Proprietary & Confidential
Presentation Outline
2
OU at a glance
Our story around ASM
Talking Points
What we need from you
Proprietary & Confidential
3
OU at a glance
Proprietary & Confidential
4
Oracle also continues to change…
5
Customer view
• Larger organization to deal with
• Complex Structure
• Needs a unified view of service
• Multiple skill requirements
• Need for Enablement
• Taking best value
Change in expectations
• More than one product view
• End to End product fitment
• Thought leadership
• Ability to demonstrate before it
gets applied
• Providing right value
• End to End Service delivery
• Defined predictability
• Right sized
JD Edwards
Primavera
Oracle EBS
Siebel
OPA
Oracle Life Sciences
Oracle BI
OFSA
Hyperion
PeopleSoft
Oracle Utilities
Fusion Apps
Oracle Fusion
Oracle Retail
VCP
Exadata
RMB
We have more to offer today than before…
Proprietary & Confidential
6
7
We are big in size today..!
3500 + Member Team
8
We are delivering good growth..!
9
Many Customers(NN) continue to choose us for Oracle Services
The above list is net additions for last two years
10
Horizontal
Apps
• Oracle EBS
• PeopleSoft
• Siebel
• JD Edwards
Industry
Applications
• Utilities
• Life Sciences
• Retail
• Financial
Services
Specialty
Products
• Demantra
• OTM
• Agile
• RMB
• OPA
• Primavera
EPM/BI
• Hyperion
• OBIE/OBIA
Technology
• SOA & BPM
• Portal and
Content
Mgmt.
• IDM
• Database
20+ product practices and 35 + capability areas@ OU
11
1000 + certified consultants, 23 + certifications
12
10+ Advance Specializations
13
14
Axon Active
Focus on ( For NA & Europe)
• Managed Services - ASM + AD
• Technical Upgrades
All Services for ROW
Ranga V
Global Delivery Head
Pawan Vadapalli
Global Pre-Sales
Practice leaders
for each product
area
North America Solutions Leadership
Ajay Chava (US)
Arjun Rajan (US)
Offshore team
Axon Transformation
Focus on ( For NA & Europe
• Blueprinting
• Implementations
• Strategic Assessments
• Functional Upgrades
Steve Lanchak
Transformation Sales/Solutions
Case Walkthrough
16
Teradyne
Brocade
Sonoco Packaging
Land O’ Lakes
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Teradyne
Proprietary & Confidential
Teradyne - HCL Engagement Model
Proprietary & Confidential
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Engagement Snapshot
19
Apps Consolidated – Year Wise
ADM Head Count – Year Wise
120
15
105
12
90
9
75
6
60
3
Dec-07
Dec-08
Jul - 09
Process Driven
 Sev1 reduction process
 Project to Support Transition
 Centralized Monitoring
 Customer Satisfaction improvement
 Customer Dissatisfaction Tracker
 Communication Management
 Project / Resource Demand Management
Dec-10
Dec-11
Knowledge Driven
 Application Stability
 Common repository for
KM
 Cross /Up-Skilling and
Cross Functional
Training
 HD Pattern Analysis
2007
CSAT Score
2011*
Tools Driven
 Remedy – Incident Management
 Share point - ADM operations
 Wiki – IT Environment awareness
 QTP/ATTEST – Regression
Automation
 CyberArk – Sox Password Mgmt
 PDWare - Project / Resource Mgmt
Application Support - Ticket Count Year wise
20000
15000
3.9
CSAT
2010
25000
4.4
3.4
2009
Value Driven
 Value Portal
 Application foot print
Consolidation
 Cycle-Time Reduction /
Increased operational
efficiency
Application Support - CSAT Year Wise
4.9
2008
20483
20923
17954
19321
2009
2010
10000
17477
5000
2006
3.65
2007
4.27
2008
4.62
2009
4.63
2010
4.68
2011
4.66
0
2007
2008
2011
Application Transition
DD
Ex- Service
Provider
TERADYNE
HCL
M1
M2
M3
M4
20
Steady State Begins
Steady
State
Knowledge
Transfer (KT)
(KT)
Knowledge
Sub-contracting
Transfer
from Retained & To-be ReSteady State
deployed
AMS - Onsite Transition Re-badging
Commissioning
Caritor SupportStabilization
Application
KT Study
workshops,
one on
inventory,
AMS - Offshore Transition
one
sessions
environment
KT workshops,
one ondelivery with no
Service
Conduct Interviews, go one sessions
Apps Support
DIY sessions
disruptionsLegacy
to business
Managed
Legacy Apps Support through screening Establish
DELIVERABLES
AMS Scope,
by HCL
processes
expectation
Service delivery
Applicationand
DELIVERABLES
DELIVERABLES
Critical success
AD - Transition
demonstrations
Daily monitoring
and
Application
DELIVERABLES
factors reporting progress
demonstrations
Establish Role definitions
Simulated problem
• Application understanding
Retained
Conduct
Training on
• Support Management Process
resolutions
To-be
ReManaged
document
Team
HCL
support
Knowledge Transition DELIVERABLES
KT documents
forservices
Instances, by HCL
deployedMonitor and adjust support•• Detailed
scope of
processes
• Contract
Team
application streams
Communication
processes,
delivery
Knowledge Establish
Transition Legal Team Organization,
• Formal
Offermodel
letters
withdocuments
complete for Instances,
•
KT
Taken
protocols, offshore
•
Operations
andcharts
procedures
manual
and engagement
model
•
Detailed
Org
with Roles
&
Role
Definitions
compensation break-up
and other
HR
application
streams
framework
over by
setup
Continuous
improvement
Define
SLA’s
and
Re-badged
to
HCL
Responsibilities
Transferred to HCL
related entitlement
details manual
• Support
HCL
processlevels
• SLAs and staffing
• Ongoing reports & metricsperformance metrics
•
Process
documents
&
knowledge
Periodical performance • SLA agreements
• Setup
knowledge repository
support meetings
repository
• Value
register
Issue
offer letters, uponEstablish
Establish working• Clear Roles & Responsibilities with
Knowledge Acquisition acceptance enroll into
Support by HCL • KT Scorecard - self assessment
process, procedures,
procedures & key changed Organization
charts
SLAs
and
metrics
Executive reporting
HCL organizationperformance indicators
Managed Legacy
Apps Support
thru Caritor
program
s &
Agreements
Steady
Contracts in place
Customer review
meetings
Development
continued
by HCL
Conduct culture specific
KT measurement
- self service delivery
Implementation plan for
State
to
address
measurement &
orientation programs,KT assessment
value
initiatives
issues
and
expectations
Knowledge Acquisition from Teradyne
Support
by
HCL
HCL Training Programs assessment
Absorbed into HCL Roles
Shadowing
Support by HCL
Risks, issues register
Complete ADM & Projects by HCL
Support
Integrated Service Delivery
Tiered & focussed
Governance for Running
the Business & Changing
the Business
21
Strong Customer
Relationship at different
levels
Integrated
Service
Delivery
(ISD)
Service Line
Integration
Application,
Infrastructure
Continuous improvement through
consistent measurement of customer
satisfaction
Accessibility, customer-centred,
integrated, accountable, quality
assurance
Uniformity, Scalable, Flexible, Accessible,
Outcomes-Based, Customer Choice, Integrated and
Collaborative.
Strengthened
Processes
Maturity - Delivery Excellence Index
Core Parameters
Scope
Schedul
e
Delivery
Excellen
ce Index
Quality
Cost
DEI
SCORE
81
22
Maturity - Six Sigma Project Overview
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Goal Statement
Reduce the Average lead time by 10% for the above tracks by Feb’12
Scope
The Project is scoped towards the entire cycle of Ticket Management
Goal
Statistical Tools
Six Sigma Approach
• Reduce the Lead
time by 10% for
Four tracks with
in TERADYNE
• CTQ Tree
• Graphical Summary
• Pareto Analysis
• Fish Bone
• Box Plot
• Control Charts
• Define
• Measure
• Analyze
• Improve
• Control
Benefits Realized
10% Reduction in
Lead Time for
Ticket Management
Beyond SLA’s - In House – Service Offering
InHouse© on BPO powered Oracle Partnership enable subscription
payroll License

Payroll Processing services for US Exempt and Non Exempt employees

Weekly and Monthly Pay runs including Tax calculations

Perform Pre Payroll processes

Running Audit processes

Executing Payroll Calculations

Fixing calculation errors

Validation of Payroll results

Performing Post Payroll activities

Reversal and adjustments of Pay checks
HRMS R12 Implementation
•
Current State
Move HRMS Modules to a separate R12 instance

Convert all employee data and history

Meet statutory tax and compliance requirements

Continue Payroll processing in R12

Position Teradyne to use Oracle Payroll in non-US countries

Configure the system to support the existing as well as new
business process
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Teradyne Oracle Fusion Footprint - Today
Global
Search
Customers
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Content
Management
eKnowledge
eBusiness
Insite
Employees
iSupplier
Gateway
Teradyne.com
Suppliers
Business Services
• Quote Generation
Application
• Order Shipment / screeningServers
Integration Services
Runs TERADYNE
Business Electronically
• CORC Integration
• Oracle OM-FNO
• Flex Locator Tool
(with Trade Compliance)
• Test Equipment License Mgmt
Storage
(eLicensing FNO)
Databases
Teradyne Internal Services
• MAP
• TAAC
• HRMS Finalization
• WIKI
Technologies
•Oracle Fusion
Platform
• Portal
• SOA , BPEL
• Web services
•IDM
• Oracle UCM
• J2EE
• MS Fast Search
• Merlin 2.0 Customer Portal
.
Security Services
• Federation
• Access Management
• ID Management
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Latest Value Thought List from Portal
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Analyst Speak About Us
Gartner
• “HCL Shows How Transparency, Flexibility Deliver Outsourcing
Value”
• “HCL's transformational response proved the optimum solution
Outsourcing
Center
27
What stands out
28
Mature ASM
Strong case for Application Rationalization
Multi vendor transition
Run and Transformation at work
SOA enablement
Gartner case study
Proprietary & Confidential
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Brocade
Proprietary & Confidential
Brocade – Engagement Snapshot
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Application Maintenance and Support
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Support Ticket Status
3000
2500
2000
Opening Balance
Closed
1500
Opened
Closing balance
1000
500
0
Nov'11


Dec'11
Jan'12
Feb'12
Mar'12
Opening Balance reduction due to Backlog cleanup
Increase in Tickets Closed -> 83 Tickets (3.65% increase compared to Feb’12)







Finance – 14%
HR – 16%
GSS – 6%
Operations – 23%
IT – 43%
Marketing – 72%
Sales – 2%
Application Development
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What stands out
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Extended Oracle Landscape
Complex Environment
Transition from incumbent ( Wipro)
Run and Transformation at work
Fusion apps implementation
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Sonoco Packaging
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Sonoco - Diverse Landscape and Critical Needs
Oracle EBS
Oracle Fusion
Middleware
Hyperion,
OBIEE
Boundary
applications
35
Why HCL over Deloitte and Accenture








Experience - HCL seemed to be better prepared and relied on their experience with
other customers similar to us to make a recommendation.
Price - While another competitor may be a lower perceived cost, there were too many
potential "adders" that give the perception the disparity in price was high which gave
an edge to HCL
Flexibility - HCL was the most flexible during the RFP process and as demonstrated
by delivery team members as compared to other SI’s. Sonoco is still in a period of
discovery regarding Oracle support that delivers flexibility.
Culture - At every step of the evaluation, the perceived cultural fit with HCL has been
an advantage. They came across as a partner and not a vendor.
Operational Excellence - HCL was more highly focused than other SI’s on identifying
improvement opportunities that can reduce our support cost.
Transition - We felt that your competitor had too many questions concerning "exactly"
what we want, when we were looking for them to make some recommendations. As
compared, HCL had a more complete process for transition and support
Service - HCL's depth of services were evident both from our onsite visit, as well as
from reference calls.
Tools - HCL has shown both depth in tools, as well as, flexibility to leverage what we
have in the short-term.
36
Risk Free Support Transition
37
HOTS – hand over to support process
End User
Training
UAT
2
weeks
2/3 weeks
End of Post
go-live
support
Cut-Over
and GoLive
2/3 weeks
45 days
Steady State
Support Starts
1 month
Plannin
g
Planning
Draft
KT
Knowledg Plan
Service
e
Sig
Delivery,
n
Applications Transfer
Plan
off
Absorption
ReplicationObservation
Program Management , reporting and Governance
SLA
measurement
review
Oracle E Business Suite Knowledge Transfer
SLO
SS
Steady State
Program
Governance
Knowledge Transfer
Initiation
Service
Level
Observance
Phases
NOTE: Timeline is not to scale
• Transition was initiated before UAT
• Transition was completed when post go-live support ended
• SLO period of 1 month to baseline SLA’s specific to group of plants for that phase
Silent KT to minimize impact on Project
38
Design Documents (Process Flows), Configuration Documents, Functional Specification and
Technical Specifications would be key to Knowledge Transition
Knowledge Transition Approach
Pre-UAT activities

Review Design documentation, configuration documents, functional specifications and technical specifications.
Prepare check list for clarifications
UAT
 Participate in UAT. Seek Clarifications and complete understanding of Process and Scenarios
 Review UAT Issues and resolutions
POST – UAT



Update Service Desk Run-book
Update HOTS document – Application Overview, System Design and Architecture, Interfaces (System, Middleware),
details about various environment like development, UAT and Production
Update SOP’s , Support Model
Go-Live

Review Go-Live checklist and cut-over plan
Post Go-Live



Work with Deployment Team providing early support and help
Update/review Issues logs/tickets and resolutions
Formal Hand-over to support
On-Going Transition
Documentation
UAT Coverage
Post Go-Live Support
- 50%
- 40%
- 10%
Asset – HOTS Activities Check list
Accelerated Sonoco Academy setup
Resources with
Domain and
Technology Skills
Individual
Skills
Skill Gap Assessment
• Pre-Training Learning Quotient Test
• Customized Training Plan
• Internal assessment
Role
Requirement
39
Role definition from
Sonoco/HCL
Status Reporting
HCL Knowledge
Pool
Academy Curriculum
•
•
•
•
Industry domain application landscape
Enterprise Design know-how
Cross Cultural sensitization (Do’s /Don’ts)
Sonoco process orientations
Reporting Dashboards
• Security Policies (Information Security, IP Protection)
Oracle Center of
Excellence
• Role specific and Product specific training
• Cross skilling (Augment secondary and tertiary skills)
• “Who’s Who” at Sonoco
Managed Program
Joint Participation
Evaluation Framework
Post learning quotient test
Sonoco Ready Consultants
Individual Learning
Trackers
What stands out
40
Maturity in Support and Estimation Models
Benchmarking with Industry Standards
Operational Excellence
Higher in Price than Accenture and Deloitte
Global Deployment partner for future
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Land O’ Lakes
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LOL Line of business
42
Proprietary & Confidential
Complex Business Environment
43
Multiple Business lines,
Multiple ERP product lines
Several Oracle
Products@work
20+ products)
(
Fusion Financials,
Procurement , HCM
Multiple upgrades happening
at same time
Seasonal Business and
Demand variation
Selection Process at LOL
HCL differentiation
What stands out
46
Extended Oracle Landscape
Complex Environment
First time outsourcing
Seasonal Business
Fusion adoption
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47
Taming Oracle ASM
Building Specialized Oracle Workforce in ASM
RTB Certified – Basic, Intermediate and Advance programs(Role Based) –
Independent Certifications
ITSM Certified – 35 coverage areas, tool based independent certification
Employee Career paths aligned to ASM ways of working
Employee forums act as change enablers – Metrics , Estimation , Tools ,Quality,
Research
Centralized leadership driving improvements – Lean initiatives, Six Sigma etc
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48
Institutionalized – Continuous Improvement
initiative across Oracle Engagements
Mandatory Audits/Check points
Periodic reviews
Quarterly Business Review (QBR)
Project Audits
Quality Compliance (PCI)
Best Practices sharing
Six Sigma Initiatives
Project Management forums
COE Support on Trivial issues
Continuous governance
Performance linked pay
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49
Delivering Oracle AD Engagements
Jassim
Transport
Al Majdouie
Sunrise Greetings
Awalnet Dresser Rand
Symantec
High
Brocade
Itron
BankWest FlowServe
Teradyne
Merck
Boral
Melbourne IT
GE Corporate
Boral
Ricardo Electro
Elsevier Max Speciality Films
MSC Software
Arvin
Meritor
NIC
OmniVision
Makro
Low
Number of RICEF Components
Al Yasra Foods Co
Amar Ujala
NanoSolar
SIRO
Qinvest
Qlogic
Standard Parking Corp
SolFocus
AS Watson
EMC
Elgitrea
d
HBoS
Frimesa
Etihad
Sonus Networks
Simple
RDA
Diversified
System Diversity
Delivering
BeyondSLA’s
SLA’s.
Delivering Beyond
The HCL Advantage
Oracle Examples
Transparency & Agility
BROCADE
Flexibility
FONTERA & Land O Lakes
Challenging Product vendor on a solution
CABOT
Co-Innovation
ADJD
Value Creation beyond
MERCK
Benefit led Transformation
MELIT
Investments ahead of time
SHOPKO
Customer IT Ownership
TERADYNE
Building Localized teams
LOJAS RENNER
Demonstrating Joint Ownership
GENZYME
What we need from you?
THANKYOU