
100%
0%
50%
50%
! BIS & Capgemini are actively
investigating all reported failures
! Tickets being logged to resolve
any confirmed R12 defects
97%
3%

Details Matter in a Global “Big Bang” / Comms to
Customers
UK BST Japan JST
US EDT
Start End Start End Start End
How Will This Activity Affect Me#CSRs, Sales, Testers, etc.
Duration
hh:mm Activity
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
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. (Medical & BIS)
Tue 8:30 PM Tue 9:00 PM Wed 1:30 Wed 2:00 Wed 9:30 Wed 10:00
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

Cutover # 22nd through 26th August, 2014
Cutover, Reflection on Achievements
Major
Accomplishments
HP
==>
Highly
Scalable
IBM
Prod
Data
Ctr
to
AT&T
Lisle,
IL
Version
w/
Oracle
Premier
Support
(db
&
apps)
Potential
for
Leverage
of
Apps
12.1.3
25
Operating
Units
/
85
Inventory
Organizations
2.5k
Oracle
bundle
users
/
5.5k
total
Oracle
31.2k
Invoice
Lines
per
day
/
10m
EDI
lines
Key
Statistics Count
#
of
Stream
Leads 40
#
of
Global
Testers 450
#
of
Scenarios
Executed 8,500
#
of
EOT
Pages
Generated 55,000
#
of
Printers
Tested 425
#
of
Disco
Reports
Converted 880
#
of
Disco
Reports
Discarded1,200
#
of
SQL
Scripts
identified 750
#
of
SQL
Scripts
converted 375

Prepare for Post Cutover Challenges…In Unexpected
Places
Open WIP Tickets Status
Top 10 by Site Top 10 by Product
Ticket Count by Status/Priority Ticket Volumes (Week Beginning)
11
Turning
the
Tide?
Top Issues Resolved Ahmed
Slide
# 7
Key
Application
Issues
Status and Update Action
owner
Est
Completi
on Date
UK Form
RAG
Status
Internal and
Reschedule
requistions
• Unable to cancel requisition lines – Resolved
• 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
Capgemini 08/Sept
Demand Planning • BIS and Cap have remediated the sourcing issues as well as the
assignment sets.
• ATP is now functioning as per normal.
• 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.
Oracle /
BIS /
Capgemini
10/Sept
AR Print Invoices
Globally
• The invoice packages being reviewed to ensure UAT alignment –
(passed in UAT) If inconsistent found , may help to remediate
performance issues.
Capgemini 07/09
Inter Company
Invoices
• Sev-1 SR raised with Oracle – BIS is working on an action plan.
• No Intercompany have run since go-live.
Oracle 07/09
Pending jobs -
Concurrent
Managers
• Global Issue.
• Many Jobs in pending status
• System processing is slow.
• Avrg processing jobs per hour is 1k per hour Vs 2.5K.
Oracle 28/08
Application Services, Oracle Medical Division – Daily status update – R12
Key Points
1. Over 1570 Tickets raised since Go live Of 12.1.3
2. 829 Tickets now resolved, 741 remain open
3. BIS is monitoring the Concurrent managers issue and related
performance
Key Points
1. 27% of the volume relates to Finance followed by 23% for
Customer Service
2. 14% of the tickets are of High/Critical priority
Open Tickets Status
10

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
Testing by Business…Greatest Risk~~>Greatest Strength
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

Required for Global Upgrade of this Scope / Depth
but Demands Weaving Together…
Importance of Strong Partners
1 Copyright © 2014, Oracle and/or its affiliates. All rights reserved. insert instruction from slide 7 #ovcs

Smiths BIS System Integrator Partner

Capgemini
is
a
global,
mul0billion
dollar
company
with
experience
across
many
industry
sectors
22%
22.0%
20.0%
21.0%
26.0%
11.0%
14.8%
Group
Workforce:
138,827
Revenue
2013
$13.5
billion
USD
UK & Ireland
North America
Rest of Europe, Asia & Latin
Our
Group
Headcount
Covers
Key
Regions
Across
the
Globe
Taiwan
We
Have
Broad
Experience
OperaIng
in
Key
Industry
Sectors
Revenue
by
Industry
5%
8%
12%
22%
17%
14%
Customer
Products,
Retail,
Manufacturing
and
Life
Sciences
Public
Sector
Financial
Services
Energy,
UIliIes
&
Chemicals
Telecom,
Media
&
Entertainment
Other
Local
Professional
Services
Outsourcing
Services
Guatemala
Consul0ng
Services
Technology
Services
4.5%
40.6%
40.1%
Benelux
America
France
Canada
United
States
Mexico
Brazil
Argen0na
All
over
Europe
Morocco
Australia
People’s
Republic
of
China
India
Chile
Singapore
Philippines
Vietnam
United
Arab
Emirates
Malaysia
New
Zealand
Japan
South
Africa
Colombia
Capgemini
has
presence
in
40+
countries
across
the
globe

Our
global
professional
services
spectrum
comprises
of
consul0ng,
technology,
and
outsourcing
% Digital
Transforma0on
% All-‐Channel
Experience
% Big
Data
&
Analy0cs
% Corporate
&
Digital
Opera0ons
% CIO
Advisory
Services
% Governance
&
Digital
Organiza0on
% Execu0ve
Leadership
&
Change
Capgemini
ConsulIng
% XaaS
% SoWware
Quality
Management
&
Tes0ng
% Business
Informa0on
Management
% Big
Data
&
Analy0cs
% Business
Process
Management
% Partner
solu0ons
(SAP,
Oracle,
MicrosoW,
HP,
IBM,
Salesforce.com,
Netsuite,
Pega,
EMC,
Pivotal,
Google,
AWS,
work.com,
…
)
% Applica0on
Consul0ng
% Package
Based
Applica0on
Services
% Applica0on
Development
&
Integra0on
/
Custom
SoWware
Development
(CSD)
% Next
genera0on
AM
services
% Applica0on
Lifecycle
Services
(AD&M)
% Mobile
Solu0ons
% Enterprise
Cloud
Services
ApplicaIon
Services
% ITO
User
Run
Services
(e.g.,
Workplace)
% ITO
Data
Run
Services
% Backbone
Services
(Network
&
Data
Center)
% Security
Services
% Infrastructure
Transforma0on
Services
(ITS)
% Pla`orm
Delivery
Services
(PDS)
% Mul0-‐Sourced
Services
Integra0on
(SI/SIAM)
% Service
Management
% Cloud
Management
Unit
(CMU)
–
Pla`orm
&
Brokering
% Skysight
Infrastructure
Services
% SMARTCare
-‐
U0li0es
% Par0cipa0ons
–
Media
&
Entertainment
% ECM
–
Manufacturing
% Claims
Processing
-‐
Insurance
% Finance
and
Accoun0ng
% Supply
Chain
Management
% Business
Analy0cs
% Demand
Driven
Insight
–
CPRD
Business
Process
Outsourcing
% Cyber-‐security
% Mobile
solu0ons
% Business
Intelligence
&
Analy0cs
% Applica0on
Services
% Product
Engineering
Services
% Infrastructure
Transforma0on/Cloud
% Tes0ng
&
Quality
Assurance
Local
Professional
Services

We have a global life sciences team with offerings that enable organizations
in transition to evolve to new business models
….With
Various
PracIce
Offerings
Commercial
TransformaIon
Strategy
and
Digital
InnovaIon
Product
Lifecycle
Management
Medical
Affairs
&
R&D
OperaIons
EffecIveness
% Customer
Rela0onship
Management
and
Customer
Service
Strategy
% Closed
Loop
Mul0channel
Marke0ng
% Sales
Force
transforma0on
and
effec0veness
% Integrated
Marke0ng
Management
% Pa0ent
adherence,
access
strategy
and
services
% Market
access
and
reimbursement
strategy
% Corporate
strategy
and
strategic
planning
% Digital
Transforma0on
% IT
strategy
and
por`olio
planning
% Franchise
and
por`olio
strategy
% Product
strategy
and
posi0oning
% Target
product
profile
strategy
and
design
% Early
product
strategy
and
posi0oning
% Early
commercializa0on
opera0ng
model
design
% Product
launch
strategy
and
launch
planning
% Loss
of
exclusivity
strategy
% Medical
affairs
planning
process
% Publica0ons
strategy
and
planning
% KOL
strategy
% Digital
R&D
strategy
% Collabora0on
strategy
and
enablement
% Organiza0onal
redesign,
cost
reduc0on
and
process
effec0veness
% Manufacturing,
distribu0on
and
procurement
op0miza0on
% Post-‐merger
integra0on
% Shared
Services
and
Business
Process
Outsourcing
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

% 3,000+ skilled and experienced EBS consultants worldwide (functional and technical), 500+ in the US,
% 2,000+ Oracle eBusiness Suites (EBS) Applications engagements successfully completed across all
% +100 R12 implementations and upgrades
% Functional & technical experience across all modules (HRMS, Financials, Supply Chain Management,
Capgemini is A World Leader in Oracle E-Business Suite
over 80% of them have R12 experiences
industry sectors for over 1,500 clients
CRM, E&G, ESA, and EPM)
% 70%+ consultants are Oracle certified, average 7+ years of experience
Experience
Global
Delivery
Oracle
Competency
Centers
Center of
Excellence
% Offshore Delivery capabilities for Oracle including India with 1,500+ EBS
resources (functional and technical)
% Provides 24/7 coverage at a lower cost
% Oracle competency centers in the US, UK, Italy, France, the
Netherlands, Germany, Spain, India, Singapore and New Zealand,
with dedicated staff focused on the accelerated delivery of Oracle
solutions
% Capgemini has U.S. and India EBS Centers of Excellence (CoE) designed to be
an ERP solution center available for our EBS engagements
% Testing Centers of Excellence
% Upgrade Labs

METEOR Delta Code Pack
! Delta Installation Code Pack over DM Tool kit
! To help migrate smoothly to METEOR from DM
EBTSoo Ulsp:g r aFdoec uToso olsn – A Fuotcoums aonti oAnu…tomation
“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
CAPSULE
! CAPSULE provides customization reports for
both online and batch objects in a crisp format
with summarized results to understand the
technical landscape much faster
Upgrade Platform Framework
! A common delivery framework for eBS Upgrade
projects
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
! Parallel execution to speed processing time
! Ability to run in offline mode
! Ability to assess impact of individual family packs
METEOR
! Tool to accelerate and support the process of
development of data migration programs
! Addition of standard validations for common
migration programs
! Standard Program to execute the Validations
! Exceptions captured in jazzy HTML output
… tool kit Soon to be
released
EBS
Upgrade
Factory
CAST Application Intelligence Platform
! Achieve higher quality at less cost
! TQI=3.43 for Oracle projects; goal for 2014=3.5

Capgemini’s Upgrade Approach
Prepare and Conduct – User
Acceptance Testing
Finalize Production Cutover Plan
Prepare for Hand-Over
Perform Upgrade Dry-runs
Execute Production Cut-over
Oracle R12 Upgrade Portal
Mitigations
Known Activities
Road blocks
Tools &
Accelerato
rs
Assessment and Planning Upgrade and Test Acceptance and Production
cutover Post-Production Support
Current State Assessment-
Functional, Technical & Infra
Future State Requirements
Impact Assessment –
Functional, Technical & Infra
Future State Design
Project Instance Planning
Testing Strategy
Change Management Initiation
Prepare CRP Instance - Trail Upgrade
Conduct CRP - R12 System
Prepare Development Instance
Technical Development - Retrofit and
New Development
Test Planning and Scripts Preparation
Prepare and Conduct - System and
Integration Testing
Update Training Material
Conduct Trainings Production Problem Resolution
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
Inadequate infrastructure for Upgrade.
Limited support from third party systems for integration development and
testing.
Incomplete Business Process / Test Script Documentation
Limited Cutover Window
Multiple upgrade iteration to ensure upgrade is completed in minimum
Cutover Window
Technical Assessment (Custom Spotighter or Panaya)
Functional Assessment (Impact Matrix)
Data Migration Toolkit
Testing Toolkit

Capgemini has prepared this “R12 Assessment Findings and Upgrade
Approach” to identify and scope the Technical Upgrade
Smiths Project Lanai - Assessment Findings

% Note 1571256.1 PRE-Upgrade GDF Diagnostic to Validate Data Related to Invoices, Payments,
Accounting and Suppliers
% 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)
Upgrade Evolution
% Before upgrade –Prepare data in 11i Instance
% Address issues identified by the script

% 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
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

Contact information
Vaughan
Hennum
Oracle Change Lead BIS
vaughan.hennum@smiths.com
Insert
contact
picture
Insert
contact
picture
Insert
contact
picture
Lisa
Ruddell
Project Lanai Project Manager BIS
lisa.ruddell@smiths.com
Bharti
Tiwary – Capgemini
Oracle Project Manager – Lanai
Project
bharti.tiwary@capgemini.com
Cell# 678-365-6267

www.capgemini.com
The information contained in this presentation is proprietary.
Copyright © 2014 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.
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.

How to Deliver a Successful Oracle E-Business Suite Upgrade

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to How to Deliver a Successful Oracle E-Business Suite Upgrade

Similar to How to Deliver a Successful Oracle E-Business Suite Upgrade (20)

More from Capgemini

More from Capgemini (20)

Recently uploaded

Recently uploaded (20)

How to Deliver a Successful Oracle E-Business Suite Upgrade